In this paper, Aberdeen details how best-in-class organizations equip and manage their mobile workforce. You can also determine the steps your organization needs to take in order to maximize productivity for your road warriors.
Benchmarking the Enterprise Road Warrior
Driving the Productivity of a Mobile Workforce
April 2007
- Underwritten, in Part, by -
Benchmarking the Enterprise Road Warrior
Executive Summary
rganizations continue to need to provide more personalized products and ser-vices to an increasingly geographically diverse customer base. Aberdeen hy-pothesized that this pressure requires organizations to develop and deploy solu-O tions to empower their heavily traveling workers to be as productive and effi-cient on the road as they would be in the office. The results are in - enterprise mobility is significantly helping improve the productivity of Road Warriors.
Best in Class Performance Aberdeen used three key criteria to distinguish best-in-class companies. These key per-formance indicators (KPIs) are: workflow improvement from the use of mobile devices; relative effectiveness as compared to fixed office counterparts; and improvement in the productivity of their mobile workforce over the last two years. Best-in-class organiza-tions showed stronger performance in all three areas, as compared to all other organiza-tions. In fact: . Best-in-class organizations are "Very Highly" satisfied with the productivity of their road warriors twice as frequently as all other organizations; . Best-in-class organizations rate their mobile workforce to be 50% more produc-tive than those of all other organizations; . Best-in-class organizations have increased their investment in enterprise mobility 30% more aggressively over the last two years as compared to all other organi-zations.
Competitive Maturity Assessment Survey results show that the firms enjoying best-in-class performance shared several common characteristics with respect to their support for their road warriors, such as: . Best-in-class organizations are over six times more likely to have some form of measurement in place to determine how productive their road warriors are; . Road warriors at best-in-class organizations rate the quality of their tech support as "very high" three times more frequently than the industry average.
Required Actions In addition to the specific recommendations in chapter 3 of this report, to achieve best-in-class performance, organizations must: . Develop formal strategic processes around planning, purchasing, deploying and supporting your road warriors; . Work with partner technology vendors and wireless carriers to ensure that road warriors are able to connect effortlessly to both wireless networks and VPNs.
Table of Contents
Executive Summary .............................................................................................. i Best in Class Performance ............................................................................. i Competitive Maturity Assessment................................................................... i Required Actions............................................................................................. i
Chapter One: Benchmarking the Best in Class ....................................................1 Maturity Class Framework ............................................................................. 2 Best-in- Class PACE Model ........................................................................... 3 Aberdeen Insights - Part 1 ............................................................................ 4
Chapter Two: Benchmarking Requirements for Success .....................................5 Case Study: Wachovia empowers their road warriors to bring value to their customers and generate revenue............................................................ 5 Competitive Maturity Assessment.................................................................. 5 Organizational Capabilities and Technology Enablers ................................... 7 Aberdeen Insights - Part 2 ............................................................................ 8
Chapter Three: Required Actions ......................................... [download for more]
