The document provides an overview of IBM's mobile strategy and user-centered design approach. It discusses (1) how mobile adoption is changing consumer and business behavior, (2) IBM's Interactive Solutions portfolio and expertise in mobile strategy, design, and technology, (3) IBM's MobileFirst offering and focus on delivering comprehensive mobile solutions, and (4) a sample mobile engagement process that assesses business needs, defines a future mobile experience, evaluates technology requirements, and develops a roadmap. The document emphasizes IBM's capabilities across mobile strategy, user experience design, and technology to help organizations transform their business in a mobile-first world.

1. Mobile Strategy and
User-Centered Design,
an IBM Interactive
Primer
Chris Pepin, Mobile Enterprise Executive
@chrispepin
cpepin@us.ibm.com
© 2013 IBM Corporation

2. Agenda
 IBM Interactive Solutions
 Mobile strategy and IBM MobileFirst
 User Centered Design
1

3. IBM Interactive Solutions
2

4. 
Today’s
Marketplace
3

5. Consumer adoption and usage of digital, mobile
and social media is changing how we learn, work
and interact with each other
30.2% of the world is 5.3 billion mobile U.S. mobile commerce
online subscriptions WW reaches $6.7 billion
2.1 billion people are online 940 million subscriptions to U.S. Mobile Commerce
today 3G services Sales expected to reach
$31 billion by 2016
63% research via social 83% of holiday shoppers 800 million active, 400
networking influenced by reviews million daily users
47% consumer are Consumer reviews are A ‘Facebook Like’ from a friend
influenced by what see on 12x more trusted than info. carries same weight as 100
social media outlets from marketers positive reviews from
strangers. Average user has
130 friends 4

6. Digital transformation will have profound societal
impact at all levels, creating new opportunities but
also significant challenges
Individuals
• The digital consumer creates new possibilities for customer engagement, but
rising expectations creates challenges
• The networked workforce engages in new ways to collaborate both inside and
outside the enterprise
• Empowered citizen – increasing engagement and power of the networked
population
Enterprises
• Digitally enabled business models – transformation to monetize and capture
value across channels, products, services and customers
• Maturing digital operations – transformation of how products and services are
created, delivered and serviced
• Enabling the digital enterprise – change to organization & people
Industries
• Value migration – value is shifting along the value chain as digital business
models, often moving closer to the end consumer
• Value chain redefinition – the roles and relationships and industry player
across the value chain are changing
• Fragmentation – the emergence of new industry players is changing broader
industry ecosystems, with new entrants capturing significant value
Source: IBM Institute for Business Value Analysis 5

7. Transformation is achieved by optimizing
combination of value proposition and channel
capabilities at the same time
Digital Transformation Framework
Optimize Path 1 – Create and integrate digital operations and
processes to deliver customer value proposition
The challenge: Realize value of optimized operations by
Reshaping Operating Model
extending into new revenue models and transforming
the customer experience
The “how”
Leverage Path 2 – Enhance, extend or reshape the customer value
proposition with digital content, information, insight and
engagement
The challenge: Delivering innovative value proposition
effectively and efficiently, and being ale to
continuously innovate in lock-step with customers
Create Path 3 – Build a new set of capabilities around the
transformed customer value proposition and operating
Enhance Extend Re-Define model in lock-step
Reshaping customer value proposition The challenge: How to continuously balance and stay
The “what” aligned across the dimensions
6
Source: IBM Institute for Business Value Analysis

8. 
Solutions
Overview
7

9. Interactive Solutions portfolio
Physical Digital Social Mobile Contact Broadcast
Center
PLAN, ALIGN, Business Strategy
ENVISION Digital Brand and Marketing Strategy
DESIGN, CREATE, Creative and Experience Design
IMPLEMENT Interactive User Experience
Implementation of Solutions
ENSURE, User Research and Measurement
PREDICT Business, Web, and Social Analytics
MAINTAIN, Campaign Management,
ENHANCE, Digital Productive and Maintenance Services
OPERATE
Financial
Communications Distribution Industrial Public SMB
Services
8

