Further to my last blog post on ‘Transition to Enterprise Mobility – a behavioural change’, I wanted to shift gears and focus on how a mobilised enterprise benefits the individual.
At an individual level, mobility is about making the end-user as productive and as empowered as possible. As stated previously, when discussing mobility many people focus on the device, where in fact the benefits come from being able to access your applications, data and resources to enable you to do what you need to do, whenever and wherever.
• Email – not just access email but be able read, amend and forward attachments.
• Calendar – ‘1-click’ access to conference calls, create invitations and add attachments to meeting invitations on the move.
• Document/Content Management – securely access and enable access to all content you need for your job.
• Intranet Web Browsing – access the intranet and any application within your network, anytime, anywhere.
Fujitsu contends that to have a successful mobility program, end-users must feel enabled and empowered rather than restricted and controlled. Enabling users with near “desktop-like” capabilities will help them be more productive and help your mobility program succeed.
Powered by Citrix XenMobile, Fujitsu’s enterprise mobility solutions can provide your enterprise the right solution that will enable your individual workers to maximise their productivity.
For more information on Fujitsu Mobility go to: http://www.fujitsu.com/global/services/infrastructure/end-user-services/mobilize-workforce/
The focus of mobility and implementing an enterprise mobility solution tends to be on the technology itself. New devices, new apps, and ubiquitous secure access are all delivered through technology. However, the introduction of these technologies will fall well short of business expectations of improved productivity, collaboration and morale, without a parallel program of behavioural education and change management.
Fujitsu recognises that the delivery of IT capability must be fully integrated with a programme of business transformation if the target benefits and value are to be achieved. We work with clients to drive the change and can provide skills and advice to complement client’s own capabilities.
Our Transformation Framework
We think that the outcomes you should expect from a successful transformation are:
• New ways of working have become “business as usual”.
• Enhanced technology platform is an enabler of future business capabilities.
• Your organisation recognises that the target benefits have been realised and that the contribution to your strategy and your future operating model have been achieved.
• Your organisation now embraces change and further improvements are being actively sought.
We have strong underpinning capabilities in process improvement such as lean transformation, business change, organisation design and benefits realisation, as well as technology and applications. This is combined with deep functional expertise in HR, IT, procurement, customer experience and, finance and accounting.
For more information on Fujitsu Mobility go to: http://www.fujitsu.com/global/services/infrastructure/end-user-services/mobilize-workforce/
In the age of mobility, businesses utilizing the Cloud can expect to become more agile, reducing the costs of provision and support of IT infrastructure, increasing productivity and fostering better collaboration – both in and out of the office.
While mobile innovation in the consumer sector is leading the way, enterprise IT is lagging behind, with each part of the business often driving specific solutions to meet their particular needs. However, organizations are now starting to recognize that an enterprise-wide approach to mobility is required if they are to maximize their return on investment.
In order to benefit from the mobile revolution, businesses need to evaluate the risks, wants and needs of their employees, whilst striking a balance between individual convenience and corporate control, addressing issues such as: collaboration, enterprise applications, automation, consumerization, and connectivity.
The announcement today by Citrix of the release of the Citrix Workspace Suite should give comfort to Enterprises contemplating a holistic, secure and integrated mobility solution. http://www.citrix.com/news/announcements/may-2014/workspace-suite-announcement.html
To quote Citrix “…this solution unites all content (apps, desktops, data, and services) for secure delivery to people in the way that best suits their working style.”
This is what a mobility solution is about – enabling individuals to be as productive as they can be by allowing them to work whenever, wherever, and on whatever device they need.
Powered by Citrix Workspace Suite, Fujitsu’s Mobility solutions delivers the right solution for the Enterprise. See here for more details on Fujitsu’s end user services and mobility solutions: http://www.fujitsu.com/global/services/infrastructure/end-user/
It was a pleasure to present on World CSR day in Mumbai India on the 18th February 2014 and share my last 6+ years’ experience in integrating sustainability with business strategy at Fujitsu.
I discussed what it means to be a sustainable business is changing as our understanding of the topic expands. At a basic level, a sustainable organization provides environmentally responsible products or services, follows environmentally responsible business processes, and considers the long-term implications of its operations and reports openly on its environmental performance.
