Great Mobile Experiences Are Built On Systems Of Engagement

By 2014, smartphones and tablets will put power in the pockets of a billion global consumers, including your employees and partners and customers.

However, mobile is not simply another device for IT to support with a shrunken website or a screen-scraped application. Rather, mobile is the visible manifestation of a much broader shift to systems of engagement that marry physical context and digital intelligence to deliver service directly into a person's hands.

Download this Forrester report to find out about a vision for mobile engagement with Vocalcom. It introduces the strategic elements developed further in The CIO's Mobile Engagement playbook.

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Great Mobile Experiences Are Built On Systems Of Engagement by Ted Schadler and John C. McCarthy, November 16, 2012 KEY TAKEAWAYS Mobile Is The New Face Of Engagement Mobile devices are not merely another chapter in the smaller, faster, cheaper device story. Instead, mobile experiences built on systems of engagement are a flash point for far-reaching changes in how you serve customers, partners, and employees. Imagine that your app is in your customer s or partner's pocket. What can you do with that opportunity? The Mobile Difference Is The Marriage Of Physical Context And Digital Intelligence Your ability to integrate the physical context from a mobile device with the digital intelligence embedded in your systems of record will enable you to build whole new applications and services for customers, partners, and employees. Successful apps that empower people to take the next most likely action drive explosive growth in engagement. Beware Of Mobile's Unintended Consequences Interviews with more than 100 CIOs and mobile innovators revealed deficiencies exposed by successful apps, including fragmented and uncoordinated projects consuming scarce resources; business applications and middleware designed for transactions, not engagement; and design processes and ideologies misaligned for task-oriented mobile experiences. Establish A Mobile Center Of Excellence To Master Engagement To avoid the unintended consequences of mobile success and create a companywide approach to mobile engagement, CIOs should work with business stakeholders to establish a mobile center of excellence. This team focuses on coordination and hosts specialized skills for experience design, mobile development, analytics, and supplier management. Forrester Research, Inc., 60 Acorn Park Drive, Cambridge, MA 02140 USA Tel:+1 617.613.6000 | Fax:+1 617.613.5000 | www.forrester.com FOR CIOS NOVEMBER 16, 2012 Great Mobile Experiences Are Built On Systems Of Engagement Vision: The ClO's Mobile Engagement Playbook by Ted Schadler and John C. McCarthy with Simon Yates, Matthew Brown, and Kelsey Murphy WHY READ THIS REPORT By 2014, smartphones and tablets will put power in the pockets of a billion global consumers, including your employees and partners and customers. However, mobile is not simply another device for IT to support with a shrunken website or a screen-scraped application. Rather, mobile is the visible manifestation of a much broader shift to systems of engagement that marry physical context and digital intelligence to deliver service directly into a person's hands. This shift will add value and take cost out of every business service, workflow process, and business application. But mobile engagement will also require wholesale changes to your app design, service delivery, IT skills, technology assets, and even your business model. This report lays out a vision for mobile engagement and introduces the strategic elements developed further in The CIO's Mobile Engagement playbook. Table Of Contents 2 A Billion Mobile Devices Require New Systems Of Engagement 5 Mobile Engagement Has Four Essential Differences 5 Beware Of Mobile's Unintended Consequences 8 A Mobile Engagement Strategy Needs A Mobile Center Of Excellence WHAT IT MEANS 10 The Payoff Of Mobile Engagement Is Profitable Growth 11 Supplemental Material Notes & Resources Forrester interviewed 100 companies, vendors, and experts, including AisleBuyer, Apperian, AT&T, Box, BoxTone, Cantina, Cisco Systems, Citrix Online, Deloitte, Dropbox, Fishbowl Solutions, Geoffrey A. Moore, Google, HCL, IBM, Infor, Infosys, Mahindra Satyam, Method Engine, Microsoft, Mobilelron, Pandora Media, Persistent Systems, Research In Motion (RIM), Sabre Holdings, salesforce.com, Seal Innotech, Service2Media, Skype, SugarSync, TandemSeven, Tata Consultancy Services (TCS), Tieto, Wipro IT Business, Yammer, and YouSendlt. Related Research Documents Smart Products Will Require A