10. Interactive Solutions expertise
USER EXPERIENCE BUSINESS
User Experience Design Business Strategy
Information Architecture Digital Strategy
Creative Design Branding Strategy
Graphic Design Requirements Analysis
Rich Media Architecture Industry Subject Matter Expertise
Content Strategy Social Media Strategy
Usability Engineering Marketing Strategy
Accessibility Engineering Business Analytics
120+ PhD’s TECHNOLOGY
PROJECT MANAGEMENT
Solution Architecture
Program and Project Management
Rich Internet Application Technology
Change Management
HTML & Java Development
Testing Management
Mobile Architecture
Communications Management
Data Architecture
Risk Management
SecurityCustomer and Data Analysis
Issue Management
Testing
Maintenance and Support
9

11. Interactive Solutions clients
Our clients come to us to help them understand the future, develop differentiated brand strategies and
design relevant experiences across all points of interaction. Our solutions are designed to achieve
business results and increase overall customer satisfaction, leading to greater levels of customer
acquisition, retention, and loyalty.
 National Bank
 Bank of America
 Samsung
VI
 Wells Fargo  Segway
 RBS  Discover Card  Nationwide
 Pfizer
 Target  Walmart  ING USA
 Royal Bank of Canada
 STA Travel  IBM  Altria
 Barclays
 Client  MetLife  Lufthansa
 American Express
 Circuit City
 Travelers  Allianz
 Panasonic  Tiffany
 JCPenney Genentech  Sears
  Mercedes Benz
 Mass Mutual  DC Comics
 Gateway
 CNL  Prudential  Chubb and Sons
 LL Bean
 Nestle
Strategy  US Open
 Unilever
 Wimbledon  Hallmark
 “Company B”
 The Home Depot
 Norwegian Cruise Lines
 Banco Fidurum
 Mexx
 World Bank  Monster.com
 Audi
 NCAA
Design
10
10

12. Interactive Solutions is global
Toronto
London
Chicago Boston
Vancouver
Washington, DC
Tokyo
Atlanta
As a global integrated organization, IBM conducts business in 170 countries. IBM Interactive Centers
AIS Interactive Solutions has offices & studios in the Americas, Europe & Asia. Atlanta Tokyo
Each center serves as a regional hub, enabling clients to get to know their Bangalore Toronto
team. IBM’s worldwide reach gives us insight into local markets & cultures, Boston Vancouver
allowing us to sense global trends & directions and incorporate this insight Chicago Washington, DC
into client solutions before other companies. London
11
11

13. Interactive Solutions leverages the best of IBM
Our greatest is our ability to bring the best of IBM together to provide innovative
and comprehensive solutions for our clients’needs
IBM.com
Industrial
Design Accessibility
Center
User
Branding + Research
Design
Operations
Custom Strategy
Application Strategy
Development + Change
Campaign
Management
IBV
Digital
Global
Video Social
Technology
Production Media
services
IBM Lab
Software
Labs IBM
Research
12

14. Thought leadership centered around front office
digitization and infusion of technology into
business functions
IBM Thought Leadership Publications and Web Sites
Collective Smarter Digital Interaction Point
2011 CMO Study Intelligence Consumers Transformatio Analysis Beyond Digital
n
©
Cross-channel
Customer
Beyond Digital Experience Empowered Consumer User Experience
Benchmarking Social Media Design
* Final title
TBD
13
For more information, see www.ibm/iibv

15. Mobile strategy and IBM
MobileFirst
14

16. Mobile is everywhere
5 Trends with significant implications for the enterprise
1 Mobile is primary
91% of mobile users keep their device within arm’s reach 100% of the time
2 Insights from mobile data provide new opportunities
75% of mobile shoppers take action after receiving a location based messages
3 Mobile is about transacting
96% year to year increase in mobile cyber Monday sales between 2012 and 2011
4 Mobile must create a continuous brand experience
90% of users use multiple screens as channels come together to create integrated
experiences
5
Mobile enables the Internet of Things
Global Machine-to-machine connections will increase from 2 billion in 2011 to 18
billion at the end of 2022
15