I explained how there a many benefits arising from sustainability and for these to be attained a business must treat sustainability as an issue with a direct impact on business results, and integrate its environmental efforts with its overall business strategy. This approach helps the company mitigate risks to its reputation and bottom line in an era of constrained resources, stricter regulations, and growing consumer demand for sustainable products and services. It can also help the company motivate and retain employees and identify and act on business opportunities that hold the highest value potential.
I shared my personal experience from the start of my career in Fujitsu Australia through to my current role in International Business.
Throughout the presentation I shared the pain points and the lessons learnt including:
- Build a multidisciplinary team and establish a Sustainability Board – critical from governance and leadership standpoint
- Develop a comprehensive business plan for sustainability that includes financial and non-financial performance metrics.
- Link your sustainability strategy with business success rather than treating it as a side initiative. For example, Fujitsu can now measure how its greenhouse gas emissions savings directly affect its revenue.
- Understand your company’s growth strategy and align your sustainability efforts with that.
- Change the way you talk about sustainability. To resonate with each area of the organisation, you must speak the language of business rather than sustainability.
- Engage staff at all levels and encourage employees to take ownership of targets and results.
- Keep an eye on the horizon by monitoring environmental NGO activity. This generally provides a good indication of future regulations and market pressures.
A copy of the presentation can be found here.
On the 30th August 2013 Catch will close the doors on its cloud based note taking service. On a personal level, I’m a little saddened by this; they had a really nice product and it’s always a shame when innovative start-ups don’t achieve their potential. But on a professional level it provides an interesting prompt for thinking about supplier risk in the cloud.
The highest profile closure of a cloud service this year has been Google Reader, which according to some estimates displaced as many as three million users; dozens of other services, small and large have also gone the way of the dodo this year. In the consumer market this, all too frequent, occurrence is often met with a great deal of public outrage from a loyal fan base, especially when a large company is involved. To some extent we can hardly be surprised by the closure of these consumer services, they are often ‘free’ to use and exist in a market highly given to the cult of new. However, the shuttering of a service so clearly aimed at the enterprise should serve as a salient reminder to CIOs on how supplier management in the cloud requires a different mind-set to the way we’ve worked before.
It’s worth remembering that in a traditional applications environment we could say with reasonable certainty when a product would go end-of-life (for Microsoft and Oracle products this is up to decade away) and with smaller suppliers we had standard measures (such as code escrow) to mitigate risk. In any case you could keep the existing system limping along in your data centre until you arranged an orderly migration.
In the cloud things are different: contracts have a higher tendency to be click-wrap, product release cycles are shorter, ‘upgrades’ aren’t optional and the much touted benefits of no-commitment and not owning infrastructure are a two-way street when it comes to supplier failure. This isn’t to say that cloud services aren’t enterprise ready, clearly they are and provide significant commercial and technical advantages, more that we need to examine supplier risk mitigation in a different way. This was covered in depth in our White Book of Cloud Security, but bears briefly repeating.
Firstly, we need to examine the likelihood and consequences of service loss; this will be dependent on the type of service and the service provider. Start-up service providers (who are often the most innovative and interesting) need particularly careful examination because failure or acquisition are both likely, and each presents a risk to continuity of service. It is also important to look behind the ISV to consider the downstream risk of their infrastructure or platform provider. In some cases the platform provider may prove to be a positive they are willing to stand behind their ISV ecosystem; definitely something to discuss with your service provider.
Poor exit and migration planning is one of the risks of the ‘shadow IT’ culture that can spring up when CIOs are not fully sighted on cloud purchasing decisions by business units, a situation compounded by the fact that it is these departmental point solutions that are most likely to be using small, new suppliers. Therefore, CIOs need to also ensure they’re engaging with other parts of the business to check they are applying the same process of identifying and managing supplier risk where cloud services are being deployed locally.
Now we’ve worked out the service risk, we need to consider our strategies for managing this impact. Perhaps the most important consideration is data ownership and data recovery. Here we need to understand the method and format for recovering the data as well as an up-to-date inventory of what is stored where. Related to this we need to have a migration strategy, potentially to interim storage before transition to a long term replacement service. Given the volumes of data involved, this is another timely reminder that you need to keep up-to-date backups of cloud data too.
