Mobile Business Processes V4
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- Words: 1,735
- Pages: 7
Anytime. Anywhere.
Mobile solutions and business processes.
Page 1 of 7
Anytime. Anywhere.
Introduction Mobile technologies are reemerging. Surveys of chief information officers (CIOs) show that creating a mobile organization is one of their top business priorities. They see the mobile enterprise as an organization in which critical business information is available and ready to be acted on anywhere, anytime. Successful companies are integrating mobile technologies into their enterprise systems, measuring and streamlining business processes, and enhancing communication and collaboration through the value chain. The ROI of mobile solutions often lies in streamlined processes that fully leverage the new technology. Especially in larger organizations with complex business processes, a systematic procedure is required if a verifiable economic benefit is to be created by the use of mobile technologies. This will leads us to believe that the new wireless or mobile trend will push for rethinking and reengineering existing business processes.
Mobile Roadmap Similar as in the area of “ classical”
electronic commerce, companies start to identify – after some initial
failed attempts – the big potential of mobile technologies during business transactions. When analyzing the effects of mobile technologies on the complete value chain of a company, there are several similarities with the evolution of e-commerce (Khodawandi, Pousttchi, 2003). Both technologies were initially focused on the Business-To-Customer area and evolved to the overall supply chain. A successful execution of both strategies requires that they be combined with a thorough change in the affected enterprise: a so-called Business Process Reengineering. In the mentioned context mobile technologies for selected business process have a similar high potential as the more classic web-based technologies.
Impr oved Reactiontime
M-Business E-Business Business Process Re-engineering ERP Histor ical Ev olut ion
01/02/2006
Page 2 of 7
Anytime. Anywhere.
Mobile Value The rapidly changing technology and the dynamic nature of the telecommunication market complicate the development of mobile enterprise applications. Some have concluded that “ this uncertainty surrounding mobile computing can be offputting for many senior executives who prefer to make technology decisions in a more stable environment and who would like to see a clear business case for their investment”
(Smith,
Kulatilaka et al. 2002). As is the case with most emerging technologies, the direct costs associated with mobile enterprise applications are quickly recognized, but the benefits are much less clear. However, a properly designed mobile strategy boosts productivity, improves accuracy and speeds response time. The core benefit of a mobile solution is the possibility to fully incorporate the mobile workplace within intra and inter-company business transactions. With the mobile workplace several heterogeneous activities that cannot be sufficiently supported through stationary IT solutions. Following diagram identifies out the main cost factors and benefits associated with mobile technologies.
TT angible angible Benef Benefititss
•• Impr Improv oved ed Ef Effficiency iciency •• Fast Faster er pr process ocess TT ime ime •• H it yy Higher igher Pr Process ocess Qual Qualit •• Impr Improv oved ed Ser Servvice ice LLev evel el
Int Intangible angible Benef Benefititss
•• Impr Improv oved ed Cust Customer omer Sat Satisf isfact action ion •• Impr Improv oved ed Br Brand and V Value alue •• Compet Competititiv ivee A Adv dvant antage age
OneOne- ttime ime Cost Costss
•• M e Dev Mobil obile Devices ices •• Ser Servver erss •• Sof Softtw war aree •• Dev Develop elop & & Implement Implement •• Int Integr egrat ation ion
Running Running Cost Costss
•• Communicat Communication ion Cost Costss •• Suppor Supportt •• M Maint aintenance enance
Benef Benefititss
M Mobile obile Business Business A Applicat pplications ions
Cost Costss
Source: Detecon (2004)
01/02/2006
Page 3 of 7
Anytime. Anywhere.
Defining Mobile Strategy A true mobile enterprise strategy is a vision in which the right information is provided to the right person, at the right time from anywhere. It is a grand vision, for sure, but one that is evolutionary in its development. There’ s no need to buy everyone in the company a cellular phone or personal digital assistant (PDA) to become “ mobile.” In fact, the only requirement for taking the first step toward a mobile enterprise strategy is to see the value of making an organizational commitment to that end. The specific tools you’ ll use to build, implement and grow your strategy will become clear as you move through the process. Bringing that vision into focus requires a thorough analysis of your business goals and how they align with your current information technology infrastructure.
Source: Detecon (2004)
Deployment Deployment of Mobile Strategy Once the mobile strategy has been defined, execution begins by selecting the right set of applications and infrastructure. Today’ s marketplace has many mobile applications and just as many types of devices on a variety of technologies (Kalakota, 2004). To gain that “ edge“
it is wise to standardize on applications and
technology in order to reap the most benefits from mobile solutions. As in any other change project, it is a good business practice to start small and expand the reach of your project as you go. A discovery phase is an important first step on the mobile journey. It establishes the mindset and the baseline for designing, developing and deploying a mobile enterprise solution that fits your company’ s unique needs and goals, and allows you to manage the inevitable changes and improvements in technology without reinventing the wheel. 01/02/2006
Page 4 of 7
Anytime. Anywhere.
