© 2014 Gartner, Inc. and/or its affiliates. All rights ...c.ymcdn.com/.../resmgr/2015_TEC_Conference/mobile_strategy_Gartn… · © 2014 Gartner, Inc. and/or its affiliates. All

© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.

1,000Analysts

9,900 Distinct Client Organizations

215,000+Client

Interactions

Vertical Coverage

in Nine Industries

5,500Benchmarks

850 MediaInquiries

per month

World's Largest

Community of CIOs

70+Conferences

73% ofGlobal 500

3,200Consulting

Engagements

Clients in 85 Countries

70% ofFortune 1000

500Consultants

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David Willis

Building a Mobile Strategy



Digital First


NOT a Civic Moment

Image: http://aids2012.ucsf.edu/2012/07/27/waiting-in-line-at-the-dmv-get-an-hiv-test/


Digital Business + Digital Government

Digital Business

The creation of new business designs by blurring the boundaries between the digital and physical worlds due to the

convergence of people, business and things.

Implications for Government:

• How does the emerging digital industrial economy affect citizen expectations?

• Is digital business different frome-business (and e-government)?

• Do these trends affect all government domains equally?


New Service Models in Government Are Possible: How Will You Create Them?

Seamless Socialization

Empowered Citizens and

Employees

IT as a UtilityBig Data,

New Insights


Key Issues

1. What factors must government account for in formulating a mobile strategy?

2. What skills, technologies and processes will be required for organizations to deliver mobile digital government solutions to employees and constituents?


Mobile Was Once Just This.

BUT NOW It Is This … and This … and This …

and This! Devices Enable, But Are Ephemeral.

HID Global

Immersive Environments LLC

Golden-I

iRobot


Mobile Business Processes,Methods and Moments

BusinessProcess

Improve process efficiency/effectiveness with mobility

Extend and evolve processes using business moments

BusinessModel

Evolve processes into new business models using

business moments

Implement new business models relying on mobility

Extend and evolve models using business moments

Business moments suggest new models and processes

Business

Moment


360 View of Disaster Within 5 Minutes

Imagine Government Performancein the Digital Industrial Economy

New Job Prospects Within 30 Minutes

Remote Intervention Within 10 Minutes


Mobile Device + IoT = Compelling Innovation

User interface/remote control

Information/analysis

Analysis/computation

Ensemble orchestration

Discover "things" nearby

Social "things"

Web interface

Access tweets/posts from social "things"

Browse analytics and information

Access Web interfaces to "things"

Access cloud components of services

Provide user identity and proximity "Things" extend the smartphone experience

Business services, e.g., payment


From Proximity to ContextIdentify and Unlock Civic Moments

Contextual services

Proximityapps

Behavioralinsights

Smartspaces

Emotionalawareness

More usable apps

• Wi-Fi

• Bluetooth beacons

• Geomagnetic

• Image recognition

• Smart lighting

• Accelerometers

• New handset sensors


Privacy and Consent:The Challenges Will Increase

• The Snowden effect — reduced trust, especially for international cloud services

• Unethical app behavior — e.g. apps secretly sharing data with ad networks

• New technologies will expose highly personal data — e.g., location, health

• Data analysis and statistical correlation expose unexpected information, e.g.,

"anonymous" device fingerprints or traffic analysis

• Legislation will be complex and vary by country, e.g., "right to forget"

• Per-app privacy decisions will be a burden for users

"I happily share my

location and personal

preferences through my

applications"

N = 65632014 Gartner Survey, USA and Germany

0%

20%

40%

60%

18 to 24 25 to 34 35 to 44 45 to 54 55 to 64

Happy to share

Strongly object to sharing

Average


Key Issues

1. What factors must government account for in formulating a mobile strategy?

2. What skills, technologies and processes will be required for organizations to deliver mobile digital government solutions to employees and constituents?


The CIOs Mobile Challenges

Strategy and Agility

Mobile app development

and testing

New working practices and devices

Communication and

collaboration tools

Making mobile innovation safe

Skills and partners

Consumer-facing

mobility

Employee-facing mobile apps and processes


Digital Government Depends on Diverse and Newly Critical Executive IT Roles

Chief Digital Officer:

• Community oriented

• Citizen engagement focus

• Increases the value of government information for the public and industry

Chief Technology Officer:

• Technology and sourcing oriented

• Customer support and vendor engagement focus

• Delivers the best value for IT servicesto government agencies

Chief Information Officer:

• Business oriented

• Employee engagement and innovation focus

• Increases the value of government information across the enterprise

Chief Digital Officer

Chief Technology

Officer

Chief Information

Officer

Chief Information Security Officer

ICT Policy and

Standards


Where Do I Start?


Too Many Opportunities: Where to Start?

18

e.g. In Education:

Student Services? Faculty Services? Administrative?