It is preparing for cloud service migration that is most challenging for CIOs and IT departments to deal with. We’re used to planning for migration once, with lead times of a year or more. Catch gave their users 30-days. This means that we need to ensure a constant engagement with suppliers and maintain an active migration plan for critical cloud services. This level of flexibility is something new for many IT departments, but can come with other upsides. Planning for rapid migration should ensure a more consistent use of standards and militate against unnecessary customisation of services; the more standard and standards compliant your service the easier it is to migrate.
In summary, the closing of Catch should remind CTOs and IT department that managing the risk of supplier failure in the cloud is different to the enterprise software that we’ve been used to. In particular they should maintain active migration plans for key cloud services and ensure they design services in such a way to implement migrations in weeks rather than months.
More information about adoption and management of cloud services can be found in Fujitsu’s White Book Series.
Last week I gave a talk optimistically titled ‘Entering the New Technology Era’. I quite like this idea. Aside from suiting my generally positive outlook, it is a counter point to the constant fug of gloom on the economic front. But there was more to this title than finding ways to stay chipper. It is a subject that has generated academic attention.
Carlota Perez is an economist who studies the relationship of technology innovation and the business cycle. I have a hazy recollection as an economics student the concept of the long term economic cycle – the Kondratiev Wave.Poor old Nikolai Kondratiev fell foul of Stalin in the 30s and was carted off to a gulag and executed. Perez, living in happier times, has developed Kondratiev’s idea and brought it up to date.
She observes that major technologies – like steam, steel and oil have generated long term patterns of activity, which have show similarities even across different centuries. The period we’re talking about is long – 60 years or more – and according to Perez occurs over two phases. An ‘installation’ phase, where the technology is built and becomes mainstream; and an ‘exploitation’ phase, where society adjusts to the new capability and finds new ways to benefit from it. In between these phases there is a period of adjustment, characterized by economic contraction.
For instance the oil industry was born around the turn of the twentieth century. It drove a whole new infrastructure from manufacturing to transport to chemicals. Thirty years later there was the Great Depression, and then a new era emerged. It was the age of freeways, suburbia and consumer goods. ‘You’ve never had it so good’ chimed Harold McMillan, the British prime minister in 1957.
You can probably see where I’m going with this. The million dollar question: is digital technology showing a similar pattern?
There are some reasonable grounds to consider it. The last thirty years have been about building digital infrastructure – first with the PC, data networks to the internet to data centers to mobile networks to cloud platforms. We have seen a host of giant companies emerge over the period – Microsoft, Apple, Cisco, Google, Amazon – all from nowhere.
Now it seems the way that IT creates value is changing.
For a long time, this industry has focused on delivering gains in business productivity. From ERP systems to spreadsheets to email, IT has been about making the wheels of business turn faster. Today, technology is no longer restricted to the dark reaches of the back office. Retailers are finding innovative ways to use technology to engage their customers.
Or take Fujitsu’s smart walking stick. A device that can help elderly people to navigate (it has GPS) but also monitor their health, like pulse and temperature, and even raise alerts if they get into trouble. It sounds a little comical at first. But there is a serious issue behind it. Japan is challenged with an aging population, and much thought is being given to how to not only improve the lives of the elderly, but also to reduce the economic burden. It is not long before this will be a big problem in the west.
The signs are the role of technology is changing, and by exploiting what we have built – networks, cloud platforms, consumer technologies we can suddenly realize new value. If you can re-imagine something as simple as a walking stick, is there no limit to where technology can be used?
It is difficult to know where things will go, but if Carlota Perez is right the next thirty years will be very different from the last thirty.
I am at Citrix Synergy 2013 in Los Angeles at the moment at booth #305 if you wish to come along and meet. We are demonstrating our strategy for BYOD and Managed Mobile and our desktop virtualization offering Virtual Client Services. All built on Citrix technology.
Great news today as Citrix XenMobile™ Enterprise is announced. This is the first real fruits of their acquisition of Zenprise and, as I said in an earlier blog this year, BYOD and mobility are critical areas for our clients as they seek better ways to drive up productivity, reduce costs and be generally more agile in how they operate.
We have been delivering in enterprise mobility space for nearly 10 years and were the first major service provider to team with Zenprise nearly three years ago – so it is great to see how the technology is going from strength to strength.
