mobility innovation and unknowns

Mobility Use Case Innovation and Consumers

by Lisa Marie Martinez

Offer Management

Compare the offers

• Mobility o Both require PaaS and

Saas in this case the

device is the IaaS.

o May acquire from and

send to a cloud or ala

carte

Does require the

cloud components • PaaS

• SaaS

• Cloud o Both require PaaS,

SaaS and Iaas

o May deliver to a

mobile device or ala

carte

Does not require

the mobile device

Global Audience

Consumers

Registered Users

Public Sector

Regulators

Guest Users

Customers

Entitled Users

Suppliers

Authorized Users

Employees

Authenticated Users

Design Patterns “Offer Management Capability” Mobility

ITEM OFFER

Data

Information

Knowledge

Content Collector, Provider and

Producer

SaaS

Content Acquisition and Delivery

IaaS

Content Quality and Monitoring

PaaS

1. Design Strategy and vision

2. Design offers product and services

3. Market and Sell product and services

4. Build products and services

5. Support products and services

Executives Leaders Marketing

(engineering) Leaders Sales Operations Technical Services

Customer Quality

•My device behaves poorly o Battery used too quickly

o Changes on device

o Too Slow after week 1

Minutes used when behaviors did not change device

must be faulty

• Close all recent applications will

show after closing applications

• Shortcut to running applications

Running

Applications

<Press and

Hold>

home screen

button in

Android smart

phones

Customer to mobile carrier

• Service Provider – Subscription

oCustomer complaints

Unhappy about billing errors •Credit “my minutes” are gone and I haven’t used my

phone

•Credit “my data usage” is used in Week 1

oAppears like consumer fraud to provider

• Running Applications reveals

many running

• From main <settings> screen

<select> Apps

Despite closing

in the window

most familiar to

consumers

The settings route

rarely used

reveals the actual

use of the device

by applications

Unknowns – Innovation • Consumers cannot predict the behaviors of

innovation o It is unacceptable to transfer responsibility of

technology to users who had no benefits nor rewards

o People are not technology experts

Nor do they want to be

• Customers will blame the carrier of the phone

o without knowing the issues caused by a 3rd party

application on a Play store or iTunes download.

Is this a mutually rewarding relationships for

carriers?

Remote Access by Apps

• An application I can use on my device MUST not take

advantage of my relationship nor take over my device. o An application that prevents my phone from doing what I believe

it is doing...based on my action with the device in my hand.

o An application controlled by a remote service is not something I

would imagine anyone would want to do.

Why would they?

Isn’t this a national security threat?

• Who will we blame? o The carrier or hardware device manufacturer? (HTC and

Lenavo)

Usage reports for revenue

• The telecom usage reports supplied to social

media stakeholders o grossly overstated

Party Management

Definition ISO Standards

• Data Owner

• People or

populations of

people grouped by

age o We need to

understand the

consumer or citizens

• “data owner” returns

50 sites with

• “users” returns

o ISO sites = 35,100

results (0.24 seconds)

Executives Business Managers

Architects Engineers Technicians Users

Customers

Consumers

Citizens

Users

Suppliers

Users

Employees

Users

Party Management Capability System and Sub-systems

Principle 3 People

ISO 9001, 2600,

27001

Principle 1

Customers

ISO 9001, 2600

and 27001

Principle 2

Leadership

ISO 9001, 2600,

27001

Principle 8 Mutually

Beneficial Supplier

Relationships

ISO 9001. 2600 and

270001



• When we use a laptop we expect the

application to run, when we login.

• When we use a mobile device we

expect to select the features we want

to use.

• When we turn off our device we expect

it to remain powered off.

• Why would someone want to power my

device if I’m not using it?

• Who’s paying for the minutes?

• Who’s covering the data usage?

Data Owner

• Who is tracking me?

o Why are they tracking me?

o How do I turn the tracking off?

o How many companies are doing

this?

• Who can see the data?

o How do I opt out?

o I tried to decline and the

application would not download.

• Why did my contract include a clause

that promised the police would need to

have a warrant.

