Big data, because of its size, allows analysts to do things that were never able to be completed with the existing data. Big data provides the large amounts of data, available for processing, and gives such a large sample that allows for analysis of everything from how many pedestrians are standing in one space at a particular time (there were 13,185 pedestrians at Broadway between 50th and 51st streets from 4 to 7 p.m. one night in May 2011) to the number of parking tickets given out in the city (100,156 per week!) and why they were distributed (reference: NYTimes Mayor Bloomberg’s Geek Squad).

Some of the big data collected seems pointless when it’s isolated and it’s hard to understand why it matters. But, it’s the underlying application that when processed as part of a large query and used for cross-tabulations, can increase proficiency and efficacy, and can even help to save lies.

Let’s take a lesson from Bloomberg’s tech-savvy regime and it’s application in the Big Apple, and figure out how Big Data can make a city run better.

The most striking and applicable use of the data is predictive analysis, which allows city analysts to review data and work to find possible threats and mitigate risks. An example is how the city was able to address overcrowded building issues, which are reported at a rate of 25,000 complaints each year. Since there are only about 200 inspectors able to respond to complaints, the city needed to prioritize and find a solution to level out the need versus resources dilemma.

By collecting data from 900,000 buildings in the city and factoring in additional data from government and other agencies, analysts were able to determine that the type of building and year it was built correlated with the level of risk of severe fire. The buildings at a higher risk were moved to the top of the list and this process was focused on cutting down overcrowding at high-risk locations. It was reported that after using the data in their processes, inspectors issued vacate orders at 70 percent of their visits, an increase from 13 percent that did not use the data or prioritize complaints.

Another amazing thing about the city is that they encourage the wide-use and spread of applicable data for city residents. The city wants data that could help people run better and live safer, happier, more successful lives in the city to be widely accessible.

As one approach, the city launched a joint initiative, BigApps NYC, between the New York City Economic Development Corporation and the New York City Department of Information Technology & Telecommunications, which invites “hackers” to sift through data sets focused on NYC’s BigIssues, and figure out how to organize and deliver the information through NYC-focused apps. This is truly bringing big data power to the big population of the big apple.

As NYC continues to venture and make waves in the big data space by improving policies, making better decisions, and becoming more efficient (read: save money), it is predicted that other cities will follow suit and invite young and innovative minds to help blaze the trail.

Which city will be next to take the Big Data spotlight?

Let’s Explore.

More explicitly, EdTech, is a the study and practice of facilitating “e-learning,” or instructional methods by combining technology, media, and learning theory (Marlboro Edu). EdTech systems can be K-12 schools, higher education, businesses, corporate facilities, and beyond. In a broad sense of the term, it is a tool used as an extension for human capability.

Caleb Clark, of Marlboro College Graduate School, defines it as a place where “teach” meets “geek.” Clark notes that teachers typically do not have the technological “geek” understanding of the system, but have the talent to teach. Reversed, those engineering the mechanical and technological support systems often don’t know how to “teach” and be engaging. Somewhere in the middle lies, EdTech, the perfect balance of “geeking it out” with technology and more traditional teaching approaches.

EdTech provides learners with the appropriate technological resources in the form of software, hardware, and Internet applications – blogs, wikis, and webinars, and telecommunications – and this is just the tip of the iceberg. The facilitating process of technological resources is endless and quickly changing.

An interesting fact about EdTech is, that with the exponential growth of the Internet/technology, there are no limits or containing categories that EdTech falls into. Versatile as it is, “EdTechers,” those working behind the system and embracing the change, make sure to keep it a mere extension/liaison, and use it as a tool to bridge newer processes with traditional teaching, and ensure it is easily adapted without losing sight of the goal and main teaching objectives.

Current platforms supporting EdTech include digital classroom systems such as Blackboard, OpenCourseWare, and E-Lecta.edu. Other supporting technologies include podcasts, wiki pages, mobile devices (m-learning), and mobile applications.

What can we expect from the future of EdTech?

In this era of education 2.0, we will continue to see platform expansion. As of now, m-learning seems to be on the rise with its appeal of on-the-go access, collaboration using cloud computing, and the sharing compatibility, which gives mobility possibilities even more leverage. As of April 15th, Scholastics launched its largest product in EdTech history, which was six breakthrough mobile programs for the common core proficiency of students, designed specifically for the iPad. We are sure to see more of this happening in the very near future.

Always keep learning.

Consumers want and expect relevance, and companies know that big data analysis can make their marketing and sales be relevant.

Consumer Data is the New Currency

Consumers trade their personal data for discounts, relevant marketing, and will basically sell their souls to the devil for perks. Okay, maybe consumers wouldn’t sell their souls for perks and marketers collecting the data aren’t devils, but there is a gray area and level of comfort that consumers feel when sharing their data in exchange for benefits.

Companies need to recognize and respect this gray area – and draw a solid line that is not crossed when marketing.

Now, this isn’t something new. It’s definitely an issue that has been around for ages, but since companies are able to collect data through monitoring behaviors and tracking online actions, consumers are not always privy to what data is being collected and when they are actually sending their data to companies for analysis.

Since these valuable online actions provide big data and help marketers better understand what consumers want, how they act, and how to motivate, this data is essential in running a successful business.

So, let’s find that solid line in collecting big data and use it.

Marketing for Relevance Without Being Creepy

Today’s consumers are smart enough to know that companies know plenty about their habits, experiences, and preferences – and they expect companies to use that data to market appropriately. As much as consumers don’t love giving up their data, they will if it means a better experience. So use the big data to your advantage, but follow these three rules:

1. Let consumers know what is being collected and when it’s happening. Although you don’t have to do this all the time, figure out a nice way to ask permission for consumer information.

This rule reminds me of the day in 2010 when I went shoe shopping at Zappos.com (love them) and clicked on a few pairs. I left the site without making a purchase and when I went onto another site, I saw the same shoes pop-up in the Zappos ad on the right side of my screen. Not cool. Creepy, so don’t do that.

While I love Zappos and the strategy of targeting me and showing the products I just viewed, I don’t love the cookies on my browser that I didn’t know were installed. Simply let your consumers know what is happening on the site and consider sending emails for items left in their shopping cart (Victoria’s Secret does this in a sensitive way), rather than “following” them around on the Internet dangling the carrot in front of their noses.

2. Don’t trick them. Consumers don’t love receiving emails that are relevant when they don’t know how they ended up in the inbox. Even though a consumer might be interested in the latest tech toys that will help them save more money and be more successful, if they aren’t sure how you received their email address and ended up in the “to” field, they are more likely to question the “why” of the information rather than receive the value of the content.

