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PUTTING DIGITAL AT THE HEART

OF YOUR BUSINESS:
A 7 STEP APPROACH TO DIGITAL TRANSFORMATION
CONTENTS
What is Digital Transformation? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
What digital business means in practice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
1. Changing user demand . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
2. Changing competitive landscape . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
3. Changing technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
The barriers to Digital Transformation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
7 steps to a successful digital business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Step 1: Formulate your digital strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Step 2: Make people as important as technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Step 3: Transform legacy architecture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Digital transformation checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
Step 4: Modernize legacy processes and attitudes . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
Step 5: Use mobile as a catalyst . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
Step 6: Harness the power of APIs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Step 7: Stay secure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
The last word . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

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WHAT IS DIGITAL
TRANSFORMATION?
Digital technologies are creating new business designs by blurring the boundaries between physical
and virtual worlds. Like the industrial revolution of the 18th and 19th centuries, which changed our
way of life with machines, digital business will disrupt all manner of organizationsmaking prior
models obsolete and creating incredible opportunities for those who can visualize the possibilities.

DIGITAL + TRANSFORMATION = DIGITAL


TRANSFORMATION
Any technology Wholesale change to the Radical innovation of
that virtually foundation of your business: your customer experience,
connects people what it sells, to whom, and operational processes,
and machines how you go to market. leadership, and culture,
with each enabled by digital tools.
other or with
information.
Digital business is the creation
of new business designs by
blurring the digital and physical
worlds. It promises to usher in WHAT IS NOT DIGITAL TRANSFORMATION?
an unprecedented convergence
of people, business and things eBusiness or the Internet of Things
that disrupts existing business
A tactic or isolated project
models even those born of the
Internet and e-business eras. A technology platform or IT initiative
An increase or shift in technology spending
Jorge Lopez, vice president,
Gartner Inc. An add-on to existing investments in traditional touch-points or systems
Migrating current physical practices or processes to the digital realm

3
WHAT DIGITAL BUSINESS
MEANS IN PRACTICE
Rather than simply enhancing and supporting traditional methods, the use of digital
technologies should enable brand new types of innovation and creativity. However, most of
us have grown up with rigid, legacy technology-based business systemsprocess-oriented
and mostly built around predictable, repeatable steps. If this sounds familiar, your business
DIGITAL LEADERS ARE MORE model may now be under threat from digital Darwinisma tipping point caused by digital
LIKELY TO HAVE: technologies and downstream market effects. Or perhaps nimbler, lower cost-base competitors
Revenue growth over 10% are about to overtake you with a more innovative approach, better use of data or smarter use
of technology. In this climate, business as usual is certainly no longer good enough.
Profit margins higher than the
industry average
DIGITAL TRANSFORMATION INVOLVES:
A CEO who understands digital Shifting your business from a legacy mind-set to a digital by default way of working and thinking
opportunities and threats
Ending the segregated mentality
A CIO who is a digital master or
digital coach A strategy and program that touches every function of your organization

A clearly defined digital vision Fostering innovation through experimentation and learning
and strategy
New business models that incorporate digitized assets
Digitally proficient leaders at Increased use of technology to improve the experience of your employees, customers, suppliers,
multiple levels
partners and stakeholders
Source:
Driving Digital Transformation. This eBook explores the forces that are driving digital transformation, the obstacles that are
Harvard Business Review, 2015.
preventing organizations from making the leap, and the tools and techniques that you can
start applying to your own business models to ensure survival of the fittest.

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1. CHANGING USER DEMAND
CUSTOMERS
Customers believe they can use complex products to live simpler, more convenient lives.
Accustomed to getting answers on demand from search engines, customers expect similar
responsiveness from enterprises.

The data-to-decisions cycle is key to digital transformation. As data transforms to information,


patterns emerge that create insight. Organizations must now consider what data can be used
to create differentiated customer experiences, what can be brokered, and how they can use
1. Changing end these insights to build new business models.
user demand
2. Changing
competition EMPLOYEES
Digital innovations are disrupting where, when, how, and why we workand even what we
work on. Digital proficiency, not age, is the new key determinant of technology adoption.
3. Changing
technology Organizations must gear their digital strategy to four generations of workers1 which can be
segmented as follows:

DIGITAL NATIVES who grew up with (and are therefore comfortable with) digital
CHANGING TIMES
Digital business transformation is
DIGITAL IMMIGRANTS who have crossed into the digital world
being driven by different aspects
DIGITAL VOYEURS who cautiously recognize the digital shift at arms length
of change.
DIGITAL DISENGAGED who have given up on digital and ignore its impact

Ray Wang, Constellation Research, 2013


1

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2. CHANGING COMPETITIVE
LANDSCAPE
Size, which was once a competitive advantage, is now becoming something of a liability.
Technology is levelling the playing field for businesses of every size. Cutting out the middle
man is a growing trend in markets that are not over-regulated, stripping out transaction costs.
And not only the technology sector is witnessing upheaval. A growing number of industries
value innovation much higher than tradition.

