Mobility Is at the Center of Digital Business

By Samuel Greengard Print this article Print
Enterprise mobile strategy

Mobile 2.0 has arrived, so organizations must develop an enterprise mobile strategy that extends beyond smartphones and tablets and into the IoT.

"We are looking into the internet of things to deliver an array of services," Horn adds. This includes a mobile app for visitor's that, among other things, guides them to a patient's room or other spot; the ability to track equipment throughout facilities (the organization already has some asset tracking in place), and real-time telemetry that would allow physicians and nurses to attach sensors to patients and monitor them as they walk within the facility.

For example, "We could monitor their muscle movements, their temperature, their heart rate and other physiological systems and obtain a real-time profile," he explains. "For a stroke patient, we could see when they get out of bed and conduct gait analysis. This would allow us to know their current location and status, and also identify whether physical therapy is working."

The foundation for this robust mobile-first wireless platform is Aruba's wireless infrastructure, including access points and Air Wave monitoring software. The management platform proactively monitors the condition and performance of all wireless devices, while delivering advanced authentication and other security features. It also helps Advocate Health Care manage devices and bandwidth efficiently, including prioritizing critical medical data.

The bottom line? "We are able to operate at peak capacity and deliver the bandwidth, connectivity and performance required for digital health care," Horn reports. "We have ubiquitous coverage that allows us to deploy innovative solutions."

First Steps to an Enterprise Mobile Strategy

Developing an enterprise mobile strategy and framework starts with the realization that an organization must adopt a mobile-first approach—which includes designing and delivering files and data to smartphones and tablets before other computers. It also means engineering an IT platform that supports real-time data with no constraints based on location.

 Finally, it means thinking in a broader digital framework about how to provide value to employees, customers and business partners, including those in the supply chain. In many cases, this also translates into a more agile IT and software development framework.

"Systems must work seamlessly and interconnect without creating obstacles and challenges," Accenture's Kabra explains.

Getting to mobile 2.0 can be challenging. That's because this more evolved state requires an enterprise to break down business and IT silos. In order to succeed, the enterprise must infuse line-of-business thinking in IT and an understanding of technology within business groups. Capgemini's Smith says there must be a focus on addressing opportunities and challenges holistically, rather than in one-off and isolated chunks.

Accenture's Kabra adds that there must also be a bit of blue sky thinking, particularly as drones, 3D printing, embedded sensors, artificial intelligence (AI), augmented reality (AR) and virtual reality (VR) push mobile into new territory. He says that organization should approach mobile 2.0 through a combination of exploration; testing and proof of concepts; and actual field deployment.

The end goal, regardless of the direction an organization takes, is ratcheting up organizational intelligence and creating real-time insights, Kabra points out. "Mobility is becoming the hub around which the digital enterprise operates," he concludes. "Businesses that get things right have an opportunity to achieve truly transformative results."

This article was originally published on 2016-10-20
Samuel Greengard writes about business and technology for Baseline, CIO Insight and other publications. His most recent book is The Internet of Things (MIT Press, 2015).
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