3. Be open about opt-in and set expectations. When a consumer opts-in, many things happen. The first is that the company has a more qualified lead because that consumer specifically said that they wanted in. The second is that the consumer gets what they want. And the third, is that a relationship begins between the consumer and the company.

To keep this relationship growing, be sure that expectations are set during the opt-in process. Let consumers know what is happening – you are collecting their personal information to send them targeted emails once a week with messages about sales and project ideas. If that is what a company presents and delivers, it is a two-way street to mutual happiness.

Wearable technology is the concept of gadgets, worn on the body, that do everything from monitor personal body performance and movement (heart rate monitors and pedometers) to products just for fashion (think an LED tie that is voice-activated showing the pitch and volume of the voice by displaying blinking lights). As wearables evolve and appeal to the mainstream market, they are being accepted by more than just geeks and gadget freaks.

In 2012, the focus on collecting personal data through wearables that sync with mobile apps (Jawbone’s Up and Nike’s Fuelband have been competing to win over this space) began to gain a larger following as the application for this data was explained. This part of the market and opportunity focuses heavily on health and fitness, and making ourselves perform better by collecting our data and identifying our personal patterns.

An example is the sleep tracking app (and function on the Up band) that help a person understand if they are sleeping well, or waking up and being disturbed through the night. Understanding this pattern can lead to lifestyle adjustments, and ultimately, better sleep, increased energy, and overall improved health.

As Google Glass made a splash in early 2013, the wearable market gained more traction and interest and the understanding of its applications expanded. Google Glass uses the concept of augmented reality to create a virtual layer to a real-life experience by simply wearing the glasses and activating the functions. This is the true convergence of technology penetrating our daily lives. Although this product is slated to hit the mainstream market in late 2013, developers are already taking Google’s lead and creating competing products and assuming that the opportunities in wearable technology will continue to expand.

As of now, the market is still undefined and major players could emerge as more innovative products are unveiled. It may take a bit for individuals to adopt wearables that are “distracting” or “look funny,” but that will depend on the value it brings to the experience.

But, before we jump right into the technology take-over, let’s first define a few essential terms.

Technology is the branch of knowledge that deals with the creation and use of technical means and their interrelation with life, society, and the environment, drawing upon such subjects as industrial arts, engineering, applied science, and pure science.

Let’s consider it to be any resourceful extension of the human being and consciousness, for exponential beneficial use

Value network is a business analysis perspective that describes social and technical resources within and between businesses.

Moore’s Law is the theory that every 18-24 months, unlike any other commodity in history, computing power in the form of hardware, transistors counts, pixel, speed, memory, or as we know it, technology, doubles its performance while decreases its size and price (reference).

In other words, upgraded devices, faster versions, and better picture definition exponentially grows roughly every two years in today’s world. Meanwhile, the time from the Gutenberg press to A.G. Bell (the telephone) was a several hundred year gap.

Disruptive Technology (or DT), does not create a new market for technology, but rather disrupts or evolves a current wave of technology with intellectual upgrades and/or replacements. For instance, Google to Google Glass and newspaper print editions to news app editions.

To begin there are two phases of DT creation. First, evolving the upgraded technology for a niche market of consumers/users. Then later, creating a mass market supply at a rapid pace and low cost. Consider LED flat-screens circa 2008 compared to today (I just previewed a 4K Ultra HD Sony television with a crystal clear image and 3D options).

To break down as aspect of DT, let’s use the example of social media, specifically Facebook. The niche market started exclusive to college students in 2004. After a couple years of development, the audience grew to high school students, then into businesses. Finally, it was open to everyone.

With Facebook’s created value to Social Media, others disrupted the network with their platform by upgrading social media using alternative outlets. Along came Twitter, Tumblr, Instagram, etc. With it’s high demand every platform evolved to be “better,” “faster,” and “easier.” As we’ve learned, high evolving technology means Moore.

How does this affect me?

Well, if you’re sitting at your desk with your iPhone, laptop, latest version of #pictapgo, or Vine, you’re already infected, I mean affected. The exposure to the exponential growth of technology is in the palm of your hand. According to, Four Disruption Themes for Business, a report by Altimeter, Disruptive Technology and trends will affect consumers, business, government, and the global economy if it hasn’t already.

Analysts from the article state that there are four themes to DT.

The first is Everything Digital. The foundation for data, devices, platforms and experience that will envelop consumers and business. Second, Me-cosystem, as a system that revolves around “me,” or personal and relevant data. Third is Digital Economies. If online banking wasn’t skeptical enough, there are peer-to-peer based economies (see BitCoin). And last, Dynamic Organizations, which consists of staying current and relevant in business.

It’s not news that technology is ever-evolving and disrupting older technology. However, at the rapid pace that it evolves, should we be nervous it will outgrow and outsmart us? Dr. Barry Vacker, a Media and Technology professor at Temple University questioned the class in his lecture and posed this question, “According to Moore’s Law, technology will continue to double its power, but as humans what are we doing to double our power?”

Read more about the types of disruptive technology here.

Here’s why…

Software packages designed for rapid deployment implementations are perfectly designed to deliver everything you need – from soup to nuts. They will meet your business needs and get you up and running quickly.

What makes the concept of packaged solutions designed for rapid deployment so awesome?

Here are three key features you should look for:

Rapid Deployment: Set-up and deployment of packaged solutions support a speedy, predetermined timeline

This is key and allows you to see the value of the solution much sooner. Since most rapid deployment solution projects can be completed in 12 weeks or less, you spend less time worrying about reaching the finish line and more time reaping the benefits.. The entire installation and deployment is streamlined and efficient, making the timeframe reasonable and predictable – there are no surprises with a rapid-deployment implementation.

Defined Scope: Solution packages address a defined scope and stay on a budget

Rapid deployment solutions use a fixed-scope of work with a fixed-cost that remains within the defined budget (and this budget is based on company goals and solution performance). This is incredibly important for overall budget planning and ensuring that the solution provides what is needed and remains affordable.

As a direct result of the implementation, there can also be a reduction in service expenses, which can lead to an overall business cost reduction and provide full control over your ongoing budget.

The bottom line is that the initial cost and scope stay stagnant – no surprises and no astronomical costs – both great things.

