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How Mobility is Changing the World

Harvard Business Review/SAP

Innovative mobile technologies improve lives and society in both developed and developing economies.

WHEN ANALYSTS FOR the World Bank early in 2012 calculated the global growth in mobile technology between 2005 and 2010, the results were staggering. Taking into account seven indicators—from coverage available and subscriptions per capita to mobile broadband sub¬scriptions and mobile Internet use (not just cellular use)—its July 2012 Maximizing Mobile report calculated a 30 percent increase in availability and usage.

Significantly, the report noted that growth was not limited to just a few regions. In 2000, according to the World Bank, there were 700 million mobile subscriptions, 71 percent of them in high-income countries and 29 percent in developing countries. Figure 1

By 2010, there were 5.9 billion mobile subscriptions, 23 percent in high-income countries, and 77 percent in developing countries.

And when IDG Global Solutions measured worldwide usage of emerging technologies earlier this year, such as location-based offers and contactless transactions (in which a card is waved near a receiver, rather than run through a reader), it also found mostly moderate dif¬ferences in the penetration among North America, Europe, and other regions. Figure 2.

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How Mobility Is Changing the Enterprise

Harvard Business Review

WITH THE BOOM in smartphones and tablets, we are in the vortex of the technological shift from Mobile 1.0 to Mobile 2.0. The zenith of the Mobile 1.0 explosion came late in 2008, when the sales of laptops sur¬passed the sales of desktop PCs for the first time. Enterprises had long before begun outfit¬ting what they called “road warriors” with laptops—salespeople, field support personnel, and on-the-go executives—giving them access to inventory, documentation, and other databases. Simple wireless antennas, followed by built-in Wi-Fi, coupled with virtual private network software, made logging on anywhere and anytime almost as easy as it was in an office.

Later enterprises realized that by outfitting even more employees with laptop computers instead of desktop computers, even traditional office workers could improve their productiv¬ity. Employees could collaborate in conference rooms, in the offices of partners and suppliers, and in airports, no matter where their work took them. History is about to repeat itself. Sometime in 2015, according to a Forrester Research fore¬cast,1 the sales of tablets will overtake laptops. If Mobile 1.0 was about the extension ofcor¬porate data to mobile devices, Mobile 2.0 is about innovation and transformation.

According to the results of an online February 2012 survey by IDG Research Services, three drivers are accelerating the demand for mobile access to enterprise apps: executive demand, the increasingly mobile workforce, and customer’s demand for real-time informa¬tion and action.  According to the IDG survey, more than half of the respondents have deployed industry-specific mobile applications and half have deployed mobile apps for specific de¬partments, such as finance, human resources, sales, or field ser¬vice. In addition, almost half have deployed dashboards, access to analytics, and key performance indicator alerts on mobiledevices. 

A recent IDG Global Solutions survey and report on mobile device use by more than 20,000 IT professionals, line-of-business managers, and con¬sumers reported that almost half watched work-related video on their mobile devices. Interestingly, more of them watched more technology content after hours (68 percent) and on weekends (57 percent) than during business hours (40 percent).

Social Media’s Productivity Payoff

Harvard Business Review

How’s this for counter-intuitive? Social technologies — the software and services that make it possible to show off your vacation pictures to all your Facebook friends and follow your favorite team tweet by tweet — are not just giant time sinks that keep your employees from getting their work done. On the contrary, they may become the most powerful tools yet developed to raise the productivity of high-skill knowledge workers — the kind of workers who help drive innovation and growth, and who are going to be in increasingly short supply.

This is one of the surprising takeaways from our recent research on the economic impact of social technologies. The business world knows (or thinks it knows) a lot about how social technologies are changing the world. With consumers spending gobs of time in online communities (more than 1.5 billion consumers around the globe have an account on a social networking site and almost one in five online hours is spent on social networks), marketing departments have increasingly shifted their attention to social media.

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Marketers Flunk the Big Data Test

Harvard Business Review

The big-data explosion is driving a shift away from gut-based decision making. Marketing in particular is feeling the pressure to embrace new data-driven customer intelligence capabilities. No wonder a strong appetite for data is one of the most sought-after qualities in new marketers. And yet, a recent CEB study of nearly 800 marketers at Fortune 1000 companies found the vast majority of marketers still rely too much on intuition — while the few who do use data aggressively for the most part do it badly. Here are our key findings:

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Marketing Is Dead

Harvard Business Review

Traditional marketing — including advertising, public relations, branding and corporate communications — is dead. Many people in traditional marketing roles and organizations may not realize they’re operating within a dead paradigm. But they are. The evidence is clear. First, buyers are no longer paying much attention. Several studies have confirmed that in the “buyer’s decision journey,” traditional marketing communications just aren’t relevant. Buyers are checking out product and service information in their own way, often through the Internet, and often from sources outside the firm such as word-of-mouth or customer reviews.

Second, CEOs have lost all patience. In a devastating 2011 study of 600 CEOs and decision makers by the London-based Fournaise Marketing Group, 73% of them said that CMOs lack business credibility and the ability to generate sufficient business growth, 72% are tired of being asked for money without explaining how it will generate increased business, and 77% have had it with all the talk about brand equity that can’t be linked to actual firm equity or any other recognized financial metric.

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