Successful projects started their mobile journey with identifying one appropriate business process and mobilizing it. Asking yourself following questions can help you in identifying the right business processes for your company and business:
What processes require my employees to be “ in the field” ?
How would my process be changed in case I would be able to interact from anywhere at anytime?
Where do I realize an improvement of cycle time by enabling mobile applications?
What is the value of accessing and capturing field data in real-time or near real-time?
Where can I optimize the use of information sources more efficiently by using a mobile solution?
What information needs to be available in what form in a mobile environment to enable faster decision-making?
Mobile Business Process Reengineering The orientation towards business processes and their optimization has been an important issue for some years. Particular potential benefits lie in the seamless, company comprehensive integration of all partners participating in the business process, especially when this process is distributed. Davenport (1992) prescribes a five-step approach to the Business Process Reengineering model:
Develop Develop business business vision vision and and pr process ocess objectives objectives
Identify Identify the the business business pr processes ocesses to to be be rredesigned edesigned
Under Understand stand and and measur measuree the the ex existing isting pr processes ocesses
Identify Identify IT IT lever leverss
Design Design and and build build prototype pr ototype of of new new Pr Process ocess
It is now clear that mobile technologies enable companies to create a continuous value chain in which mobile employees are fully integrated. The goal should be to design a high quality process that fully leverages the 01/02/2006
Page 5 of 7
Anytime. Anywhere.
functionality of mobile technologies and generates benefits in the form of cost, time or quality. The connection between the use of mobile technologies and significant business process restructuring works in both ways. One the one side a company will only achieve an efficient use of mobile technologies by rearranging the business processes. However the reverse can also be said: a business process modification needs to be enabled by the appropriate mobile technology.
Conclusion Every business is a network of processes. Transforming these processes from static location controlled models using the latest mobile technology is the long-term trend. Mobile computing solutions must be carefully planned and executed as part of an overall business strategy. Companies need to understand the specifics of mobile applications to fully leverage their benefits because mobile business processes poses new requirements and challenges to the traditional Business Process Reengineering. It is hereby not sufficient to equip existing processes with mobile technologies. Only by designing new business processes, a company will realize the full benefits of its mobile infrastructure and generate a ROI an acceptable timeframe. Hereby it is possible to generate significant improvements on multiple corners of the “ magic triangular” formed by Costs, Time and Quality.
About Jeroen Merchiers is CEO of Mobindus Solution and Global Project Manager of Business and Decision. He can be reached on [email protected] . Mobindus is a young, dynamic and highly flexible company with a base in Spain. The company was created to take full advantage of mobile technologies and offer Mobindus customers with the benefits of wireless connectivity. Secure solutions for your mobile workforce enable your company to react immediately to your customer requirements. Mobindus is a partner of Microsoft and HP. More information is available on: http://www.mobindus.com . Business & Decision is a leading international consulting and data management company specializing in Business Intelligence, Customer Relationship Management and E-Business. Business & Decision was founded in 1992 and publicly listed on the Euronext Paris. The company employs over 1,700 employees in Europe and North America, and has strategic partnerships with all of the key technology vendors. More information is available on: http://www.businessdecision.com .
01/02/2006
Page 6 of 7
Anytime. Anywhere.
References Davenport, T. (1993). “ Process innovation; re-engineering work through information technology” Cambridge, MA, Harvard Business School Press. Detecon (2004). “ Application strategy for the mobile future” . Extended Systems (2003). “ Taking the enterprise mobile. Plotting solutions on the mobile enterprise continuum” . Extended Systems (2004). “ Mobile Solutions. Taking business applications mobile” . Kalakota R. Dr. (2004). “ Mobile enterprise applications: Deploying second-generation solutions” Khodawandi D., Pousttchi K. et al. (2003). “ Mobile Technologie brauch neue Geschäftsprozesse” Universität Augsburg, Lehrstuhl für Wirdschaftinformatik und Systems Engineering. Köhler A., Gruhn (2004). „ Effects of Mobile Business Processes on the Software Process“ University of Leipzig, Chair of Applied Telematics/e-Business Tarasewich, Nickerson et al. (2002). “ Issues in mobile e-commerce” Communications of the AIS 8: 41-64 Smith, Kalatilaka et al. (2002). “ Riding the wave: extracting value from mobile technology” Communications of the AIS 8: 32 Van der Heijden H., Valiente P. (2002). “ Mobile business processes: cases from Sweden and the Netherlands” . SSE/EFI Working Paper Series in Business Administration No 2002; 14
01/02/2006
Page 7 of 7
Mobile solutions and business processes.