Built-in Best Practices: Solution packages provide proven best practices

Look for software packages that are offered by companies with extensive experience in various industries. For instance, SAP offers to share its intellectual property by providing proven best practices, templates, guides, and educational material that supplement and support the solution and user adoption. These additions make the process run smoother and do not require you to recreate the wheel because, they’ve already created it for you.

Rapid Deployment solutions provide the building blocks of a sound business solutions strategy and will keep your company competitive into the future. Consider using one or more rapid-deployment solutions to solve your business problems and keep building and adapting to stay on the cusp of innovation.

SAP provides rapid deployment solutions, which can be found here: http://www54.sap.com/solutions/rapid-deployment.html

Also, find out why SAP Rapid Deployment Solutions can make your life easier.

We check our Gmail or Yahoo! email – that’s the cloud. We listen to music on iTunes – that’s the cloud.

We may even drive [in the age of technology] in the cloud – or could be soon enough.

A Little History

Beginning in 1996, the onboard diagnostics (OBD-II) port became mandatory for U.S. cars. The OBD is an automotive term referring to the vehicle’s self-diagnostic and reporting capabilities, which provide technicians with information about the health of a vehicle.

Back in the day, these diagnostic tools would let the owner know that there was a malfunction, simply by triggering a light that would appear on the dashboard and let the owner know that there was “something wrong” with “something.”

These indicators showed an issue and acted as a proactive alert to help drivers and technicians be more accurate in their diagnosis of a problem and deploy a repair before the car was too damaged.

Fast-Foward to Today

Today, the intersection between automobiles and consumer electronics is expanding and consumers are purchasing new vehicles while heavily considering the tech functions, and not putting as much emphasis on the power of the engine or other basic functions. A new car without hands-free technology? Let me see the upgraded version.

As these two concepts converge and become more intertwined, driving will change and manufacturers will have to consider the technological aspects of their vehicles to stay competitive. As many cars have OBD-IIs that provide very specific diagnostic information to the driver, using the cloud and linking an automobile to the web is a tested idea that can be helpful for any driver.

Car to Cloud Benefits Can Include:

• Becoming more knowledgeable about auto diagnostics and data – This year at the 2013 Consumer Electronics Show, the Delphi was introduced (and will soon be available). This small device can be plugged into a car (with a 1996 or later version of the OBD-II) and using a wireless network and the cloud, the information from the car’s OBD-II can be transmitted and displayed in an online dashboard allowing for a deeper analysis of the totality of the vehicle. This provides information about any issues with the car, where the car has traveled, and the user can set-up alerts to be notified when certain benchmarks are hit and the car needs to be serviced.

• A more customized driving experience - A new product, AgeroView cloud software, can allow automotive infotainment system displays to be accessed and modified remotely, allowing car owners to customize dashboards based on their needs. Car dealers can wirelessly download the diagnostic data from the car and address any issues when the car is serviced, and manufacturers can update and upgrade infotainment systems without getting into the hardware.

But with anything, combining cloud and cars also raises many considerations such as security and hacking (in the UK, BMW OBD’s were hacked and reprogrammed, and thieves were able to steal cars using a generic key)…but we can get into that another time.

Other features (beyond car and cloud) already implemented in the automotive industry can be separated into two categories:

• The Smart car – a smart car features software that is responsible for delivering functionality that, in the the past, were only made possible by analog devices

• Connectivity – providing high-speed, reliable, and secure communications between the car and services that providers offer

Also, new life-like robots can also drive your car while you nap in the backseat. Okay, not really, but maybe one day…

Think Apple store. If you’ve ever set foot in the store, or heard about it from a friend, you may understand that the Apple store isn’t just a retail store, but an entire experience. You walk in, are pleasantly greeted, have the ability to touch and feel products, and when you are ready to purchase, you don’t have to stand in a line. In fact, there isn’t a space to gather in a line (except outside the store when a new product is launching). Each associate has his/her own device for communicating with other associates and for processing your sale. You look, touch, test, purchase, and it’s all at your leisure by providing what you need, when and where you need it.

Now think about how that dedication to experience and service translates into Apple as being the retail store, which sells the highest amount of money per square foot. Something says that is not just a coincidence.

It’s no secret that today’s consumer is smarter, quicker, more demanding, and holds higher expectations for service providers. Often times a company’s unique selling point isn’t the service they provide (because it is most likely a commodity), but it’s more about the quality of service they provide…and the success of the business really comes down to satisfying the customer and making him/her happy.

Because of our on-the-go mindset, drive for instant gratification, and knowledge of technology, most consumers who do hold a higher set of expectations want the best service possible. As companies strive to carefully walk the line of customer satisfaction and attention coupled with not breaking the budget, using mobile apps and services have become a helpful resource in finding this balance.

Think back to the Apple store. Each associate is equipped with technology that allows him/her to complete any part of their job responsibility from anywhere in the store. Each associate has a mobile device with enterprise applications, which allows him/her to look up products, communicate with staff, schedule appointments, and process your payment. That is quality, that is convenience, and that is what consumers expect when they walk into the store.

Any company can take this model and apply it, because the main focus is on making the customer happy by providing exactly what they need. Companies with a field service workforce can transform the field into an instant experience of convenience and satisfaction for the customer using some of the most effective mobile apps that provide what the customer needs, when they need it.

But don’t worry, because this strategy doesn’t have to break the bank, and chances are, it will increase profitability and field success. Check out the infographic below for information on how mobile apps can delight customers and increase profitability.

We search to find the status of loved ones.

If we are directly involved in these events, we access social media to let our family and friends know that we are okay when other means of communication are unavailable (think Hurricane Sandy and the most used phrase on Facebook was, “We are okay”).

Sadly, with everything amazing and useful, comes the abuse, and social media is no stranger to this problem. In these same breaking news situations, there are those who create “false” news and fabricate photoshopped images of ridiculousness, spread unsupported rumors, and shockingly, created fake Facebook and Twitter accounts of those involved.

This appalls me.

Something that quickly came to mind today as I saw the tweets from the Boston Police Department featuring photos of the suspect, was hope that this outlet was going to assist officials in their investigation. Simultaneously, I started noticing fake Facebook profiles and Twitter accounts of the “bomber-[currently]-at-large” popping up. These fake attempts are clouding the real information and intercepting important facts that need to be disseminated…and, it makes me sick.

Although I do not think regulation is always the answer, I do think there are two things that can improve this situation:

• Social networks should take responsibility and action. When names are associated with events, these names should be “flagged” and monitored. If someone tries to create a new account using these names, the accounts should be required to go through an approval process to ensure authenticity. This could help reduce false accounts from being created and gaining attention.