17. Clients have lots of mobile challenges
What’s my mobile strategy How do I support a
for B2E? B2B? B2C? How do I become a growing mobile
social business? workforce?
How do I secure
mobile How do mobile devices
endpoints? Can I migrate from connect securely to
How do I leverage laptops to tablets? the corporate
virtualization and network?
cloud?
How should I How do I deliver
support mobile
BYOD? applications?
How do I support
multiple mobile How do I reduce
platforms? costs?
16

18. IBM has increased its mobile enterprise capabilities
10 acquisitions to strengthen 125+ patents for wireless Doubling 2013
our position in mobile since inventions in 2012, bringing investment ……
2006…… the total to 270…..
200+ IBM Software apps Cited as a leader in app design and
available in App Stores; ~ managed services by Forrester and
1M downloads… Gartner………
17

19. The industry’s most comprehensive mobile portfolio
The Broadest The Deepest New Industry
Portfolio of Set of Partnerships
Mobile Services and
Solutions Expertise Resources
for
Developers
18

20. IBM MobileFirst offering portfolio
Industry Solutions
Banking Insurance Retail Transport Telecom Government Healthcare Automotive
Development & Integration Services
IBM & Partner Applications
Strategy & Design Services
Application & Data Platform
Management Security Analytics
Devices Network Servers
Cloud & Managed Services
19

21. A few of our clients
Concord Hospital improved patch
compliance 50%, reduced software
license costs 25%, and has not had a
single malware infection since
implementation of IBM Endpoint
Manager for patch management and
core protection
20

22. Getting started: mobile strategy & roadmap
Activities Deliverables Team/Location
TEAM
I. Business, Market and Customer Analysis Business Vision Core team of 4-6 IBM
for Mobile Strategy staff representing
Understand and align the business objectives, team structure and
business strategy, design
employee/customer needs in order to create a mobile vision for identifying
and Mobile
differentiating capabilities. Define specifically how mobile capabilities can be
IT/Architecture
leveraged and integrated with other multi-channel initiatives (e.g. web).
IBM staff work
Mobile Customer
II. Future-State Experience cooperatively with key
Experience Models
Estimated 4-10 weeks
client staff to ensure the
Develop the required future-state mobile experience and depict how users will (User Personas and recommendations are
interact with in conjunction with other channels to accomplish key common and Task Scenarios) grounded in the reality of
complex tasks. Identify specific enabling mobile technologies and processes
your business
aligned to recommended capabilities.
Mobile Technology & LOCATION
Work is typically handled
III. Technology and Architecture Evaluation Architecture
on-site in order to provide
Assess current mobile technology infrastructure and Identify key mobile Evaluation access to project
technology capabilities and systems that will be needed to support the future- stakeholders. IBM may
state customer experience for mobile. Identify gaps or considerations that should staff parallel, co-located
be addressed. teams up front to gather
data across both firms
and locations
Mobile
IV. Mobile Solutions Roadmap Implementation In addition, separate in-
Develop mobile recommendations and an Implementation Roadmap for designing Roadmap field observations will
and developing the next generation mobile experience. Identifying dependencies (3-year) need to be done across
and enablers required to estimate the cost, resources and timing of initiatives that both gas and electric as
will support the mobile strategy. well as key employee
types and tasks.
21

23. Assessment method and tools
Our assessment uses proven tools and methods to assist you in developing your strategy
Mobile Strategy Accelerators
• Data Collection Guides
• Questionnaires
• User Research/Field Observation Techniques
• Decision Models
• Mobile experience models
• Non-Functional Requirement samples
• Capability Maturity Models
• Templates of evaluation metrics for vendor analyses in the areas of Mobile Device
Management, Enterprise App Store, Hybrid application platforms, UI and
Controller frameworks
Mobile IT Tools and Accelerators IBM has conducted research focused on
understanding media and entertainment
• Product & Portfolio Management (IBM Rational Focal Point) customer needs as well as overall
industry trends
• Reuse through Model-Driven Development
• Enhanced Collaboration (Rational Team Concert)
• Web2.0 and Mobile Feature Pack Update (WebSphere Application Server)
• Widget set for Mobile Web Apps (Dojo Mobile)
• Tools – Core features for mobile tools
• Testing Applications on Mobile Devices (Rational Quality Manager integrated with DeviceAnywhere)
• Rapid Ideation & Agile Application Development
22