Hybrid CTO/ CIO Skill Set November 16, 2012 Mastering The Business Tablet Landscape November 5, 2012 6 2012, Forrester Research, Inc. All rights reserved. Unauthorized reproduction is strictly prohibited. Information is based on best available resources. Opinions reflect judgment at the time and are subject to change. Forrester®, Technographics®, Forrester Wave, RoleVlew, TechRadar and Total Economic Impact are trademarks of Forrester Research, Inc. All other trademarks are the property of their respective companies. To purchase reprints of this document, please email clientsupport@forrester.com. For additional information, go to www.forrester.com. FOR CIOS Great Mobile Experiences Are Built On Systems Of Engagement 2 A BILLION MOBILE DEVICES REQUIRE NEW SYSTEMS OF ENGAGEMENT Mobile is not merely another chapter in the smaller, faster, cheaper device story. And it's not tiny websites or screen-scraped PC applications. Instead, mobile is the flash point for a holistic, far- reaching change. Your app is in your customer's pocket. Now what are you going to do? Your ability to integrate the physical context from a mobile device with the digital intelligence embedded in your systems will enable you to build whole new applications and services for customers, partners, and employees. Mobile experiences are built using what Geoffrey Moore has termed systems of engagement that:1 Empower people with smart apps and products to take the next most likely action in their immediate context and moments of need. Systems of engagement are different from the traditional systems of record: They focus on people, not processes (see Figure 1). They draw on mobile, social, cloud, and big data innovation to deliver apps and smart products directly in a customer's context (see Figure 2). Instead of screen-scraping the hotel reservation system and calling it a mobile app, a system of engagement on a smartphone will know that a guest has entered the lobby for the first time and probably wants to check in. And using location data from the device, the "system" will know that a guest is entering her room and will default to the room service ordering app. With mobile apps as the visible face for systems of engagement: ? Customers interact directly with the organization in their moments of decision. Mobile apps and sites (we call them all "apps" here) let people act — and offer feedback — in those moments. It's why 25 of the top 30 online US retailers have built native iPhone apps — to capture mobile and mobile-influenced sales as it balloons from $6 billion this year to $31 billion by 2016.2 In Europe, mobile commerce will increase from €1.7 billion in 2011 to €19.2 billion by 2017.3 ? Partners employ your tools in the context of their daily workflow. Mobile apps — particularly tablet apps — let firms engage partners in their daily workflow without stopping to fire up a computer. For example, General Electrics (GE's) tablet app knows which wind turbine a customer is standing by so it pulls up the right maintenance schedule. ? Employees collaborate and make key decisions anywhere on any device. With data dashboards on iPads, executives at Kraft Foods make decisions during a meeting rather than a day later. Empowered by mobile collaboration tools from vendors like Box, Dropbox, Evernote, and Google, staff leave laptops at home and remain connected and productive. © 2012, Forrester Research, Inc. Reproduction Prohibited November 16, 2012 FOR CIOS Great Mobile Experiences Are Built On Systems Of Engagement 3 Offline products get wired with APIs and mobile app extensions. Engagement is also about smart products.4 Sensors, radios, processors, and wireless access allow Miele to build smart dishwashers and Caterpillar to ship smart tractors. Mobile apps are the controllers and product extension. For example, Withings has reinvented the bathroom scale with Wi-Fi connectivity and APIs and attracted an ecosystem of more than 30 healthcare management apps that extend the value of the product. Figure 1 Systems Of Engagement Touch People And Products Customers tut Partners Smart products Systems of engagement touch people Employees Serving customer, partners, and employees Enabled by smartphones, tablets, and smart products • Focused on tasks and decisions in context „ , . Systems of record host processes Delivering in an individual's personalized context Providing analytics-driven experiences • Utilizing social and cloud technologies • Short, iterative release cycles Targeting employees Supported by ERP packages and large databases' Recording transactions and accounting data as part of core business processes Maintain state, status, and history Long development and deployment