• Reliable news sources should be pushed to the top. When searching for information on Twitter or Facebook, reliable sources should be optimized and pushed to the top of search results so users see that information first and aren’t bombarded with falsities. If users want to be informed, let’s inform them as accurately as possible.

As individuals, we need to think before we tweet, post, or share and take our role as “community reporters” a little more seriously. We should become more empathetic to these situations and consider the effects we can have on the situation as a whole. We should do our research and not believe everything “just because it’s on Facebook,” or because a friend posted it. Take responsibility.

This may be lofty thinking, but I think it’s something we need to think about as we continue using the Internet and social networks as media sources.

Companies were searching for Social Media Professionals

Since crafting the perfect job description and wrangling in a wave of innovators who have driven social media strategies across large companies and are figuring out the magic of social media ROI, companies have cracked the code and are finding what they need in a social media professional. Now, companies are moving on and are now searching for a new species – Data Scientists.

A Data Scientist or Data Analysis professional is the new black

These rare, hard-to-find employees require a very special skill set that most employees who have been in the workforce on the data or the marketing side have not developed. This combination of left-brain analytics and right-brain creativity will allow these data experts to not only figure out how to collect and analyze big data, but also what to do with it and how to translate it into terms and statistics that make sense to a corporate strategy and present to the company or the c-suite. In addition, these professionals must understand computer code, have excellent interpersonal skills, and use Powerpoint effectively. Who are these people? Where are these people?

After doing an informal content analysis of a few data scientist job descriptions, here are a few main (and interesting) skills that seem to be key to finding the “right” fit.

• Database and data mining experience – knowing how to collect and process data
• Ability to review secondary research and uncover algorithms
• Understand this sentence – “Appropriate statistical methodology such as binary choice, other generalized linear and nonparametric models or data reduction techniques such as clustering and factor analysis” and be able to do what it means
• Be a thought leader and innovator in the industry
• Ability to [effectively] present data findings in Powerpoint
• Understand the engineering team
• Understand the marketing team
• Be a strong communicator with excellent interpersonal skills

And, here is an excerpt of one Data Scientist job description, “As Data Scientist, you’ll wrestle large data sets to the ground and force them to tell interesting – and true! — stories about [company's] games and their players.”

Hmmm….

Partnering with sports teams and using data analysis to to build deeper data-based knowledge about sports has helped SAP connect with businesses and create new applications for analytics.

Businesspeople around the world have learned about SAP technology and how data-driven processes and strategies can be a complete game-changer, both on the court and in the boardroom – two places where important real-time decisions are being made on an ongoing basis.

In-memory database technology that allows large amounts of information to be accessed and queried without predetermined parameters, is helping to redefine how coaches and analysts look at game data and process the numbers that reflect player performance.

For the sport of tennis, the data analysis reports that are provided to coaches and analysts reveal the patterns of techniques behind players’ games and are used to help the players adjust their own techniques for improvement, and prepare pre-match by analyzing the opposition.

Through analysis, the data is categorized and visually displayed, making it easier to understand and apply. This same type of collected data is helping businesses gain a better understanding of their customers’ patterns based on historical behavior evaluation and applying those datasets to create predictive data patterns to create more powerful real-time and future interactions.

At sponsorship events like Sony Open Tennis, the value in data and technology are on display. Through engaging demonstrations and brand ambassadors who speak on behalf of their experiences, the information and energy flows, and there is a hands-on opportunity to see the technology in action.

Overall, the strategy and technology are quite similar as it applies across all industries – not just to sports, and not just to business situations. The more data and business intelligence that can be collected and used to power decisions, the better the decisions will be…and they will ultimately lead to more favorable and profitable outcomes on all levels.

I followed up by asking if anyone knew what Neilsen ratings were and only two half up/ half down hands raised without full confidence and with a puzzled look, which gave me reinforcement of what I already knew. Neilsen ratings, once a matter of great interest to consumers, are losing authority.

Now, the main audience of Neilsen ratings is focused more on advertisers and networks, but this all converges when figuring out and navigating user behaviors and what really matters to all audiences.

A recent article I read in Wired magazine, Welcome to the Platinum Age of TV, discussed the allure of television beyond the traditional television. Basically, the engagement of an audience with a TV show goes far beyond actually watching the show. Although Neilsen ratings are trying to change this for 2013-1204 (check out their new cross-platform report), they just do not provide the full picture of a show’s popularity and reach because essential data is lacking in their analytics.

Now, this isn’t to say that the current Neilsen ratings do not have merit – because they do. They still serve as the standard for gauging show watching/behaviors and reviewing the scope of an audience, but as viewers who appreciate shows on multiple screens, it’s not about what we watch when the show is available – it’s about what we watch when we are available.

(Note: For 2013, Neilsen has identified and will measure a new group of American households called “Zero-TV,” which do not fit the definition of the traditional TV household used in Neilsen studies.)

We live in the world where everything is at our fingertips and available when we need and want it. In fact, I am writing this post aboard a Delta Airlines flight from my bluetooth keyboard attached to my iPad at 10.21 p.m. with a pile of PDFs and magazines on the empty seat next to me. We know that what we want will be accessible when we are ready, and that is how we choose to consume ALL media. We also want to tell everyone about it using our online reach (read: social networks). We want to voice our opinion and tell our friends what we liked, don’t like, and engaging in a community with similar interests allows us to connect – albeit virtually.

There are a few companies who are working to measure the social media TV chatter (check out Bluefin Labs, recently acquired by Twitter) by tracking hashtag trends and mentions. Through a combination of this data and traditional ratings, Neilsen could create a new scale of measurement, which will redefine the social impact of TV viewership and lead to more interactive and crowd-sourced programming.

So, for production and for networks – will these additional analytics of user engagement, beyond what is collected through the Neilsen sample, change TV programming? Will that information provide a better snapshot into a show’s performance, audience interaction and interest, and ultimately lead to consumer-driven programming that goes beyond viewing habits and into analyzing sentiment and community?

Time will tell.

Coaches have always worked to plan plays by factoring in those statistics to provide a snapshot of the competition, and to plan a winning game strategy.

It’s about revealing the opponent’s weakness and making that your strength (think about baseball and how a coach will send a left-handed player with a good on-base percentage and speed, to hit against a left-handed pitcher, to result in a better chance of getting the player on base and scoring a run). The technology used to calculate that information is a combination of statistical equations and cross-tabulations.