DISRUPTION IS THE NEW NORMAL


Companies with disruptive business modelssuch as Uber, Netflix, and Airbnbhave become
household names. Pay-as-you-drive insurance is gaining a foothold, and various health
initiatives are connecting patients with clinicians in new, life-changing ways.

Its no longer enough for retailers to build apps or e-commerce websites; they are under
pressure to keep pace by making brick and mortar venues mobile-friendly, accepting mobile
payments and using location technology to engage customers. Also, many brick-and-mortar
stores are closing and main streets are facing desertification because their retailers dont sell
a unique product or have clear brand value.
A successful business is the
hardest organization to change
ARE YOU LEAVING THE DOOR AJAR FOR AGILE COMPETITORS?
Professor Jerry Wind, Few established businesses have a single view of the customer. Ignorance of the customer
The Wharton School,
journey and order history is no longer acceptable in the digital ageeven in the B2B sector.
University of Pennsylvania
These knowledge gaps presents opportunities for aggressive new entrants or born-digital
disruptors to move in quickly with a more customer-centric, service-based approach.

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3. CHANGING TECHNOLOGY
CLOUD
Cloud is a growth engine for businessnot least because it enables organizations to align their
resources and strategy to dynamic forces in the competitive environment. Cloud supports
business model innovation by allowing risk-averse organizations to experimentand failfast.
Profit-making parts of the business, such as sales and customer service, gain greater influence
and involvement in technology decisions and selection, while IT can continually optimize the
performance of operations and applications at a cost that scales with growth.

MOBILE
In everyday life, we keep our mobile devices close. Companies must recognize this reliance, and
do whatever it takes to meet users in the digital spaces where they live, play, work and shop.
Organizations have already enjoyed varying degrees of success by mobilizing workflows and
providing anytime, anywhere access to back-office systems. But as a piece of the larger digital
transformation puzzle, mobility needs to be recognized for its ability to create interactions with
things, data, people and placesnot just apps. An analysis of app usage can help organizations
understand contextual needs, preferences, and behaviorsin essence, what users are doing
with their devices, when theyre doing it, where theyre doing it and how much time they spend
doing it.

INTERNET OF THINGS
Sensors and networking technologies are now allowing objects to share data with other objects
and systems. As the cost of these technologies has fallen dramatically in recent years, almost
any aspect of our environmentnatural systems, humans systems and physical objectscan
potentially connect and interact. Among the challenges this creates is the need to manage
the data explosion generated by connected devices, and convert it into actionable, real-time

7
insights at a massive scale. Organizations that can put right-time information and decision-
making capability into users hands can transform their ability to work effectively from any
location, accomplish business tasks more efficiently, and proactively manage operations and
the supply chain.

OPEN SOURCE
Open source software is at the heart of the digital revolution, and even proprietary software
providers are realizing the benefits of employing open source components. Widespread adoption
is making open source technologies more scalable, adaptable, and affordableall necessary for
digital transformation. Open source will play a major role in producing the next generation of
high-performance computing clusters that underpin big data analysis and applications, parsing
massive volumes of data. With the relative decline of the desktop, open source is increasingly
serving as the foundation for enterprise-grade mobile management, allowing developers
to build and launch products quickly and at scale. Additionally, open source programming
languages, databases, middleware, and other tools continue to fuel mobile development.

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THE BARRIERS TO DIGITAL
TRANSFORMATION
If digital transformation is an inevitability, whats stopping organizations from taking the first
44% step? The recent Harvard Business Review study, Driving Digital Transformation, yields
41% some valuable insights, which well examine in turn:
36%
Organizational silos ORGANIZATIONAL SILOS
Todays customers expect interaction based around them, not on a companys products
43%
and services. Connectivity is the new path to revenue, but this requires previously siloed
42%
databases and applications to be opened up so that data and functionality can be accessed
34%
Legacy processes
across organizational or global boundaries. IT development teams may be able to move fast
individually, but find their work hampered by a lack of support from less agile business units
30% or misalignment with changing enterprise priorities.
43%
44% LEGACY PROCESSES
Cultural resistance to change
Monolithic, inflexible architecture, combined with an ageing application estate (often comprising
24% home-grown systems) can make digital transformation feel like trying to upgrade the London
39% Underground or New York Subway: its hard to make structural improvements while keeping
41% the trains running. Many businesses are also shackled by legacy technology management
Lack of innovative thinking processes outdated project approval cycles, design and development methodologies with
throughout the business pages of requirements that become irrelevant before a line of code is even written, and a
18% history of two change windows a year, which no longer matches the needs or speeds of todays
42% users.
57%
Lack of digital leadership