cycles Source: February 13,2012,"Mobile Is The New Face Of Engagement" Forrester report 85441 Source: Forrester Research, Inc. © 2012, Forrester Research, Inc. Reproduction Prohibited November 16, 2012 FOR CIOS Great Mobile Experiences Are Built On Systems Of Engagement 4 Figure 2 Systems Of Engagement Use Context To Deliver A Great Mobile Experience Insight from the device and sensors • Location • Direction • Identity • Preferences Social • Peer influence data • Tweets and updates • Activity feeds • Social profiles • Social graph Predictive analytics delivers: • Optimized choices • Data-driven offers • Customer buying trends • Commodity price futures • Supply chain capacity Smart products • Health data • Usage information • Personal insight • Action alerts Historical perspective from systems of record • Purchasing history • Order status • Shipment notification • Supply chain inventory levels • Customer records Public "as-a-service" capabilities • Mapping • Augmented reality • Location-based services • Network access • Payments Resulting in context-rich experiences: • Situational interfaces • Location-aware services • In-the-moment special offers • Real-time business intelligence • Customized services Source: February 13,2012,"Mobile Is The New Face Of Engagement" Forrester report 85441 Source: Forrester Research, Inc. © 2012, Forrester Research, Inc. Reproduction Prohibited November 16, 2012 FOR CIOS Great Mobile Experiences Are Built On Systems Of Engagement 5 MOBILE ENGAGEMENT HAS FOUR ESSENTIAL DIFFERENCES Mobile engagement is different from the PC and Web in four important ways: 1. Physical context plus digital intelligence, not just online access. The Web is digital: Sit down, stare at a screen, and go online to do something. But people live in the physical world. Mobile engagement blends the best of physical and digital so that an app has your immediate context before displaying content or asking you to take action. Your digital assistant can lead you by the hand through the Mall of America or onto the right tram in Amsterdam. Smart products also blend physical and digital to enable services like GE's jet engine sensor system, Sanofi's glucose monitoring, or Recon Instruments' augmented reality goggles for skiers. 2. Proactive service, not just self-service. The Web is great for situations where you have time to serve yourself. But mobile engagement is different. The merger of physical context and digital intelligence means that systems of engagement can more effectively anticipate the needs of people based on their situation and preemptively surface the right functionality. For example, the American Airlines app for preferred travelers automatically presents an alternative flight if your flight is delayed. GE's tablet app does it by calling up the right maintenance record at the base of the wind turbine. 3. Task-oriented action buttons, not menus and lists. Many of the skills and tools you've mastered for PC and Web apps are about designing screens to help people accomplish their self- service goals. In a great mobile experience, people see action buttons that help them accomplish the next step in a task. All else is extraneous. Strava uses action buttons for bicycle route tracking; Evernote to launch a note; Trip It for access to your next travel itinerary; Roambi to easily drill down into the sales results data you care about.5 4. App Internet, not just app or Internet. The Web was all about HTML. The technology architecture of mobile engagement is an artful blend of devices and connected services that we call the app Internet.6 Great apps take full advantage of the computer on the device as well as its camera, GPS locator, and offline capability. But they also connect over the Internet to the systems of record that deliver transactions, connections, analytics, and content. The two parts together — app plus Internet-delivered services — are what make the other differences possible. BEWARE OF MOBILE'S UNINTENDED CONSEQUENCES Apps that provide great mobile experiences can be wildly successful. For example, the financial services firm USAA saw its mobile banking deposits soar from a projected 20 million transactions per month to 120 million. While this level of activity is great, the rampant demands of a well- received app carry hidden costs. In our interviews with almost 100 CIOs, mobile innovators, and executives from technology firms, we heard many success stories, but also seven unintended consequences came to light: © 2012, Forrester Research, Inc. Reproduction Prohibited November 16, 2012 FOR CIOS Great Mobile Experiences Are Built On Systems Of Engagement 6 1. A disjointed strategy that doesn't cross business and technology lines. While IT focuses on bring-your-own-device and employee-focused projects, business-unit leaders are pushing the innovation envelope to find new ways to use mobile experiences to engage customers. Several companies we interviewed told us they had more than 100 mobile projects in various stages of development. As a result, firms miss the opportunities to share knowledge and experience, control costs, and eliminate duplicated effort. Without a clear strategy to guide the myriad mobile opportunities, CIOs soon get bogged down in politics, policy, and policing. 