Our clients continue to look for ways to improve the productivity of their end users. Work boundaries are no longer defined by time or location, but by the data itself. Therefore, secure access to that data on any device, anywhere is critical to enabling the modern workforce to be at its most productive. It also reflects how people increasingly want to work, time-slicing their day and blurring the boundaries between “work” time and “home” time.
This challenge necessitates the support of a variety of different use cases, such as users with traditional physical desktops, laptops, smartphones and tablets. It also requires us to support different scenarios where people may be using a combination of these technologies throughout the day. In response, we must make the most of desktop virtualization, embrace the relentless trend of consumerization and be able to manage a plethora of business-owned and user-owned devices referred to as ‘Bring Your Own Device’ (BYOD). We call this a “blended service”.
We use Citrix technology to deliver this blended service and Citrix XenDesktop 7 announced today at Citrix Synergy™, is the next major release of this market-leading solution. It is designed to help businesses mobilize their core Windows line-of-business apps and introduces easy deployment, simple administration, time-saving automation and a flexible new architecture that prepares IT to leverage private, public and hybrid cloud resources.
XenDesktop 7 is built as an open platform that may be deployed on any hypervisor or cloud management solution. Fujitsu’s Virtual Client Services solution is optimized for this exciting new platform and it is this combination that will lead to significant new functionality while reducing complexity and pushing down costs.
This means we can deliver a compelling end-user experience while reducing costs and creating the agility to deliver the blended service they need to meet our customers’ diverse and challenging requirements.
If you would like to learn more about our work with Citrix we are Citrix Synergy 2013 in Los Angeles this week where we are demonstrating our desktop virtualization offering Virtual Client Services and our strategy for BYOD and Managed Mobile.
Our clients are increasingly looking to deliver a service to end users that encompass a variety of different use cases: supporting the traditional physical desktop and laptop users, exploiting desktop virtualization where appropriate and embracing consumerization and Bring Your Own Device (BYOD). We call this a “blended service” and key to delivering this effectively is “user virtualization”.
We rely on AppSense, a leader in this field, as our partner of choice for user virtualization – a critical part of our standardized global Virtual Client Services (VCS) offering. And key to driving this standardized and global approach has been a joint investment in the creation of the first AppSense Center of Excellence for global User Virtualization deployments. Based in the Fujitsu Global Delivery Center in Kazan, Russia, we have created a streamlined and scalable global strategy for application packaging and a Global Application Store that will considerably reduce the cost and time needed to deliver desktop transformation projects. It is all about packaging an application once with the opportunity to deliver it many times across projects.
While VCS delivers desktop and application virtualization, it is AppSense User Virtualization that enables us to provide the blended service to both physical and virtual desktops and support anywhere, anytime, any device flexibility – safely and securely. This means we can deliver a compelling end-user experience while reducing costs and creating the agility to deliver BYOD.
As Cameron McNaught, Senior Vice President, Cloud and Strategic Solutions, International Business, Fujitsu says, “Our partnership with AppSense allows Fujitsu to deliver a blended service focused on the user and not the underlying technology or device,”
If you want to read more follow the links to learn about our work with AppSense, the Fujitsu desktop virtualization offering Virtual Client Services and our strategy for BYOD and Managed Mobile. There is also a video on why we look to “manage the user not the device”.
It’s almost exactly ten years since I gave a presentation to 160 Characters, the UK SMS and mobile messaging association, which looked at current trends in mobile phone usage in Japan and tried to answer the burning question of the day for the mobile industry – why hadn’t Japan’s wonderful handsets and mobile internet services such as i-mode made it to the rest of the world?
The reasons were many – partly because of the use of different wireless technologies and systems in Japan compared to the rest of the world, but also because of the difficulty in setting up the kind of eco-system that worked so well in Japan of network operators, handset manufacturers, software developers and content providers.
So I was cheering loudly at the positive coverage Fujitsu received at the Mobile World Congress last month, where we showcased our Stylistic S01, a smartphone designed especially for senior users which will be available via Orange France from June 2013.
The GPS walking cane also attracted plenty of positive media attention (“the best thing we’ve seen so far this year” Engadget) as did the PalmSecure technology for tablets.
All of these technologies illustrate what it was that made Japanese handsets special even ten years’ ago – what at Fujitsu we call “human-centric” technology. An attention to detail, technical innovation and quality of course, but always in support of customer needs.