Discover PerformanceHP Software's community for IT leaders // June 2014
How to turn mobile IT into business insight
As CIOs increase their strategic contribution, mobility provides a key entry point. Start with five critical moves.
IT has access to information the business never had before—plus the tools and skills to better interpret that data than ever before. Not just about the infrastructure and applications that IT provides, but about how end users actually interact with the enterprise. That information gives IT leaders a great opportunity to be better strategic partners to the business.
While there are many sources of potential insight, the most interesting avenue right now may be mobile technology. A mobile app can be the gateway to insights that improve development, design, sales and marketing—even influence new product offerings, says Paul Muller, vice president of strategic marketing for HP Software.
"When someone has a mobile device in hand," Muller says, "it’s not just about the browser and app. The device itself generates a lot of micro-behavioral information that is very valuable, if you can put it to use—hesitation, clicks, the time it takes to make a choice, and so on. That telemetry is not just diagnostic, it’s valuable design and marketing information."
So the information is there, as is the pressure on IT to provide innovative value. Where do you start? "Find a sponsor on the business side to let you apply analytics to something that the business really cares about," says Keith Macbeath, senior principal consultant with HP Software Professional Services. "You want to avoid the ‘it’s too expensive until you can prove all the results’ attitude."
Embracing data science and analytics
CIOs need a plan to bring new insight to the business—from every data source, not just mobile. How you do that depends, of course, on your type of business and IT organization, but here are five starting points:
Know what you know. Examine the data stream coming from your mobile devices, both software-generated and device-generated (or whatever source provides the best starting point for your organization). Work with your business units to decide which data is most valuable and what actions might be taken in response to smart analysis.
Hire (or rent) a data scientist. Consider the value of adding at least one expert analyst to your team. Traditionally, that has meant a data scientist with strong expertise in examining correlations and statistical patterns, but this is gradually changing as analytics tools advance and become more visual and easier to understand.
Start small and prove value quickly. For some businesses, it makes sense to launch a trial project—so that you can immediately prove the value of analytics to the business, then move to bigger things. Macbeath advises starting with what other organizations have done: "Your best approach may be to say, 'We’ll analyze unstructured data that has been proven useful elsewhere, and prove it here for a quick win.'"
Ingest and analyze. Deploy a sophisticated data collection/ingestion engine. Ingest data and drop it into a powerful database that facilitates real-time access and retrieval. Then apply advanced analytics (context-aware, intelligent, and able to facilitate quick decision-making).
In the era of Big Data, there's no shortage of choices in both data collection platforms and analytics software. The trick is to choose very carefully according to your information needs. In the experimental stage, you might succeed with limited trial software or cloud-based services.
- Deliver insights to the business. Connect data with the developers and marketers who can get things in front of customers quickly, taking advantage of business opportunities as fast as they arise.
Letting the data prove what's best for the business
Beyond quick wins, you need a longer-term strategy—but not one set in stone. IT and business both need to become more experimental to thrive in an increasingly competitive marketplace. That ultimately means—through intelligent trial and well-managed error—letting the data prove what’s best.
And the faster you can do this, the better. As a recent Forrester report put it: "Feedback has a half-life ... While it makes sense to start slow by using historical feedback to drive development and business decisions, in the long run you should collect real-time user feedback on local devices and use it to predict the next best action your apps should take."
Speaking at HP Discover Barcelona in December, Portman Wills of Game Show Network said the new era of analytics is about taking action.
"The next five to seven years are all about ‘What do you do with all this customer data?'" said Wills, GSN’s chief of data. "For example, based on data [GSN collects] right now, I can tell you with 99 percent accuracy that a customer is going to churn tomorrow. So what do I do? I have to change the product somehow, or I have to change the way we market it."
Finding that insight is the ultimate goal, and it will be IT leaders, in partnership with lines of business, who find that profitable answer.
Read the Forrester paper, "Measuring Mobile Apps," in our mobile apps toolkit (reg. req'd). Then see how to get a 360-degree view of your data with HP’s HAVEn platform for Big Data.
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