2. A multichannel coordination quagmire. The Rubiks Cube problem of coordinating data, access, and applications across multiple channels gets more complicated as firms pursue mobile engagement. For example, one multichannel retailer built a mobile app that handled basic shopping tasks well enough, but it wasn't coordinated with the web and call center channels for marketing, customer onboarding, or customer service activities. 3. Business processes designed for transactions, not engagement. People expect to accomplish simple chores very quickly on their mobile devices. This task orientation forces what Forrester calls the "atomization" of business processes, requiring firms to break them down into convenient tasks to help people, for example, when they travel (see Figure 3). In the 1980s, ATMs did the same thing with banking tasks: Customers checked a balance or withdrew money. Mobile apps will drive a similar atomization of business processes. 4. Servers and infrastructure ill-prepared for exploding activity volumes. The convenience of mobile apps and the atomization of processes lead to dramatic increases in activity. Just as we saw with ATMs, where the transaction volume skyrocketed from 41 million in 1978 to 11.2 billion in 1998, the same trajectory is happening with the processes accessed through mobile apps. Box, Facebook, Pandora, salesforce.com, and Twitter already generate more than half of their traffic from mobile devices. 5. Middleware, application, and security models poorly constructed for engagement. The atomization of business processes will cascade down the entire technology stack. Mobile innovators have already been forced to rework their service-oriented architecture to reduce message traffic and overhead for services originally designed for PCs. IT will also have to move beyond perimeter security to a layered security model that protects data and applications at every step on the data path, including the source. 6. Design, development, and governance processes misaligned with mobile requirements. The diversity of mobile platforms and time-to-market requirements will dictate a slew of organizational and process changes: mastering multiplatform development, implementing Agile processes, adopting a release-centric product mindset, administering new app store processes, and investing in ongoing supplier oversight. It begs the question: Do you have the vendor management skills to coordinate all the moving parts across this burgeoning mobile ecosystem? © 2012, Forrester Research, Inc. Reproduction Prohibited November 16, 2012 FOR CIOS Great Mobile Experiences Are Built On Systems Of Engagement 7 7. Ideological conflicts among design and development teams. Great mobile apps are built with user experience (UX) as a primary design point. But for Agile development shops, waiting for design teams to create the perfect user interface before launching the app just doesn't match the need for rapid, iterative development. However, launching an imperfect experience and fixing it in the next refresh doesn't sit well with the "you only get one chance to make a first impression" UX team either — and it's a risky move in a world where customers can slam your app loudly in an app store rating. Figure 3 Customer Tasks In An Atomized Business Process In The Travel Industry Timeline Traveler mobile tasks -2 days Q- -2 hours O" Flight O +2 hours Q +2 days Q ? Book reservation — ? Change reservation ? ? Request upgrade — ? Reserve seat- ? Check gate- ? Departure time ? Lounge access - ? Upgrade- • Arrival time- • Food order - • Movies - • Wi-Fi - ? Baggage carousel- ? Ground transportation ? Lost luggage- ? Navigation ? Mileage points earned ? • Customer service- • Mileage status — • Reward travel — ? Upcoming reservations Core business processes Flight reservation Customer loyalty Scheduling systems Baggage handling Source: February 13,2012,"Mobile Is The New Face Of Engagement" Forrester report 85441 Source: Forrester Research, Inc. 1 2012, Forrester Research, Inc. Reproduction Prohibited November 16, 2012 FOR CIOS Great Mobile Experiences Are Built On Systems Of