Re-use in any industry • Modeling by Groups or super-systems

• How are we marketing to which groups of consumers?

• Male and Female

• Minors and Adults

• How are we improving?

• Are we meeting legal and financial obligations?

• Are we secure and sustainable?

• Are we socially Responsible?

Gender

Education Segmentation enables consistency across verticals

Segmentation - prevent threats against a child

Issue – Ethical “Stalking”

• Symptoms of Ethical Hacking o Many men are following you on your computer or online

o A man may go in the middle of you and your actions

o Hacking into your computer and your life

People are allowed to place cookies which copy your

keystrokes • Then the same people can change what you post because they have your

password and access to your devices

Unable to enforce laws

• Domestic Laws protect us and our data

“at rest” and “in motion” o Ethical hacking is also known as social engineering

Cookies have the same behaviors as an exploit in former

security reports

A keystroke logger is a cookie or in the past we identified

these as medium or high threat exploits in security circles.

• A problem allowing a DNS change

through a Chrome Clone or bad

version of chrome allowed for

ethical hackers

• Select the Chrome Mobile

application

A social

engineering

example

A symptom when

you have been

targeted by ethical

hackers

Issue - Mobile Services

• A person, citizen, consumer acquires a device and

subscribes to a mobile service.

o The relationship is bi-directional with the

provider to the device owner.

o Wireless services were never intrusive and

practiced within the law.

Consumer Protection

• When consumers want a credit providers

must grant the consumers request. o The agreement between user and provider is the

binding agreement and the device allows this

anomaly

o The device was purchase from an authorized

representative

Saas Now

Deliver via a

component bundle

to a URL and in

Mobile format

SaaS before

Deliver via

component

bundle to a

URL

Same

offer NOT a

new

revenue

stream

(a view

from the

same

consumers)

• The End

Appendix – One page

value streams Understanding the business value streams

from people perspective

Process Approach to Sustainable Development • Ensuring new applications are not designed in a way that allows the device to be managed remotely without user

knowledge.

o Ensure we know how M2M allows backend copy of voice, data and allows the subscribers data and services to be

used despite the user not knowing applications are not allowing themselves to sleep.

o Screen shows no applications and running services show 3 +

• Subjective methods used to analyze the same global capabilities as management activities.

• Significant gap in the methods used to evaluate risks, threats, consequences and impacts of activities on customers,

suppliers and other interested parties.

o IT expert “ive seen more bathrooms than I ever wanted to see”

Desired End State

ISO Quality Management Principle 4: Process Approach

• Lower costs and shorter cycle times through effective use of resources for mobile application services

• understanding the cloud phases and how the mobile application is one of the phases not a standalone market

• understand the way these services are being far too intrusive with M2M and remote management

• Focused and prioritized improvement opportunities to enable global delivery

Quality Management

System Subscribe to application

controlled by device owner

Application controlled by

device owner

Recovery time objectives

are attainable

Mutually beneficial supplier relationships

• Inability to build relationships that balance short-term gains with long-term considerations.

Do not intrude or introduce threats

• Inability to exploit expertise and resources with partners.

• Inconsistent methods used to identifying and select key suppliers.

• Inconsistent forms of communication without clarity and open lines of communication.

• No long term planning discussions or sharing of goals.

• Silo-ed development and improvement activities.

• Lack of a motivation and reward system for attainment of improvements or achievements by suppliers

Desired End State Quality Management Principle 8: Mutually beneficial supplier relationships

• Increased ability to create value for both parties.

• Leverage supply chain

• Flexibility and speed of joint responses to changing market or customer needs and expectations.

• Optimization of costs and resources.

ISO 9001 Quality Management


beneficial supplier relationships

Expense Management

Strategic Supplier Relationships

People Involvement Symptoms

• Motivated, committed and involved people within the organization.

• Innovation and creativity in furthering the organization's objectives.

• People being accountable for their own performance.

• People eager to participate in and contribute to continual improvement.

Desired End State Quality ISO 9001 Quality Management Principle 3 People Involvement

Community Involvement

• High Percentages of People lack a clear understanding of the intended delivery nor would people expect a business to

overlook laws protecting them.

