1 / 10

Putting IT Consumerization to Work at GM

Putting IT Consumerization to Work at GM. Matt Hovey Sr. Architect Program Manager Mobile Computing. Design, Build and Sell the World’s Best Vehicles. Putting IT Consumerization to Work at GM. GM’s Enterprise Mobility Strategy State of Mobile Computing at GM Globalization Issues

izzy
Télécharger la présentation

Putting IT Consumerization to Work at GM

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Putting IT Consumerization to Work at GM Matt Hovey Sr. Architect Program Manager Mobile Computing Design, Build and Sell the World’s Best Vehicles

  2. Putting IT Consumerization to Work at GM • GM’s Enterprise Mobility Strategy • State of Mobile Computing at GM • Globalization Issues • Consumer Apps in the Enterprise

  3. GM’s strategy was defined in early 2008 and sold to leadership in terms of cost avoidance • Enable Devices that Are Already Here • Leverage existing employee-provided capability with “right-sized” device management • Avoid aggressive handset refresh cycles • Most prefer to not carry 2 devices • Focus on Leading Device Platforms • … not specific devices! • “BlackBerry + 3” :iPhone, iOS, WinMo, Android, Symbian, Symbian! • On-site Wi-Fi Data Access Provided for All • Unmetered network connection • Reduce roaming costs • Avoid issues of data plan ownership • Web-based Mobile Apps • Most phones have mobile browser and some data capability • Delay need for and offset cost of managed devices, client-side apps and data • Minimize mobile data security risks • Exploit the Handheld Mobile Context • Instant-on and always there • Multiple radios & wireless networks (e.g. Wi-Fi, 3G, Bluetooth) • Location & positioning (i.e. GPS) • Rich input & output • Multiple modes of communication: Voice, Push, SMS, Email, IM, …

  4. After 2 years of false starts, Mobile Computing becomes top priority for GM IT • 2008 & 2009 projects cancelled due to financial position • ~2000 company liable Blackberry devices, executives only • NOV 2009: New CIO opens corporate Blackberry plan to all • DEC 2009: CIO says, “Email on my iPhone NEXT WEEK!” • GM IT, HP & IBM broke all the rules and deployed Lotus Traveler pilot in 1 week • Email, Calendar, Contacts, and Device Management • JAN 2010: Traveler pilot opened to 200 • APR 2010: Personal-liable Blackberry allowed on BES • JUL 2010: Traveler deployed globally for up to 25,000 • AUG 2010: CIO says, “Give me apps!” • OCT 2010: Enterprise IM deployed to all Blackberry • Now (NOV 2010): • ~10,000 BlackBerry, company and personal liable • ~3000 iOS on Traveler, Android support in beta, 99% personal liable • Mobile portal, 8 internal apps deployed; 25 more in development

  5. Enabling mobility that works required major changes to corporate policy & culture • No “hard” ROI for mobility; it was seen as a cost driver • Old security and usage policies on the books • Laptop, PDA, cellphone and camera policies didn’t fit • Non-GM IT equipment absolutely verboten • Traditional “CDE” desktop build management didn’t fit • IT doesn’t control OS and app build of device • IT doesn’t get time to validate new devices or OS’s before users get them • Users expect even the newest devices to “just work” • Speed of mobile industry vs. speed of corporate IT • A need for consolidated expertise • Mobility cut across telephony, networking, security, messaging, collaboration and application domains • Comprehending the Mobile Context • The GM Mobile Tech Forum

  6. GM’s global footprint adds dimensions of complexity • Multiple countries, languages; one company • Devices need to work everywhere for everyone, especially when travelling. • Different carriers in each country • Carriers tweak OS builds and capabilities • Lack of subsidized devices results in different ownership behavior • Different dominant platforms in each country • iPhone and BlackBerry dominate US, but others prefer Symbian • Different laws in each country • Device management limited by local privacy & ownership rules • Email signature requirements • Different levels of smartphone penetration & user sophistication • Data network differences (speed, coverage, cost) • U.S. vs. Asia cellular/mobile tech adoption

  7. Apps built for consumer devices often don’t work in the Enterprise • Technical reasons: • Authenticating HTTP proxies that protect the world from GM • Reverse proxies that protect GM from the world • Proliferation of device-resident passwords vs. password expiration policy • Single Sign-on capability • Encryption: in flight and at rest • Internationalization • Non-technical reasons • Licensing, Purchasing, Support, Flexibility • Examples of apps we wanted to buy and/or sanction, but couldn’t: • iDialog, an OCS client • iShare, a Sharepoint client

  8. How you can help: Our mobile app “wish list” • Design for security (e.g. cleartext is never OK) • Support more than one platform • Internationalize for language, currency, time and date format, address and phone number formats • English (US and UK), German, French, Spanish, Portuguese, Chinese, Korean • If designed carefully, translation can be contracted out • Be charset-aware (read JOS) • Work with authenticating proxy servers • Support some kind of enterprise authentication (AD, OSSO, SAML) • Avoid caching passwords; otherwise don’t auto-retry • Be willing to modify your product

  9. How to sell your apps to a big company like GM • Appropriate licensing • Avoid cute language or pet restrictions in EULA • Don’t expect volume commitment • Understand we may not buy directly, but may endorse for use • Fair pricing up front • Provide whole enterprise and ad-hoc pricing • Volume discounts reflected in an Employee Purchase Plan (EPP) will help you avoid painful negotiations with corporate purchasing department • No predatory CAL’s for “Enterprise Edition” • Maintenance and Support can be extra, but must be offered • Tech support • Who do we call when it breaks? • No support may mean no sale, but don’t promise what you can’t deliver • Let us help you beta test – we’re good at breaking software

  10. Questions? Matt Hovey matt.hovey@gm.com @matthovey

More Related