Engagement 8 A MOBILE ENGAGEMENT STRATEGY NEEDS A MOBILE CENTER OF EXCELLENCE To avoid mobiles unintended consequences, CIOs will need balance to the immediate needs of business owners to build mobile apps against the long-range technology requirements of systems of engagement. Further, to build apps that successfully engage customers and partners, CIOs should guide the technology strategy and execution of all mobile projects, not just those focused on employees. The centerpiece of a CIOs mobile strategy, then, is a mobile center of excellence that brings together business and IT stakeholders and staff to host the strategy and resources to deliver great mobile experiences (see Figure 4). A mobile center of excellence will: ? House a team to define a strategy, coordinate budgets, and guide development. Because mobile projects span business, marketing, and IT, they require coordination across all three groups. Best-in-class companies like GE and Citigroup have dedicated executives and a well- funded mobile center of excellence to bring the right people and funding together. ? Build the mobile engagement guide to coordinate mobile business projects. The mobile engagement guide facilitates work across various business teams.7 This handbook carries the "Design for mobile first!" mantra to ensure that every business and technology team knows that mobile engagement is not business as usual. The development of the guide itself will draw out the best practices from every business group investing in mobile and tablet apps. ? Design the mobile architecture blueprint to manage technology investments. The mobile architecture blueprint lays out the technology-centric issues that IT must solve in order for mobile engagement apps to work.8 The mobile architecture team is more about orchestrating the work of others than building apps, but it carries a clear and important set of responsibilities. ? Develop and communicate your mobile engagement road map. Executing on a mobile engagement vision means making thoughtful decisions built on a business case for each app: Who will use it? What does it accomplish? Who will pay for it? And how will the app evolve over the next two years?9 The mobile team can help business and IT stakeholders prioritize projects, justify investments, and unify strategy by listening when conflicting objectives arise. To develop your own road map, plan on growing your way from a loosely coordinated mobile interest group to a funded mobile center of excellence (see Figure 5). © 2012, Forrester Research, Inc. Reproduction Prohibited November 16, 2012 FOR CIOS Great Mobile Experiences Are Built On Systems Of Engagement Figure 4 A Mobile Center Of Excellence Coordinates Between The Business And IT Enterprise architecture Application development and delivery Infrastructure and operations Security and ns management Sourcing and vendor management Mobile center of excellence Mobile architecture blueprint to manage technology investments • User experience design • Agile development • Technology operations • App store process • Data service APIs • Partner management • Security and privacy Mobile engagement guide to facilitate mobile business projects • Task-oriented analysis • Brand steward • Cross-channel coordination • Feature governance • Approved partner list • Analytics requirements • Budget allocation Source: February 13, 2012, "Mobile Is The New Face Of Engagement" Forrester report eBusiness Store operations Asia Pac business 85441 Source: Forrester Research, Inc. Figure 5 Grow Your Way Toward A Mobile Center Of Excellence Mobile interest group • A group focused on mobile projects to share best practices • Builds awareness and attention from business and IT stakeholders • Some skills sharing but little coordination or resource planning • Suited to firms with fewer than 10 mobile projects Mobile program office i Mobile center of excellence • A managed group where people share skills and resources • Ongoing coordination across business and IT projects • An emerging technical architecture and platform investments • Suited to firms with between 10 and 20 mobile projects • Led by a senior executive, a "chief mobility officer" • Consolidated project budgets to fund an engagement platform • A multidisciplinary team of business and IT staff with unique skills: task analysis, experience design, app development, ecosystem coordination, engagement analytics, operations metrics, and data service design and operations 85441 Source: Forrester Research, Inc. © 2012, Forrester Research, Inc. Reproduction Prohibited November 16, 2012 FOR CIOS Great Mobile Experiences Are Built On Systems Of Engagement 10 WHAT IT MEANS THE PAYOFF OF MOBILE ENGAGEMENT