Page 1 of 7
Anytime. Anywhere.
Introduction Mobile technologies are reemerging. Surveys of chief information officers (CIOs) show that creating a mobile organization is one of their top business priorities. They see the mobile enterprise as an organization in which critical business information is available and ready to be acted on anywhere, anytime. Successful companies are integrating mobile technologies into their enterprise systems, measuring and streamlining business processes, and enhancing communication and collaboration through the value chain. The ROI of mobile solutions often lies in streamlined processes that fully leverage the new technology. Especially in larger organizations with complex business processes, a systematic procedure is required if a verifiable economic benefit is to be created by the use of mobile technologies. This will leads us to believe that the new wireless or mobile trend will push for rethinking and reengineering existing business processes.
Mobile Roadmap Similar as in the area of “ classical”
electronic commerce, companies start to identify – after some initial
failed attempts – the big potential of mobile technologies during business transactions. When analyzing the effects of mobile technologies on the complete value chain of a company, there are several similarities with the evolution of e-commerce (Khodawandi, Pousttchi, 2003). Both technologies were initially focused on the Business-To-Customer area and evolved to the overall supply chain. A successful execution of both strategies requires that they be combined with a thorough change in the affected enterprise: a so-called Business Process Reengineering. In the mentioned context mobile technologies for selected business process have a similar high potential as the more classic web-based technologies.
Impr oved Reactiontime
M-Business E-Business Business Process Re-engineering ERP Histor ical Ev olut ion
01/02/2006
Page 2 of 7
Anytime. Anywhere.
Mobile Value The rapidly changing technology and the dynamic nature of the telecommunication market complicate the development of mobile enterprise applications. Some have concluded that “ this uncertainty surrounding mobile computing can be offputting for many senior executives who prefer to make technology decisions in a more stable environment and who would like to see a clear business case for their investment”
(Smith,
Kulatilaka et al. 2002). As is the case with most emerging technologies, the direct costs associated with mobile enterprise applications are quickly recognized, but the benefits are much less clear. However, a properly designed mobile strategy boosts productivity, improves accuracy and speeds response time. The core benefit of a mobile solution is the possibility to fully incorporate the mobile workplace within intra and inter-company business transactions. With the mobile workplace several heterogeneous activities that cannot be sufficiently supported through stationary IT solutions. Following diagram identifies out the main cost factors and benefits associated with mobile technologies.
TT angible angible Benef Benefititss
•• Impr Improv oved ed Ef Effficiency iciency •• Fast Faster er pr process ocess TT ime ime •• H it yy Higher igher Pr Process ocess Qual Qualit •• Impr Improv oved ed Ser Servvice ice LLev evel el
Int Intangible angible Benef Benefititss
•• Impr Improv oved ed Cust Customer omer Sat Satisf isfact action ion •• Impr Improv oved ed Br Brand and V Value alue •• Compet Competititiv ivee A Adv dvant antage age
OneOne- ttime ime Cost Costss
•• M e Dev Mobil obile Devices ices •• Ser Servver erss •• Sof Softtw war aree •• Dev Develop elop & & Implement Implement •• Int Integr egrat ation ion
Running Running Cost Costss
•• Communicat Communication ion Cost Costss •• Suppor Supportt •• M Maint aintenance enance
Benef Benefititss
M Mobile obile Business Business A Applicat pplications ions
Cost Costss
Source: Detecon (2004)
01/02/2006
Page 3 of 7
Anytime. Anywhere.
Defining Mobile Strategy A true mobile enterprise strategy is a vision in which the right information is provided to the right person, at the right time from anywhere. It is a grand vision, for sure, but one that is evolutionary in its development. There’ s no need to buy everyone in the company a cellular phone or personal digital assistant (PDA) to become “ mobile.” In fact, the only requirement for taking the first step toward a mobile enterprise strategy is to see the value of making an organizational commitment to that end. The specific tools you’ ll use to build, implement and grow your strategy will become clear as you move through the process. Bringing that vision into focus requires a thorough analysis of your business goals and how they align with your current information technology infrastructure.
Source: Detecon (2004)
Deployment Deployment of Mobile Strategy Once the mobile strategy has been defined, execution begins by selecting the right set of applications and infrastructure. Today’ s marketplace has many mobile applications and just as many types of devices on a variety of technologies (Kalakota, 2004). To gain that “ edge“
it is wise to standardize on applications and
technology in order to reap the most benefits from mobile solutions. As in any other change project, it is a good business practice to start small and expand the reach of your project as you go. A discovery phase is an important first step on the mobile journey. It establishes the mindset and the baseline for designing, developing and deploying a mobile enterprise solution that fits your company’ s unique needs and goals, and allows you to manage the inevitable changes and improvements in technology without reinventing the wheel. 01/02/2006
Page 4 of 7
Anytime. Anywhere.