Fast forward to 2013, and the statistical data associated with planning a winning sports strategy is now at the next level. It’s the advancement and acknowledgement of new technologies that are enabling today’s athletes and coaches to, not only plan a winning strategy, but to make a player better in every aspect – from their techniques through to their game mentality.

In tennis, technology has been an influencing factor in some key plays such as determining if that ball is in or out. This type of technology has created a definitive way of calling plays and leading to more accurate outcomes – something all sports players and fans can appreciate (I mean, what did we do before instant replay?).

Now, technology has gone beyond making more accurate calls and is transforming the game into one of specific player analysis, strategic planning, and reviewing historical and predictive data to decrease the winning margins and increase the chances of an underdog catching up to a superstar.

There are four main areas of data analysis that coaches and players are using to determine patterns of their players and opponents, and transform the game by changing their strategies as they approach game planning:

• Serve Direction – through the technology, first and second serve is tracked and plotted to show the performance of a player on each serve attempt. Post-match, this data is transformed into a visual representation of where shots are placed, and through cross tabulations, predictive analysis can show how a player will perform based on their personal patterns.

• Return Contact Point – the contact point shows the strike point and where a player returns the serve, which reveals their patterns and individual ability to return different types of serves. This is important for a coach to review and provide feedback on how to improve in specific situations.

• Shot Placement – it’s paramount to know and evaluate how each ball is hit and where it is placed. This part of the analysis shows if the hit was a slice or topspin, total number of unforced errors, and the groundstroke speed.

• Movement (court coverage) - the court coverage analysis produces a heatmap showing the players’ movement and how much of the court was covered through the match. Understanding where a player is standing (their comfort zone) and needs to stand, in comparison to where their opponent will be hitting can result in a much better return percentage.

Technology goes hand-in-hand with tennis and transforming the sport to take it to the next level. As the reporting structure for the data advances, and coaches and players start implementing the changes guided by the report implications, the sport will continue it’s competitive appeal and keep players strategically improving their games.

Problem: Gadget battery dies. This means that you can’t entertain yourself, communicate with the outside world, or Uber your ride home from the airport.

Solution: Portable charger. We know that all of our gadgets – laptops, tablets, smartphones, readers – require a charge. We also know that most airports still don’t offer enough outlets and when you do find a charging station, it is mobbed with travelers standing by their devices and plugged in until that charging percentage equals 100. To prevent this problem, invest in a portable charger. There are plenty of options and your choice will depend on the type of device you want to charge, how much you want to spend, and how you want to transport the device.

Consider the popular mophie, which can come in two useful options – a battery pack mophie that charges multiple devices (but it a little bulkier), and a mophie that attaches to your smartphone which, when activated, provides about a full charge and a half. These products will help you keep your charge on-the-go at a range of prices based on your need.

Another option is the Veho Pebble charger, which is small and fits in your bag. It will charge any device with the corresponding cord and has two options for input. Some Pebble versions have less power than a mophie, but it’s great for casual use and that extra boost when you need it.

Problem: You lost your luggage. You want to know where it is and solve that ever-plaguing airport mystery of how your luggage went to Cincinnati when you’re in Florida.

Solution: Luggage Locator. The most stressful part of any trip is when your arrive and your luggage does not. Now there is a great way to know if your luggage has arrived at your destination city, or not. Check out Trakdot, which is a small device that can be placed in checked luggage. When activated, the device sends information to a smartphone via SMS or through an app, which provides the GPS location of the bag. This device can provide peace of mind when the airline can’t tell you where your bag went, but you know that it’s the last suitcase spinning around on the carrier in a faraway city.

Problem: You walked around town exploring, but can’t remember exactly where you went…and you want to tell all your friends what you did and what you saw.

Solution: A Personal Tracker. Maybe this isn’t a traveler’s biggest concern, but I know that when I go exploring a city, I often forget exactly where I went and how I got there. I always try to remember the next time I land in the city, but because I have a poor sense of direction, I can never figure it out. That is, until I used a tracker.

A personal tracker, such as Trackstick, will track all of your steps and visits. When plugged into your computer, it will integrate with Google maps and show a personalized map of all your explorations. Another function is geotagging, which when synced with the time/date stamps on your uploaded images, shows a visual representation of where you were when you took the photos based on the data your tracker collected. This is pretty cool and provides a nice online “scrapbook.”

All three of these devices are small enough to pack, even with carrier restrictions on the size and weight of your baggage. Consider bringing them with you on your next vacation or business travel – they can ease the frustrations of travel and add to the pleasure of exploring your travel destination.

Even though learning the depth of the sport cannot happen over a few days by Googling, Wikipedia-ing, and Youtube-ing everything (I know because I tried), that is no reason to avoid attending a tournament, which is jam-packed with polo shirts, visors, great drinks, yummy food, and a cordial crowd. Factor in amazing athletes who calculate every move and play with intensity, demonstrate the utmost talent and professionalism, and have some awesome bodies, you end up with a laundry list of reasons why a tennis tournament is an event to attend and watch.

Now, just because you may not know what a nine-shot rally is or why that’s awesome, you don’t really have to know everything. Technology will help you by serving as your best friend and helping you [pretend] to know the game.

For the Sony Open Tennis tournament, SAP developed this year’s mobile app with the fan in mind. The app makes it a little easier to hang with the “cool crowd” and speak the lingo by providing everything you need/or want to know, in one organized space. Oh, and it’s free to download and even goes beyond the game to provide a map of the tournament venue that can even be sorted by bathrooms, food, and shopping locations (a must for those who are directionally challenged or hate carrying the paper map).

Wondering when Serena Williams is going to play? Great. Open the app, tap the schedule and the full line-up appears showing the order of matches and where they will take place. Tap the players icon, select Venus Williams, and you will see that she is currently ranked second, with 562 wins, and was born on September 29, 1981.

During a match, have the urge to give a quick elbow thrust and discuss the last shot? Tap the 3D Replay icon and watch virtual play-by-play replays of player performances, complete with a description so you’ll know when to say, “That was a nice 91 mph ace down the T.”

Want to impress your friends by telling them that Monica Seles was the youngest winner (in 1990 when she was 16 years, 3 months, and 23 days old) and Andre Agassi was the oldest ( in 2003 at 32 years, 11 months, and 1 day old)? Tap the event info and browse through the interesting event history and stats.

With all the facts, stats, instant action access, and match descriptions, having this mobile app at your fingertips can help you really start to walk the [tennis] walk…or you can simply pretend and just talk the [tennis] talk.