IS PROFITABLE GROWTH Mobile experiences delivered on systems of engagement will fuel business growth and innovation over the next decade. The journey will require some jolting decisions and a sophisticated approach to solution development. But it is also inevitable. Mobile engagement is the way companies, governments, and institutions will improve their offerings and outcomes through: ? Contextual, hence valuable, experiences that improve productivity and loyalty. By marrying the knowledge of a person's physical context with the intelligence of the online universe, you can reach them exactly where they are when they need you most. These new apps drive new levels of efficiency and responsiveness. Shoppers have your product catalog and store inventory in their hands as they stroll down an aisle. It means putting your order management system into your partner's bag as Trane does when its distributors sell a new heating and air conditioning system. It means pulling up a hospital map and physicians contact details as a pharmaceutical sales rep walks into a hospital. These are fundamentally new ways of doing things made possible by mobile apps. ? Proactive services that increase customer and brand value. Knowing something about customers' immediate context — where they are, what they did last, their history with you — then dramatically improves your ability to better meet their needs. Armed with that context, you can serve their immediate requirements with a single click as the Weather.com app does when you get off an airplane in a new city. It's also what the Mint.com app does when it finds you've exceeded your budget for ice cream ... or overdrawn your account. And it's what taxi service Uber does by connecting waiting passengers to available drivers. ? Helping people take action without taking time, hence lowering everybody's costs. Smartphones fill the small moments of your day with valuable resources: refill a prescription, find a coffee shop, check to see if someone has picked up your restaurant shift, pay a bill, or check the weather. These are valuable time savers for people. But these tasks are common and repeatable, which means companies can analyze the clicks and the outcomes and steadily improve the relevance and value of the app. And the fact that people are solving their own problems means that they are less likely to consume your valuable customer service resources. One large bank reports that mobile transactions are one-tenth the cost of branch transactions. © 2012, Forrester Research, Inc. Reproduction Prohibited November 16, 2012 FOR CIOS Great Mobile Experiences Are Built On Systems Of Engagement 11 ? Smart products differentiated through connected services. Product manufacturers like Withings and Tesla are publishing data service APIs so app developers can control and service-enable smart products, thereby enhancing their value. The Withings Wi-Fi- connected smart scale has already cultivated an ecosystem of 30 mobile apps that turn it into a weight management tool. Siemens smart MRI machines take the worry out of operating failures by exposing the maintenance APIs. Tesla Motors APIs open the door to entertainment experiences and performance automotive apps. SUPPLEMENTAL MATERIAL Companies Interviewed For This Report AisleBuyer Method Engine Apperian Microsoft AT&T Mobilelron Box Pandora Media BoxTone Persistent Systems Cantina Research In Motion Cisco Systems Sabre Holdings Citrix Online salesforce.com Deloitte Seal Innotech Dropbox Service2Media Fishbowl Solutions Skype Geoffrey A. Moore (The Chasm Group) SugarSync Google TandemSeven HCL Tata Consultancy Services IBM Tieto Infor Wipro Infosys Yammer Mahindra Satyam YouSendlt © 2012, Forrester Research, Inc. Reproduction Prohibited November 16, 2012 FOR CIOS Great Mobile Experiences Are Built On Systems Of Engagement 12 ENDNOTES 1 We interviewed Geoffrey Moore (http://www.geofFreyamoore.com/) for this report to get his thoughts on our definition of systems of engagement. For more information about "systems of engagement," refer to Geoffrey Moore's report, "A Sea Change in Enterprise IT." Source: Geoffrey Moore, "A Sea Change in Enterprise IT," AIIM, January 17, 2011 (http://www.aiim.org/Research/AIIM-White-Papers/Systems-oF-Engagement). 2 We Forecast mobile commerce to reach S31 billion by 2016. While this represents a compounded annual growth rate oF 39% From 2011 to 2016, mobile commerce is only expected to be 7% oF overall eCommerce sales by 2016. While more consumers will purchase more products and categories on their mobile devices over time, retailer investment in the mobile channel continues to remain modest as companies struggle to value the ROI around mobile investments. See the June 17, 2011, "Mobile Commerce Forecast: 2011 To 2016" report. 