• Tours

• Admissions & Applications

• Financial Aid

• Curriculum & Advisory

• Campus Navigation

• Parking

• Housing

• Safety

• Dining

• Job Placement

• Counseling & Advisement

• Social Life

• Family Services

• Classroom Augmentation

• Student Development

• ????

Start with a Center of Excellence; Move to a Constituency-Driven Model


Organizing for Mobile Success

19

Steering Group

IT + Business

Centre

of

excellence

EA

activities

Customer

experience

team

B2C projects and

initiatives

E.g. marketing, m-

commerce, ........

B2E projects and

initiatives

E.g. BYO, SFA,

.........

Sourcing &

procurement

High Level Governance and

Policy

Common technologies &

standards

Discovering

opportunities is as

important as

delivering apps

Cross-functional

teams

Agility is key

Security,

compliance,

privacy

B2E strategy B2C strategy

Lifespan 12 - 24

months

Lifespan 6 - 12

months

Ideation Ideation


Agility Beats StrategyMobility Demands Bimodal IT

Ideate

Prioritize

Implement

Review

Minimum risk

Sequential methods

Established vendors

Strong governance

Technology teams

Project focus

Managed risk

Agile methods

Innovative partners

Lightweight governance

Multidisciplinary teams

Product focus

Scope

Su

pp

ly

Dem

an

d

Go

vern

an

ce

Ris

k M

gm

t.

Traditional Mode

Nonlinear Mode


Demand for Mobile Apps is Surging

21

App complexity and required developer skills

No.o

fA

pps

Rapid Mobile AD tools

Mobile App Dev PlatformsDev Your Own App

tools

Personal apps Lightweight apps Sophisticated apps


Strategic Road Map Analysis: Higher Ed

Source: “Higher Education 'Business Model' Scenarios and Corresponding Strategic Technology Map”


Define an Integration Strategy

Mobile Apps

Interaction layerChannel-optimized user experiences

Composition layerChannel-independent services, API governance

Back-end servicesEnterprise systems

3rd

party

apps

High volatility

Low volatility

mBaaS

External

services,

e.g. social, notification


The Three Ages of Mobile Security

Device-based App/document-based Risk-based

"Protect the device""Make innovation safe on untrusted devices"

Intrinsically secure devices

MDM

Device lock and wipe

Containerization

EFSS

VPN

Audits, black and whitelists

Self-defending apps

DRM

Contextual security

Fine-grained security

Identity & biometrics


Who is Doing It Well?

25

TWRA on the Go

Hunting/Fishing Licenses in 5 Minutes

MTA Developer Resources

Open APIs + Real-time Feeds, Citizen Development

Mobile Tax Collection

Service requests (Citizen Developed)

StreetBump

Invisible incident collection

MobilePA Challenge

Student Development


CIOs Are Positioned to Lead the Digital Transformation of Government

Building on Cloud, Mobile,

Social, Information

ExperienceWith

Enterprise Processes

ExperienceWith

Enterprise Information

Knowledge of Policy and Regulation

Civic Moment


Action Plan for CIOsNow:

- Sponsor ideation exercises; the mobile future will be stranger than your current strategy imagines.

Next 90 Days:

- Assess mobile capabilities, esp. talent and sourcing.

- Treat mobile development, security and management decisions as tactical and subject to revision in an 18- to 24-month time frame.

- Adopt or extend bimodal development principles.

Next 12 Months:

- Take advantage of public demand for online service.

- Stop managing devices! manage data and apps.

- Develop allies for a digital government vision; Give cross-boundary work its due – escape operational firefighting.

- Architect data and applications for a mobile world


Recommended Gartner Research

� Government Context: 'Six Best Practices to Deliver Powerful Mobile Consumer-Facing Applications’ (G00269330)

� Visual Strategic Planning Using the Gartner Higher Education 'Business Model' Scenarios and Corresponding Strategic Technology Maps (G00262818 )

� How Local Government CIOs Can Improve Mobile App Strategies (G00274721)

� Top 10 Mobile Technologies and Capabilities for 2015 and 2016(G00260239)

� Market Guide for Rapid Mobile App Development Tools(G00269380)


1,000Analysts

9,900 Distinct Client Organizations

215,000+Client

Interactions

Vertical Coverage

in Nine Industries

5,500Benchmarks

850 MediaInquiries

per month

World's Largest

Community of CIOs

70+Conferences

73% ofGlobal 500

3,200Consulting

Engagements

Clients in 85 Countries

70% ofFortune 1000

500Consultants

Documents

© 2014 Gartner, Inc. and/or its affiliates. All rights ...c.ymcdn.com/.../resmgr/2015_TEC_Conference/mobile_strategy_Gartn… · © 2014 Gartner, Inc. and/or its affiliates. All