Phy-gital Roundtable: Breakfast Roundup from Germany and Netherlands

02 May '15 | Debjyoti Paul

German Shoppers: Meet Them in the Fast Lane to Phy-gital

15 January '15 | Ralf Reich

Shoppers Will Share Personal Information (But They Don’t Want to be “Friends”)

15 January '15 | Anil Venkat

Modernize or Perish: Property and Casualty Insurers and IT Solutions

14 January '15 | Manesh Rajendran

Benelux Reaches the Phy-gital Tipping Point: Omnichannel Readiness is Crucial

13 January '15 | Anil Gandharve

The New Omnichannel Dynamic: Finding Core Principles Across Industries

13 January '15 | Debjyoti Paul

Technology does not disrupt business – CIO day 2014 Roundup

02 December '14 | Anshuman Singh

Apple Pay – The Best Is Yet To Come

02 December '14 | Indy Sawhney

Digital transformation is a business transformation enabled by technology

01 December '14 | Amit Varma

3 Stages of FATCA Testing and Quality Assurance

06 October '14 | Raman Suprajarama

3 Reasons why Apple Pay could dominate the payments space

18 September '14 | Gaurav Johri

Beacon of Hope: Serving Growth and Customer Satisfaction

05 August '14 | Debjyoti Paul

The Dos and Don’ts of Emerging Technologies Like iBeacon

30 July '14 | Debjyoti Paul

What You Sold Us On – eCommerce Award Finalist Selections

17 July '14 | Anshuman Singh

3 Steps to Getting Started with Microsoft Azure Cloud Services

04 June '14 | Koushik Ramani

8 Steps to Building a Successful Self Service Portal

03 June '14 | Giridhar LV

Innovation outsourced – a myth or a mirage or a truth staring at us?

13 January '14 | Ramesh Hosahalli

What does a mobile user want?

03 January '14 | Gopikrishna Aravindan

Tentative steps to going mobile across organizations

Posted on: 17 April '13

I had a discussion with a multi-billion dollar logistics giant which transports heavy goods across the world, about their tentative Mobile enablement steps. The discussion made me realize that we have had a similar conversation with customers several times. In this month alone, we have had a similar conversation with a medium sized retailer, a medium sized entertainment industry staffing provider, a large hotel industry leader and a large insurance company.

The conversations bring the following typical thoughts to the surface time and again:

  1. We want to go mobile but not sure where to start.
  2. We have done mobile solutions, but each business unit has done it the way they thought it was right.
  3. The consumer oriented business elements such as marketing have long used external vendors, but we think we need to consolidate.
  4. We need to wire up the back-end systems to the mobile world. We need to secure the data that would go on these mobile devices. What are the choices that we have?
  5. Ours is a global organization and we need to identify standards and best practices that will be consistent across the firm to ensure that our customers have a consistent experience.
  6. How do we control costs as well as maximize the value we derive through our mobile initiatives?

This might be true to many organizations. Our suggestion to this approach is to tell them that they have got the right way forward when these thoughts occur. One thing that stands out through these questions is that mobile is being seen through the prism of a strategy, than being a competitive necessity.

Our recommendation to these organizations is to focus on a centralized approach to mobile enablement within and outside the enterprise, bringing together varied interests such as consumer facing functions, partners, IT and infrastructure.

So what is a Mobile CoE and what are its constituents?
At a high level we define a Mobile CoE in the following manner:
“Mobile CoE will be the central fulcrum driving excellence in delivering mobile solutions and services through a centralized entity resulting in improved standardization, best practices adoption, higher quality of service, & enhanced cost optimization.”

A Mobile CoE helps an organization achieve some of these goals:

  1. A standardized process-centric approach right from demand management, execution and maintenance
  2. Act as a lubricant, thus reducing the friction across different divisions within an enterprise, bringing alignment, focus and enabling execution
  3. Align mobile solutions across the organization to the enterprise strategy and goals
  4. Leverage synergy between different mobility projects
  5. Provide an ideal environment for developing and servicing a niche skill like mobility
  6. Shared code, components, resources and partner alliances leading to increased reusability

As we define a Mobile CoE we should also look out for a caveat – the Mobile CoE should not become the bottleneck to the organizational mobile solutions progress. This would be self-defeating to the very purpose of a Mobile CoE. The executive sponsors of such a CoE should also help define its metrics and KPIs in such a way that they realize value but not be a bottleneck.

In the next few blogs, my colleagues and I at the Mobile Solutions Group in Mindtree will continue to share our expertise in enabling you to setup and execute a competent Mobile CoE strategy. Please feel free to share your thoughts.