Employee Involvement

• The concept of open communication hasn’t been realized by having open and constructive conversations about

constraints and barriers with their direct manager.

o People lack accountability and rarely show behaviors that they accept ownership of problems and their

responsibility for solving them.

o Few people effectively evaluate and fail to define their own personal goals and objectives and often have not

defined them in a manner to measure performance against them.

• People lack the motivation to actively seek opportunities to enhance their competence, knowledge and experience.

• Barriers to communication prevents the effective exchange of ideas and rarely do peers have bi-directional sharing of

knowledge and experience. ISO 9001 Quality

Management

Principle 3 People

Involvement

Engaged and

Motivated

Employees

Effective Measures

against goals

Leadership (Employees) Threats

• Considering the needs of all interested parties including customers, owners, employees, suppliers, financiers, local

communities and society as a whole.

• Establishing a clear vision of the organization's future.

• Setting challenging goals and targets.

• Creating and sustaining shared values, fairness and ethical role models at all levels of the organization.

• Establishing trust and eliminating fear.

• Providing people with the required resources, training and freedom to act with responsibility and accountability.

• Inspiring, encouraging and recognizing people's contributions.

Desired End State Quality Management Principle 1: Leadership

• People struggle to understand and often lack the evidence to get motivated towards the organization's goals and

objectives.

• Unable to execute activities nor ensure they are evaluated, aligned and implemented in a unified way.

• Miscommunication between levels of an organization will be minimized.

• Unable to acknowledge corporate policies therefore definitions for enterprise business data reports higher than

expected data quality defect impacting the customer and operational effectiveness.

ISO 9001 Quality

Management

Principle 2

Leadership

Industry standards measure

all associated management

activities

Stakeholder

Management

Graphical Design Pages

Design Thinking People Centered Design

ISO 9001 Person related standards

Public and Private Sector shared innovation threats and risk

Public and Private TL9000 and Financial Audit risk

“People” centered Systems

Design Phase 1-4

Understand

Enterprise is a system • Zachman • Demming

Observe

Users design patterns • People

• Employees • Leaders

• Suppliers • Customers

Prototype

Tools • Insight Maker Models • Debate Graph Models • Prezi Visual Guides • Facebook Pages • Mind Maps

Visual Aides • Caccoo Diagrams

Synthesis

Party Management

A static system Business Management System

Party Management • Employees • Suppliers • Customers

Financial Management

Entities - Distribution

Locations

Timing

Enterprise as a System - Design Thinking

Executives Business Managers

Architects Engineers Technicians Users

Consumers

Citizens

Users

Suppliers

Users

Employees

Users

Zachman Row 3 to The Enterprise “users” Row 6

Principle 3 People

ISO 9001

Principle 1

Customers

ISO 9001

Principle 2

Leadership

ISO 9001


Beneficial Supplier

Relationships

Converges with ISO 9001 Principles

Leverage Points



Example of how we

are performing the

same type of work

using different names

The three

stakeholders provide a

Business Service to

the other process

owners.

Expense Transaction

Capabilities

1. Design Strategy and

Vision

• Leaders work together to prepare the plan and design the strategy roadmap

Corporate Finance

• Do we have the right expenses planned in the right timeline to deliver the strategy

Human Resources

• Do we have the resources we need to deliver the strategy


Vision


Treasury • Do we have the right

expenses planned in the right timeline to deliver the strategy

Employee Relations


Private

Public

2. Design Products and

Services •Engineering

3. Market and Sell Products and Services

•Marketing

•Sales

4. Build products and

services •Operations

5. Manage products and

services

•Delivery

•Technical Services

Expense Transaction

Capability – Sub-system


Vision


Corporate Finance

• Do we have the right expenses planned in the right timeline to deliver the strategy

Human Resources



Vision


Treasury • Do we have the right

expenses planned in the right timeline to deliver the strategy

Employee Relations


Private Public

The expense transaction capability has been

accepted in MIKE2.0 Open methodology