Successful projects started their mobile journey with identifying one appropriate business process and mobilizing it. Asking yourself following questions can help you in identifying the right business processes for your company and business:
What processes require my employees to be “ in the field” ?
How would my process be changed in case I would be able to interact from anywhere at anytime?
Where do I realize an improvement of cycle time by enabling mobile applications?
What is the value of accessing and capturing field data in real-time or near real-time?
Where can I optimize the use of information sources more efficiently by using a mobile solution?
What information needs to be available in what form in a mobile environment to enable faster decision-making?
Mobile Business Process Reengineering The orientation towards business processes and their optimization has been an important issue for some years. Particular potential benefits lie in the seamless, company comprehensive integration of all partners participating in the business process, especially when this process is distributed. Davenport (1992) prescribes a five-step approach to the Business Process Reengineering model:
Develop Develop business business vision vision and and pr process ocess objectives objectives
Identify Identify the the business business pr processes ocesses to to be be rredesigned edesigned
Under Understand stand and and measur measuree the the ex existing isting pr processes ocesses
Identify Identify IT IT lever leverss
Design Design and and build build prototype pr ototype of of new new Pr Process ocess
It is now clear that mobile technologies enable companies to create a continuous value chain in which mobile employees are fully integrated. The goal should be to design a high quality process that fully leverages the 01/02/2006
Page 5 of 7
Anytime. Anywhere.
functionality of mobile technologies and generates benefits in the form of cost, time or quality. The connection between the use of mobile technologies and significant business process restructuring works in both ways. One the one side a company will only achieve an efficient use of mobile technologies by rearranging the business processes. However the reverse can also be said: a business process modification needs to be enabled by the appropriate mobile technology.
Conclusion Every business is a network of processes. Transforming these processes from static location controlled models using the latest mobile technology is the long-term trend. Mobile computing solutions must be carefully planned and executed as part of an overall business strategy. Companies need to understand the specifics of mobile applications to fully leverage their benefits because mobile business processes poses new requirements and challenges to the traditional Business Process Reengineering. It is hereby not sufficient to equip existing processes with mobile technologies. Only by designing new business processes, a company will realize the full benefits of its mobile infrastructure and generate a ROI an acceptable timeframe. Hereby it is possible to generate significant improvements on multiple corners of the “ magic triangular” formed by Costs, Time and Quality.
About Jeroen Merchiers is CEO of Mobindus Solution and Global Project Manager of Business and Decision. He can be reached on [email protected] . Mobindus is a young, dynamic and highly flexible company with a base in Spain. The company was created to take full advantage of mobile technologies and offer Mobindus customers with the benefits of wireless connectivity. Secure solutions for your mobile workforce enable your company to react immediately to your customer requirements. Mobindus is a partner of Microsoft and HP. More information is available on: http://www.mobindus.com . Business & Decision is a leading international consulting and data management company specializing in Business Intelligence, Customer Relationship Management and E-Business. Business & Decision was founded in 1992 and publicly listed on the Euronext Paris. The company employs over 1,700 employees in Europe and North America, and has strategic partnerships with all of the key technology vendors. More information is available on: http://www.businessdecision.com .
01/02/2006
Page 6 of 7
Anytime. Anywhere.
References Davenport, T. (1993). “ Process innovation; re-engineering work through information technology” Cambridge, MA, Harvard Business School Press. Detecon (2004). “ Application strategy for the mobile future” . Extended Systems (2003). “ Taking the enterprise mobile. Plotting solutions on the mobile enterprise continuum” . Extended Systems (2004). “ Mobile Solutions. Taking business applications mobile” . Kalakota R. Dr. (2004). “ Mobile enterprise applications: Deploying second-generation solutions” Khodawandi D., Pousttchi K. et al. (2003). “ Mobile Technologie brauch neue Geschäftsprozesse” Universität Augsburg, Lehrstuhl für Wirdschaftinformatik und Systems Engineering. Köhler A., Gruhn (2004). „ Effects of Mobile Business Processes on the Software Process“ University of Leipzig, Chair of Applied Telematics/e-Business Tarasewich, Nickerson et al. (2002). “ Issues in mobile e-commerce” Communications of the AIS 8: 41-64 Smith, Kalatilaka et al. (2002). “ Riding the wave: extracting value from mobile technology” Communications of the AIS 8: 32 Van der Heijden H., Valiente P. (2002). “ Mobile business processes: cases from Sweden and the Netherlands” . SSE/EFI Working Paper Series in Business Administration No 2002; 14
01/02/2006
Page 7 of 7
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