Crowdsourcing, as defined by Wikipedia.org, is the practice of obtaining needed services, ideas, or content by soliciting contributions from a large group of people, and especially from an online community, rather than from traditional employees or suppliers.

In business, ideas are crowdsourced online as an “easier” way to run informal focus groups and test and gauge consumer feedback for new products or services. Another key function that Apple and Best Buy uses crowdsourcing to manage is, customer support.

Crowdsourcing customer support allows a community of members to field and address questions and concerns from other users in a forum hosted on the company website. This community can include current users, employees, experts, and partners.

The main positives of crowdsourcing for customer support includes inviting the community of users to self-diagnose and solve some of their issues without using company personnel and therefore, reducing troubleshooting calls/emails, which could reduce customer support costs. However, this solution isn’t for every company, but there are some things to consider if this seems like a viable solution.

So, if you are considering crowdsourcing customer support, address these five questions before you get started.

1. Can your customer support be crowdsourced? It’s a simple question, but something to really think about before diving into this solution. Consider this question specifically in terms of your audience. Do you have brand loyalists, employees and/or experts who know enough about your top troubleshooting issues and can contribute insightful dialogue to the community? If not, you may end up with a forum full of unaddressed questions. Be sure there will be a process for reviewing questions and ensuring responses to some degree.

2. How will it effect your bottomline? Adding this function onto your website could accrue some costs (design, platform investment, etc.), but if the cost reduction from the support end appears to be higher than the initial investment and will result in a positive ROI, then the initiative is justified. Do a full cost assessment on both ends to determine if this will make sense in the short and long terms.

3. Can you manage the crowdsourced community? A potential risk when giving power to your community (and this is a risk that always exists) is what your community may say and how the issues will be addressed. These crowdsourced forums do need some community management and interventions here and there to ensure users are not abusing the space. If there is capacity for some community management, be sure to set initial ground rules for users and work out a process for compliance and mitigation.

4. Do your customers want this and will they use it? A really important question to address is finding out if customers will appreciate this type of service or if they will feel that it is a way for the company to avoid interactions. Will your audience embrace this community? It will only work if they do.

5. How will you measure the efficacy? With any initiative that costs money, there needs to be an element of measurement to ensure it is working and achieving the determined goals. Prior to launching the forum, determine how it will be measured and if it will factor in consumer sentiment or be strictly based upon the number of issues submitted, relevant solutions, visits, members, etc.

After answering these questions, the next step is to determine the logistics, implementation, and promotion.

Using crowdsourcing for customer support can be effective if implemented correctly and these questions are answered before launching.

Did I miss anything?

The Sony Open Tennis app is available for iPhone and Android users as a free download. Once downloaded, a user can open the app and start exploring – maybe by entering the contest for a chance to win a trip to the finals in Miami and receive star treatment along the way.

After entering the contest through a few taps, there are plenty of other functions that can make the fan experience better than expected, or make it come to life, even if you aren’t as close to the action as you’d like to be.

Here are a few highlights:

The Fan Zone. When you open the fan zone, there is plenty to do, including checking out official and un-official (aggregated using Instagram and the #sonyopen hashtag) photos, answering the polls of the day, watching videos, and/or purchasing tickets. The professional and fan-contributed photos show a great stream of action that paints a visual story of what’s happening. The polls ask fun, interactive questions (such as “who will serve the fastest serve?” and, “who will make the most noise on the court?”) and show the tally of audience opinions.

3D Replay. The Hawk-Eye virtual replay shows a virtual representation play-by-play of the current matches in real-time – convenient for those Aussie tennis fans who have trouble catching live broadcasts, but want to see what’s happening during their wee hours. The replay also shows data such as the serve direction, which can help fans understand exactly how a player is hitting.

News. The news function pulls in the most relevant news stories about the tournament and players. Browse the headlines and automatically become a little more knowledgeable about how players are performing and what they have to say about the weather, energy, and what they are doing off the court.

In addition, the app features a full schedule, player stats, the draw schedule, and detailed venue information. Learn more from this Behind the Scenes video.

Through the interactive fan center, virtual matches, and updated news, this app really does get you closer to the game, no matter how far away you really may be!

How about considering mobile apps to supplement your company’s HR functions?

Here are five reasons why employees want and need mobile apps, and how this technology can empower employees.

1. Convenience. Mobile apps for HR functions provide a wealth of convenience for employees. Part of the barrier to having an employee comply with proper processes for time off requests, expense reports, timesheets, and other paperwork, is that it isn’t always convenient to access or submit the documents. Mobile apps remove the need for paperwork and figuring out how to locate the documents and submit, since it can all be completed in the palm of their hand within a single application.

2. Speed. Paperwork takes more time to process than electronic submissions. Since paperwork requires the exchange of hands or emails, the time it takes to get from the initial request to finalizing can be twice as long. Mobile apps encompass the entire process as an electronic flow and can provide quick turnaround.

3. Streamlined Process. Using mobile apps streamlines the process into a specific flow and provides a framework. When submitting information electronically, the user is brought from step to step without other distractions that could affect the process from being completed the “right way.” The app is created using a logical flow that provides all the necessary steps and goes straight from beginning to end.

4. Less Room for Errors. Because the process is streamlined and guided, there is less room for errors. Electronic submissions can help to eliminate issues with incorrect translations in requirements and human error issues that can occur when processing paperwork, which then leads to higher accuracy.

5. Innovation. Some employees value the the concept of innovation within their company. Having a company that embraces innovation and technology can reinforce the idea that the company is not only looking out for customers and clients, but also for their internal workforce and this good will can lead to happier and more productive employees who know the company wants to make their job easier.

As employers strive for efficiency and productivity, employees strive for autonomy and empowerment. Although these ideals may seem to pull a workplace in different directions, these driving forces can work together to help build a successful strategy to satisfy both needs.

For more information about mobile apps to supplement HR functions, check out this eBook: Energizing the Workforce with Mobile HR.

When it comes to online stores, etailers ride the wave of selling online and reaping the benefits beyond brick and mortar retail stores and the added responsibilities physical stores must endure – rent, being in one location, physical security threats, etc.

However, now many etailers are using their data to implement a more solid side of the etail shops and finding a happy hybrid in maintaining online and opening real-life stores to satisfy shoppers using a multi-channel approach. A little of each, in moderation.

Is it working? Good question.

Famous etailers such as Kiddicare, a British internet-based baby specialist retailer, have broadened their selling tactics by opening mutiple retail locations to supplement their online shopping experience.