24. Sample mobile engagement
Technology and Mobile Solutions
Business, Market and Future-State
Architecture Evaluation Roadmap
Customer Analysis Experience
A directional strategy and framing of the mobile vision. This vision will be integrated across
all work streams including business, user experience, and IT.
Business, Market and Customer Analysis
 Develop an mobile strategy and vision that will be informed by stakeholder interviews,
customer research and a marketplace assessment of leading cross-industry mobile
functionality and practices. A summary of the first stage of the project and will outline the initial
business and customer-focused vision and business strategy. The Strategy & Vision activities
will include synthesized findings. And will include the following deliverables
Deliverables: Business Vision for Mobile Strategy
 Strategic Mobile Hypotheses & Objectives
 Summary of Stakeholder Interviews (3-5 primary stakeholders)
 Analysis Target Audience Mobile Usage
 Mobile Trend & Marketplace Assessment
 Mobile Services Prioritization Framework
* Assuming an 10 week schedule. Final timing to be defined based on a more specifically defined project scope.
23

25. Sample mobile engagement
Business, Market and Future State Technology and Mobile Solutions
Customer Analysis Experience Architecture Evaluation Roadmap
Weeks 3-6*
Envisioning the mobile experience and capabilities that support the future mobile strategy.
Future-State Experience Design
 Design and develop scenario-based narrative and journey map of the future-state mobile
experience and differentiating capabilities as well as high-level requirements needed to
support the strategy, and identification of key enablers (i.e., people, process and technology).
A detailed narrative and journey map of the future-state mobile user experience and
differentiating capabilities as well as high-level requirements needed to support the mobile
strategy. This analysis will be used to define a technical blueprint to support the business
vision and strategy.
 The Future-State Experience activities will provide a foundation for future definition, scoping,
and budget planning of specific business and IT initiatives. And will include the following
deliverables
Deliverable: Mobile Customer Experience Models (3-5 User/task based models)
* Assuming an 10 week schedule. Final timing to be defined based on a more specifically defined project scope.
24

26. Sample mobile engagement
Technology and Mobile Implementation
Business, Market and Future-State Mobile Solutions
Customer Analysis Architecture Evaluation Roadmap
Experience Roadmap
Weeks 2-7*
Defining current and required technologies and architecture to support the future
mobile strategy.
Technology and Architecture Evaluation
 Security (data-on-device, authentication, authorization)
 Application Paradigm (Native, Mobile Web, Hybrid)
 Integration of existing services into mobile solution
 Privacy of user applications and data in a BYOD (Bring Your Own Device) Model
 Breadth of Platform Support (iPhone, iPad, Android-based smart phones and tablets,
BlackBerry smart phones and tablets, Windows7 smart phones)
 Certification and Deployment of mobile apps
 Governance (Mobile Device Management, Mobile Application Management)
 Infrastructure Support
Deliverable: Technology and Architecture Overview
* Assuming an 10 week schedule. Final timing to be defined based on a more specifically defined project scope.
25