3 Mobile eCommerce revenues across Europe will rise From €1.7 billion in 2011 to €19.2 billion in 2017, reaching 6.8% oF total web sales. Simple, easy-to-merchandise categories such as books, DVDs, music, and event ticketing, where mobile-specific Features such as immediacy and location can be leveraged, will grow most rapidly. In this report we outline the growth projections For mobile commerce across key European markets, examine some oF the drivers and inhibitors that will Fuel this growth, and consider the state oF mobile commerce in Europe by 2017. See the July 11, 2012, "EU Mobile Commerce Forecast, 2012 To 2017" report. 4 The era oF the standalone product is over. More and more offerings are becoming intelligent, connected, and thus able to provide more engaging experiences For customers in business or consumer settings. Firms can leverage Falling technology cost curves and new deployment architectures based on cloud and mobile to dramatically extend the software value proposition and differentiation oF their products. As a result, the boundary oF what is a product and what is a service will continue to blur. This design shift — Focusing on connectivity, intelligence, software, and user experience — will require a combination oF skills and capabilities that are currently Fragmented across the organization and its expanding ecosystem oF partners. See the November 16, 2012, "Smart Products Will Require A Hybrid CTO/CIO Skill Set" report. 5 Cycling and running app Strava tracks your distance and time, then uploads the results so you can compete with Friends and others in your area, track your performance, and log your training. Gamification, social Feeds, and an action-button-led app experience make this app a winner. Trip It aggregates your travel itineraries into a single, easy-to-access app. The interface anticipates your next travel move and uses action buttons to provide access, offer alternative flights, present maps, and keep you apprised oF changing gates and status. Evernote on a smartphone Features a big button to add a new note and simple action buttons to type, capture photos, or tag results. Roambi was the first business intelligence solution designed For touchscreen devices. Its success draws on beautiFul visuals with action-oriented interfaces and its ability to aggregate data cubes. © 2012, Forrester Research, Inc. Reproduction Prohibited November 16, 2012 FOR CIOS Great Mobile Experiences Are Built On Systems Of Engagement 13 6 The mobile shift is driving your business peers and customers to expect (and demand) support across a wide variety of smartphones and tablets. But building mobile apps is different from building websites or traditional Windows-centric client/server applications. And its not just the technologies that are different — you'll have to change your development processes to be faster and to produce higher-quality apps in order to meet higher expectations. This executive overview describes Forresters Mobile App Development Playbook — your guide to executing a mobile app development strategy. Whether you are buying or building mobile apps, it will help you understand how the mobile shift is changing the art of the possible, how to prioritize your mobile projects, and how to build and source a mobile app strategy. See the June 28, 2012, "Build Great Mobile Apps That Drive Engagement" report. 7 The primary responsibility of the mobile center of excellence is coordination, not production. The engagement guide is a document that captures best practices, requirements, and design principles. See the February 13, 2012, "Mobile Is The New Face Of Engagement" report. 8 The mobile architecture blueprint is a technical architecture to support mobile systems of engagement. See the February 13, 2012, "Mobile Is The New Face Of Engagement" report. 9 Participating in the fragmented world of mobile comes at a high cost. Mixing the right mobile technologies requires product strategists to have well-defined short- and long-term plans to match consumer needs and corporate objectives. This report identifies 13 best practices revealed by the results of our Q4 2011 Global Mobile Maturity Online Survey. See the July 19, 2012, "Best Practices: How To Implement A Mobile Product And Service Road Map" report. © 2012, Forrester Research, Inc. Reproduction Prohibited November 16, 2012 About Forrester A global research and advisory firm, Forrester inspires leaders, informs better decisions, and helps the world's top companies turn the complexity of change into business advantage. 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