Kiddicare realized that some of their products needed to be felt, touched, and tested prior to use and that works well in a store setting. Kiddicare’s goal is to allow and invite consumers to shop online and enjoy, but to also enter a store to touch and test the products, and receive the same customized treatment that they would receive while browsing from their laptop, smartphone, or tablet.

This is possible.

The activation of loyalty programs that collect mountains of data about individual shoppers can easily transfer into offline shops, providing a unique and customized experience for shoppers and making each step of the process more relevant.

For years, online retailers have provided on-screen options such as “suggested items” and used an algorithm to pair products with behaviors. While some shoppers coined as creepy, these functions are more often classified by consumers as helpful when they are engaged in their shopping experience.

Now, this is being brought to life offline.

Imagine if you stepped into one of the stores and associates are using tablets and smartphones. An associate approaches you and “checks you in” during your visit. After checking in and based on your previous shopping trips and online behaviors, the retailer offers you an instant discount or free product that you can redeem during your trip – not after, not the next time you come, but DURING this trip. He/she also suggests some products and shows you where to find them in the store. That is relevant.

As etailers and retailers are doing what they can to collect and use data to create effective and customized experiences for shoppers, ultimately leading to a better experience, increased sales, and customer satisfaction, they are walking the line of finding that balance and moderation between the on/offline experience. Once they strike the balance, they may also strike the gold.

Augmented Reality (AR) is a technology that has been around for a few years and is used in marketing campaigns to help bring things and concepts “to life.” While you may have interacted with an AR campaign and didn’t even realize it, the technology is alive and thriving, being integrated into new marketing and ad campaigns for 2013.

According to Wikipedia, Augmented Reality is defined as, “the direct or indirect, view of a physical, real-world environment whose elements are augmented by computer-generated sensory input such as sound, video, graphics or GPS data.”

In basic terms, AR creates a digitally enhanced experience with elements that do not actually exist in the physical form, from an experience you are living in real-time. The technology uses a combination of backend technologies to generate images and/or other elements to make a unique experience.

In today’s digitized world, advertisers have jumped on this technology learned to leverage in a few ways. ComScore reports that there are approximately 129 million mobile phone users using a smartphone (55 percent market penetration), marketers have embraced that technology and empowered smartphones to simply use their camera app, scan specific products or images, and the augmented reality elements are displayed on user devices, therefore creating that digitally-enhanced “real-life” experience.

Starbucks, not to be left behind the curve when it comes to new technology and marketing, created a unique Cup Magic campaign, complete with an app, to be used over the holidays. After the app was downloaded, and was opened and used to scan a red Starbucks cup, the cup’s cast of interactive characters were brought to life and created a wintery scene of excitement and happiness – an experience beyond the cup, accessible at the palm of the drinker’s hand and with the touch of the fingertip.

A more full-bodied experience could be found at London’s Victoria’s station when the company, Lynx (known in the United States as Axe), launched an AR campaign by placing a standing pad on the station floor, that when activated by a traveler standing in the center, provided a big screen view displaying his/herself interacting with a digitally generated angel that seemed to have “fallen from the sky.” This campaign proved to be interactive, fun, and a PR stunt that drew a ton of attention.

One last unique campaign, launched in 2010, was Hallmark’s interactive card that brought the traditional card “to life.” When the recipient received the card, visited the link displayed on the card via their computer, downloaded a plugin, and held their card up to their computer camera, their card magically came to live and responded to the movement of the card in front of the camera. This campaign was an effort to bring traditional cards into the digital age and bridge the gap between the ages.

Overall, AR doesn’t seem to be a technology that is fading away, but potentially drawing new energy as it is incorporated to some of the latest tech toys including Google Glass. I guess we will see where this takes us!

Photo via Google Glass Project.

…But, that doesn’t mean it’s time to relax and rest on your laurels, because there is always something to consider when using cloud technology and ensuring that you are “getting it right,” protecting your data/information, and mitigating risks as much as possible.

A main consideration, and it could be your next step to address it, is the creation and implementation of a multi-cloud strategy, which is powerful for risk mitigation and can be the foundation of a crisis plan. A multi-cloud strategy refers to the process of running cloud-based deployments on multiple cloud providers. Although this may sound redundant, it’s the redundancy and added layer of security that could be the difference between a crisis, and a well-c0ntroled, quickly addressed situation.

Service Provider Downtime

A main concern is the failure of a service provider to operate. If there is a deployment of multiple cloud strategies, when one cloud provider experiences difficulties, the deployments can remain operating by transferring to the backup option. This contingency plan leaves little room for downtime and can save time and money.

Reduced Vulnerability

Another concern is vulnerability. If you are using a multi-cloud strategy and there is a vulnerability or a breach in security in a provider, you can simply shut down the servers on the vulnerable or affected provider with little or no impact to your operations. This can happen quickly, flawlessly, and without much room for error.

Creating and using a multi-cloud strategy could be an integral proactive preventative solution to a problem that may be about to happen…because, as with anything, there is always the potential for failure or malfunction and cloud-based services are not immune. The workaround is to anticipate potential issues, plan for the worst, and hope for the best.

According to the predictions of industry experts, technicians with wireless access to a formal packaged field service management solution in a large enterprise will increase to approximately 50 percent by the end of 2013. This observation is largely based on the spectrum of benefits that accompany CRM and Work manager mobile apps that can reduce costs, boost service levels, and increase service revenue.

If you’re thinking of deploying a Field Service Mobile Strategy, here are ten questions to ask that will help you know if you should make the leap.

• Do you have a portion of your workforce working outside of the office?

• Does your out-of-the-office workforce need to communicate with the back office for projects and service delivery?

• Do your field workers ever get lost or need assistance finding job sites?

• Do your field service workers need to report their time and travel, and submit expense reports?

• Is your field service profitability affected by the rising costs of fuel and/or vehicle maintenance?

• Could your field service workforce benefit from collaboration with those in the office and other field service workers?

• Would specific data collected onsite at projects be helpful to improve your business functions or bottom line?

• Do you need to quickly document projects and provide documentation to the office and end-user?

• Do you currently use a customer relationship management tool (CRM)?

• Would you like to collect instant feedback from clients and completed projects?

If you answered “yes” to any of these questions, you may have an urgent need to support your field service workers with a mobile strategy and full-service solution.

For more information about how a mobile can transform field service and provide benefits that touch the bottom line, check out this ebook.

