ILLUMINATION Book Chapters
Digital Intelligence — Chapter 15
Dealing With Demands Of Mobility In Digital Ventures
Chapter 1, Chapter 2, Chapter 3, Chapter 4, Chapter 5, Chapter 6a, Chapter 6b, Chapter 7a, Chapter 7b, Chapter 8, Chapter 9, Chapter 10, Chapter 11, Chapter 12, Chapter 13, Chapter 14, Chapter 15, Chapter 16, Chapter 17, Chapter 18, Chapter 19, Chapter 20, Chapter 21
Digital ventures revolve around mobility.
The mobility concept relates to Ventures’ process, tools, technology, and people.
Digital ventures use mobile technology and tools on a massive scale. Mobility is essential for people in the enterprise. The need and demand for mobile devices are rapidly increasing.
Mobility tools and processes face considerable challenges to be able to meet the demands of growing consumers. Mobile technology and tools are proliferating. Mobile devices such as phones, laptops, tablets, and wireless networks are part of all digital ventures. They establish the foundational infrastructure for mobility.
Dealing with proliferating mobile devices, technology stacks, and processes requires end-to-end lifecycle management, particularly in modernizing and transforming ventures.
Managing mobile devices is non-trivial. The life cycle for mobile devices is expected to be shorter than traditional computing and telecommunication devices because consumers rapidly want to change them.
Quality and quantity are essential concerns for dealing with mobility demands. However, managing quantity gets harder.
There used to be office phones, and people used to share them in the past. Nevertheless, in this day and age, workers possess multiple mobile phones and devices. Considering each employee and consumer have numerous mobile devices, ventures need to find effective ways to deal with the business requirements of mobility.
Employees and users in digital ventures need to change their devices frequently. Not many people use a mobile device for more than a year. They get outdated very quickly. These frequent changes require consideration of software updates for the operating systems and applications of these devices.
Technology leaders in digital ventures need to create dynamic and flexible governance to address the concerns related to these devices’ use and lifecycle management.
Security always tops the list in mobility architecture, design, implementation, and support activities. The security implications of mobile devices pose enormous risks and challenges for ventures.
These proliferating devices create significant security vulnerabilities for ventures and their clients. Software updates must be constant and very frequent. Frequent software updates and security patching can make an enormous workload for the support departments of ventures.
The frenetic use of these mobile devices increases information consumption in business organizations dramatically. Security and privacy control of the data can be daunting. These security and privacy implications can cross the data and application domains. Thus, a collaborative effort among multiple departments responsible for security, data, and applications is crucial. Digital technology leaders must coordinate this essential collaboration across the ventures’ technical, design, architectural, and business functions.
The critical challenges caused by mobile devices are accurate and evident in many digital ventures. Therefore, modernizing and transforming initiatives must factor these challenges into their solutions and find practical, innovative, and timely ways to address them.
Mobile business intelligence (BI) is an essential business requirement for ventures to stay competitive in the market, expose new markets, and create new revenue streams.
Mobile BI includes real-time and historical information for analyzing on mobile devices such as phones, tablets, and laptops. The central purpose of Mobile BI is to postulate insights based on past and current information in the business decision-making process.
The use of mobile BI is critical for the overall support of mobile devices in the venture ecosystem. This specific business intelligence, depicting a broad perspective on the business data, sales figures, consumption figures, and performance statistics, can be valuable for getting the best out of mobile initiatives in digital ventures.
Leveraging the data analytics on mobile business initiatives in ventures can be beneficial to developing new business models, improving the current business models, and modernizing the legacy business models.
Digital product and service providers extensively use mobile BI. Some established and popular mobile BI environments can be publicly accessible services. For example, Appstore by Apple, Google Play Store, and Samsung Galaxy Store are commonly used for mobile BI activities.
Digital ventures can model these reputable and well-functioning services to create and improve their current mobile BI strategy, service models, and service offerings to their clients.
Mobile devices, technology stacks, and processes require unified endpoint management (UEM) practice. UEM includes applicable software tools, operating systems, and devices providing centralized management interfaces for consumers.
This centralization approach is necessary to improve and enhance the security capabilities and allow collaborative content sharing for the consumers and business stakeholders. Unified endpoint management must be integrated into venture modernization and transformation program structures.
Mobility is an unavoidable part of our lives. We need mobility at home, in communities, and in the workplaces. Mobility has created a bridge between homes and workplaces.
This bridge allows employers to access employees easily. There are legal and ethical implications related to the privacy of employees. Some employees are adversely impacted and feel vulnerable in their homes. Anytime a phone call can disrupt the flow of their lives.
On the other hand, business leaders claim that we cannot do business without using mobile devices anywhere and anytime for rapid response to work requirements and consumer demands.
Mobility has become an essential part of every business and a core requirement of digital ventures. Mobility touches every aspect of digital ventures. These ventures cannot create a digital workplace and workforce without proper mobility architecture, design, and deployment.
These ventures cannot create a business value proposition without making mobility a priority in their vision, mission, and strategy.
Due to these compelling business reasons, digital venture leaders need to approach mobility from strategic, architectural, design, and tactical perspectives to properly integrate mobility requirements into the business culture and venture ecosystem.
Thank you for reading my perspectives.
Other chapters
Chapter 1, Chapter 2, Chapter 3, Chapter 4, Chapter 5, Chapter 6a, Chapter 6b, Chapter 7a, Chapter 7b, Chapter 8, Chapter 9, Chapter 10, Chapter 11, Chapter 12, Chapter 13, Chapter 14, Chapter 15, Chapter 16, Chapter 17, Chapter 18, Chapter 19, Chapter 20, Chapter 21
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