Posted by:Shyam Deval September 25th, 2014

In my last blog on Mobility Strategy (read it here), I provided an overview of 7 crucial elements that factor into the making of a successful Enterprise Mobile Strategy. Each of these elements are crucial in determining the success of your companies Mobile Strategy but none is more important than the focus on the business drivers that provide a tangible compelling reason to leverage mobility in various functions of the business.

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Many companies embark on the mobility journey because it’s an ‘in’ thing to do or may be because one of the ‘C’ level executives heard about importance of it on one of the golf sojourns and made it a mandate. Unfortunately in our experience most of these initiatives tend to burn and crash – taking along with it not only scare resources but also something even more critical – valuable time and competitive advantage. So how can a company avoid these disasters?

As Dirk Nicol of IBM points out in a very succinct way, before you can define a successful mobile strategy, you need to define the business goals for your mobility initiatives. Not only these goals should align with the overall strategic direction of your company but very importantly they must be based on clear value proposition for your customers and your organization. These goals help everyone in the organization not only understand the value of the mobile strategy but also make it feasible to measure the value provided by it. Suddenly the mobility projects get definitive goals to track against and thus bringing a much needed discipline to the execution of them. This also allows the leadership team to better articulate the need for the mobility strategy and various initiatives on the roadmap.

So how do you go about defining the value goals? Dirk lays out 3 broad scenarios to define them. B2C (business to consumer) scenario defines how the business provides value to the consumer, B2E (business to employee) defines value to the employee and B2B (business to business) defines value in interaction to your suppliers and partners. Increase customer retention, improve customer service times, provide new value-add services to customers are some examples of B2C scenario. Improved employee productivity, reduced departmental friction, optimized purchasing process are indicative examples of B2E and B2B scenarios.

Well, there is no template or a generic list from which to choose these goals – they are going to be unique for each business depending on the domain, size, geographic and product diversity, customer diversity as some of the factors influencing them. Don’t try to short-cut the goad-setting process and involve as broad a representation as possible in setting the goals. And try not be conservative and avoid risks – this is the time to go bold and dream big.

I highly recommend Dirk’s book (Mobile Strategy) as ‘must-read’ if you are embarking on your Mobility journey. As practitioners of this discipline here at BTC, we have found it an invaluable asset.

Have you successfully defined and launched a Mobile Strategy? Or have you failed due to lack of specific value-based business goals making the entire initiative directionless? I want to hear your stories.

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