Any company that has more than five customers or clients should consider using a CRM tool and the best tools are those that exist in the cloud. Cloud-based software, especially for CRM, is “all the rage,” and for really great reasons.

Here are seven:

1. Access…from anywhere. Because of the nature of cloud-based systems, an associate can login from just about anywhere with Internet and be able to access their account and client/customer information. This can be helpful when making last minute sales calls, closing a sale from a remote location, and finding contact information on-the-go.

2. Great mobile apps. Another layer to being able to access information from anywhere, is the mobility aspect, which accompanies most CRM solutions. Most service providers have a robust enough mobile application that can be downloaded onto an Adroid or iOS device, and the most important information is readily available once the app is activated. This really compliments those who travel often, or run from meeting to meeting throughout the day and need information quickly.

3. Scalability. Because cloud-based systems are flexible with providing capacity, cloud-based CRMs can allow a company to scale up or down depending on their needs. That might mean that a company only needs a certain amount of contacts and storage, but as their company grows, they need to increase capacity without waiting for an entire new program to be written or a lengthy upgrade. Often times, with cloud-based CRMs, a company can notify the provider and instantly expand their capacity based on current needs. This can happen almost instantly!

4. Flexible integration. The way many companies use CRM systems is by keeping it updated and serving as a database of all client/customer information. Other applications or software that provide added services (email clients, etc.) are linked directly to the CRM to allow seamless information exchange between the technologies. With a cloud-based CRM system, these integrations are usually much easier to initiate and maintain.

5. Collaboration. Cloud-based CRM systems allow users to have their own logins and therefore, multiple accounts can be logged in at the same time and working on edits to contacts or other information. This also prevents information from being stored and isolated on individual devices, as it provides an easy-to-understand option for sharing.

6. Data backup. Since a company stores such a vast amount of confidential and powerful information within a CRM, a key component is to be sure the data is backed up in more than one place, and an external data warehouse can be secure, safe, and provide the bandwidth needed by a company with lots of data. Cloud-based CRMs pay close attention to their backup policies and usually have a recovery process if data was disturbed or breached.

7. Social CRM Option. Now, more CRM systems are upgrading to include a social CRM aspect. This allows interactions with clients/customers in the social space to be tracked through the system and provide a more holistic approach to customer service by integrating any social interactions (especially if a company uses social media for customer relations). Using a cloud-based system will give you instant access to the updates and expanded offerings without having to download a new program and/or upgrade all devices.

Check out this infographic from CRM Software blog that list some of the best CRM systems.

Does your company use a cloud-based CRM? What do you think makes it awesome?

Malware can be a lot more serious than what we see on the surface, in terms of bugs in our software, but it also has a newer, personal target, that if affected, can result in a much more invasive and threatening situation.

Malware’s most recent and disconcerting target is your personal mobile device. Hackers are becoming smarter and creating software, that when installed on your mobile phone, can perform tasks such as monitoring your phone calls, using your camera to record your actions, and accessing all of your contacts, emails, and photos.

Because of these capabilities, those known to have sensitive or proprietary information potentially stored on their devices, are carrying targets on their backs and can fall victim to these tricks. This is also a big concern for companies with BYOD (bring your own device) policies who aren’t using enterprise applications to keep information constrained and secure (although this may not prevent all of the security issues presented by malware invasions).

Even if you don’t have sensitive material, you still have personal material and you are still at risk. You should be aware of this potential issue and protect yourself by following these three simple rules.

1. Lock your phone. Create a code and lock your phone so you don’t become prey to those who try to scan your phone by simply standing next to you or rubbing your phone with theirs. There are even hackers who try to access your device and information when you’re connected to an unsecured wifi connection. So add a lock (and don’t make the code obvious) and be sure to keep it locked when not in use.

2. Do not click. Most of the mobile malware that is infecting devices right now is being transmitted through text messages that appear to be from a trusted source and prompt you to click with a call to action such as, “click this link to update to the latest software,” or “click to confirm your account.” If you receive this type of message, be skeptical of the number that sent you the text and the action associated with the message. When in doubt, don’t click.

3. Install updates. Operating systems issue software updates, which often contain patches that change the necessary code hackers use to penetrate the systems and install the malware. Keeping your software updated is a necessary step in preventing the success of some of these attacks and will keep you better protected. It’s usually easy to do, but be sure you backup your data before you update!

These three tips may not keep you immune from mobile malware, but they will definitely keep you less susceptible to contracting the infections.

Although, with any function, the debate is still on as to whether or not face-to-face interaction is still prominent, most mobile deployments begin with a strategy composed of a hybrid approach that provides the best of both, making the overall effort most effective.

To transition your HR function to mobile space, you must begin with a strategy and avoid approaching ad-hoc. Follow these four steps (and check out this ebook for additional information):

1. Commit to achieving a quick win. Decide that once you get started, you are going to need internal buy-in from employees and stakeholders. If you can show a positive return on the investment and improve the satisfaction of employees, you can win right out of the gate. Also, when you experience a quick success, your team will gain valuable experience and confidence using the minimum of time and resources.

2. Deploy useful mobile apps. To get the quick win, identify one or two mobile apps that have the potential to deliver the greatest impact for the least expense, and will create a positive impact on processes and create a positive opinion from employees. This could include vacation and leave requests, expense reports, time tracking, or pay data – all things important to employees and processes that could be expedited through these apps. There are other HR and human capital management apps can be considered, but base them on your specific company/employee needs. It might make sense to poll employees to find out exactly what they want, and use that data to help your team choose the right apps to roll out in the beginning.

3. Pilot Test. Once the apps are chosen and created, choose a subgroup within the company to test-drive the new apps and ask them to be pioneers in testing the mobile HR initiative. You can choose a group of executives who travel, or recruitment managers and have them use the apps and provide feedback. Give them some ownership in the process to help build a sense of connectivity and acceptance.

4. Focus on Low Investment and High Return. While pilot testing specific applications, figure out the prioritization of following initiatives by asking questions such as:

• Do employees travel often?
• Do you need to quickly fill open positions?
• Is the rest of your workforce on the move?

These questions will help you understand how the mobile strategy will most effectively impact the company as a whole. Once you determined the main audiences on which to focus and the return associated with those applications, continue launching small test groups to fuel adoption.

Lastly, be sure to stay current and keep building in additional apps and functionality. Look at transitioning other company functions into the mobile space (if they aren’t already there) by using the HR initiative as a case study to fuel other departments – mobile business analytics, sales and marketing management tools, and potentially customer-facing apps.