27. Sample mobile engagement
Business, Market and Technology and Mobile Solutions
Future-State
Customer Analysis Architecture Evaluation Roadmap
Experience
Weeks 7-10*
An actionable, integrated plan for designing, developing and managing the mobile strategy.
Mobile Solutions Roadmap (prioritized / phased)
 This document will outline a high-level description of the key business and technical projects
to be undertaken in the next 12-36 months, in terms of their scope, objectives, dependencies,
risks, resource requirements, timeframe to execute, costs and benefits, and potential solution
options.
 The Roadmap document will include findings and recommendations for the IT framework and
future-state technical and application architecture, a high-level gap analysis of technical
capabilities required to support the future state vision and an outline of potential risks and
challenges.
 This Strategic Execution Roadmap will provide a foundation for future definition, scoping, and
budget planning of specific business and IT initiatives. And will include the following
deliverables
Deliverables
 Prioritized Capability List, Gap Analysis and Supporting Mobile Initiatives
 Mobile Implementation Roadmap (3-year)
* Assuming an 10 week schedule. Final timing to be defined based on a more specifically defined project scope.
26

28. User-Centered Design
27

29. What is User-Centered Design?
How do designers come up with an interface that's not in your face?
That just does what you want and doesn't make you waste time doing
what it wants?
Easy-to-use software doesn't just happen. It requires focusing on the
product's potential users from the very beginning and checking at each
step of the way with these users to be sure they like and are
comfortable with the final design.
“Ease of use may be invisible, but its absence sure isn’t...”
28

30. Why User-Centered Design?
Because your users expect it!
29

31. Who will be using the product?
When the target audience has been identified,
representative users can be recruited to work with the
team. These users help establish the requirements for the
product by answering questions that include the following:
– What do you want the product to do for you?
– In what sort of environment will you be using the
product?
– What are your priorities when using the software?
For example, which functions will you use most
often?
“Learn from experience -- the user’s”
30

32. User-centered design principles
Meeting the ease of use challenge is largely a matter of
adhering to the following principles. For each principle, the
goal is to involve users -- to ask the right people the right
questions. Putting yourself in their shoes is a sure way to put
your product at the front of the pack.
 Set Business goals Superior design user seesongoing
Everything a requires and
 Understand Users awareness designed life of theby a
A commitment tocompetition and
touches is of the understand
Throughout the together
User feedback is gathered early
 Assess Competitiveness
product, continue toteam. This
Determine the target market,
multidisciplinary monitor and
involve the intended user is
its customers. When you
and often, using prototypes of
understandtheusers, and let their
essential your wayand primary If
listen to to your users' process.
includes the design tasks, is
intended users, a product you
 Design the Total User Experience widely ranging fidelity, and this
feedback inform your responses
you want a user to understand
advertised,those same tasks
competition is central to all
must test ordered, bought,
 Evaluate Designs feedback drives product design
packaged, maintained, installed,
againstproduct, you alternatives
designcompetitive must first
your market changes and
to and user participation
and development.
 Manage by Continual User and compare their results with
administered, documented,
understand the user.
competitive activity.
Observation upgraded,yours.
and supported.
“Nobody buys ease of use. But nobody buys products without it either…” 31

33. Getting started
 User-Centered Design (UCD) offers businesses a number of
critical advantages. It enables them to develop easy-to-use
products, satisfy customers, decrease expenditures on
technical support and training, advertise ease-of-use
successes, and ultimately increase market share.
 Despite these advantages, many organizations do not
practice UCD. Instead, technologically savvy developers often
assume they understand the needs of common users and that
UCD is implicit in their designs.
 These assumptions often allow the technology itself to guide
the development of products. The difficulty of adopting UCD
within such environments requires attention.
32

34. Top ten list for successful user centered design
1. Simplify the message
2. Tailor your messages to the concerns of each audience
3. Demonstrate the problems that poor usability causes your
organization
4. Provide evidence that demonstrates the value of UCD
5. Establish a set of UCD principles
6. Use simple messages to promote the need for UCD
7. Provide UCD education
8. Get the right set of skills
9. Leverage existing collateral
10. Select a pilot project
33

35. Summary
 IBM Interactive Solutions
 Mobile strategy and IBM MobileFirst
 User Centered Design
34

36. Questions?
Chris Pepin
Mobile Enterprise Executive
IBM Global Technology Services
cpepin@us.ibm.com
@chrispepin
35

37. Acknowledgements and Disclaimers:
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