Mobile is transforming infrastructure and business processes, amplifying the attention needed to meet new mandates for customer experience. I part 2 of this series we outline the last of our Seven Mobile Imperatives for IT and Business Leaders
In Part I of this two-part series,I introduced you to Catherine Courage, the senior vice president of customer experience at Citrix, and I outlined the first four of seven imperatives to help IT and line of business leaders bridge the gap between product development and customer experience.
Today, I’ll finish the list, and share Courage’s insights about what success looks like in these areas.
- Evolve your definition of brand experience.
- Understand that mobility is key.
- Step up to compete with the consumer world.
- Don’t Own Stuff (DOS).
Here are the next three:
Appreciate that IT admins have needs, too.
For Citrix, IT admins are a top priority.
“These people are some of our biggest champions, and we want them to be wildly successful,” Courage explained. “Success for them means that they can get their hands on our products really easily and test and use them. It means that they can roll them out quickly. It means that they can monitor and manage them in mobile ways. IT admins want to be able to access things on mobile devices just like everybody else and be able to do their jobs from a variety of locations rather than being locked in the data center.”
In addition, today’s IT admins need big data capabilities.
“IT admins need to be able to compile and understand what’s going on in their environment, and they want to have information to allow them to be predictive, so before something goes wrong or when they see a series of events happening it will alert them so they can address the situation early,” Courage said.
Make big data small.
Collecting data isn’t enough. You need to collect the right data, and you need to know what to do with it once you have it.
“For us, that means starting with questions,” Courage said. “What are the questions that we at Citrix want to answer and understand? What are the questions we know our IT admins are going to want to ask? Then, based on that, we figure out what data should be collected.”
Courage recommends beginning with use cases where you need to glean understanding, and then instrumenting so you can extract precisely the data you need.
“With that kind of strategy, you’ll be able to focus on the right areas where you need data and more understanding,” she explained.
Courage had no trouble conceding that it’s impossible to know how technology will evolve in the next five years. To her, that admission is a strength –not a weakness.
“I just visited a big healthcare organization, and it was great to see that their strategy is not to fight against the pace of change, but to embrace it and to recognize as an organization that they continually need to change and restructure to keep up with new demands,” she said. “For them, mobility is a huge benefit, especially in a hospital environment, giving the ability for doctors and nurses to use tablets to create a more intimate patient experience, to embrace telemedicine. These are all very powerful things for business, and I get really excited when I get to spend time with forward-looking companies that embrace change.”
What does success looks like in these areas?
Citrix’s vision is to empower people, to give them the opportunity and power to work better and live better. Product and service development play key roles in fulfilling that vision, but these days, Courage knows the customer must come first.
“I’m excited to go to work, knowing that I’m helping make people happier and more effective, as opposed to just thinking about rolling out more technology,” she said. “We’re really focused on understanding customers and users and their needs, and using that to drive innovation. That’s different than the old view, where you take the existing technology that you have and you figure out how you can rework that or morph it to create something new for customers.”
For Courage, success today comes from truly understanding your customers’ needs and how you make them successful. It’s about adding both business value and human value. Once IT organizations truly grasp that, they’ll make the right choices for employees, she said.
“It’s a very big philosophical and mental shift. We’re seeing a big cultural change in how IT organizations approach their jobs,” Courage concluded. “Maybe the role of IT will change. Maybe it won’t be about Information Technology anymore. Maybe it will be more about employee enablement or employee technology effectiveness. To me, I think, we’ve arrived when we see that happen.”
As I said in Part I, mobility is changing all the rules. New technology is transforming infrastructure and business processes, amplifying the attention needed to meet new mandates for customer experience. In order for organizations to be successful, they must bridge the chasm between mobile product development and real world customer experiences.
What are your thoughts about making a great mobile experience happen? Do you have some best practices to share?