Leaders Followers Laggards

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CULTURAL RESISTANCE TO CHANGE
Many organizations are experiencing frog in boiling water syndrome waiting until technology
trends actively threaten their business or even until their balance sheet shows visible signs
of suffering. Some are simply risk-averse, perceiving that while digital transformation yields
valuable new revenue opportunities, it could divert attention from their core business and
competencies.

LACK OF INNOVATIVE THINKING


While traditional organizations find comfort in sticking to what they know, risk-taking is an
essential ingredient of digital business. Digital transformation requires a tolerance for trial and
error, so enterprises need to create a culture in which employees can explore and fail without
fear. Companies that avoid risk-taking are not only unlikely to thrive but also stand to lose
talent, as employees across all age groups want to work for digital leaders.

LACK OF DIGITAL LEADERSHIP


Digital transformation calls for a top-down approach, with a dedicated CIO, Chief Digital Officer
or Digital Czar to spearhead change. Such digital leaders must act as evangelists and digital
coaches to align fellow C-level executives and inspire and educate the business at large on
what is possible with digital technology. Old-school leaders who dont get digital are unable
to put in place and manage the people, processes and technologies to execute the digital
vision and strategy.

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7 STEPS TO A SUCCESSFUL
DIGITAL BUSINESS
STEP 1: FORMULATE YOUR DIGITAL STRATEGY
The ability to digitally re-imagine a business is largely determined by a clear, coherent digital
strategyalbeit one that is subject to regular review.

Early stage (less digitally mature) organizations tend to focus on individual technologies
and have strategies that are decidedly operational in focus. However, digital fluency doesnt
demand mastery of technologies, but the ability to articulate the value of digital technologies
to the organizations future and work backwards from there.

EXPAND YOUR INNOVATION ECOSYSTEM


Your innovation ecosystem should extend beyond your immediate workforce. Collaborating
with customers can help you accurately understand their needs and create relevant services.
Similarly, involving suppliers upstream can yield a clear picture of their challenges, reveal the
benefits of network-enabled co-operation, and gain their support.

OUTPACE CHANGE
Remember that while the digital landscape shifts rapidly, changes to regulation and corporate
policy are rarely as swift. However, you only have to look at the gains made in highly-regulated
industries such as telecoms, financial services, and healthcare, to see that digital innovation
can still flourish. Successful initiatives require multi-disciplinary engagement across the
enterprise, and an emphasis on interoperability. connectivity, delivery, and rigorous change
management.

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MEASURE YOUR WINS AT EVERY STEP
Note the concrete benefits at each stage of the digital transformation journeyrather than
wait for pay-off in the indefinite future. Digital transformation is a continuous business
improvement, one that that organizations should undertake as a matter of course to stay
ahead of new entrants to the market.

What might the digital transformation journey look like?

Assess Align Establish Transform

Insights Roadmap Training

Risk KPIs Infrastructure People


Opportunities Strategy Compliance Culture

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STEP 2: MAKE PEOPLE AS IMPORTANT
AS TECHNOLOGY
The role of a digital leader is about much more than technology. Not everyone in the
organization will adapt readily to digital transformation. There may be inertia, defensiveness
or internal politics to overcome. Here are a few pointers.

PROMOTE A DIGITAL MINDSET


While IT is not everyones job, leaders need to understand why technology is important and
how to use it. They dont need to be experts, but rather enthusiastic consumers of technology.
It pays to identify T-shaped people within the organizationthose who have strong vertical
expertise coupled with a wider knowledge of digital disciplines. These individuals can help
find opportunities for collaboration or innovation, and evangelize among their colleagues. As
technology becomes a means rather than an end, digital leaders should also engage HR and
marketing to simplify and amplify the way IT communicates within the business.

DEVELOP DIGITAL COMPETENCY


Context and culture are important considerations of any transformation strategy, and digital
dynamics will undoubtedly impact core HR processes. Leaders need to recognize the varying
levels of digital proficiency and appetite within their community, and offer change management
workshops that educate employees on the benefits of digital. Organizations may need to
redefine their competency frameworks if they are to attract and nurture a digitally talented
workforce to replace traditional talent pools. To promote and reward digital culture,develop
social KPIs that reflect collaboration and knowledge-sharingactivities that are intrinsically
linked to overall business performance. Leaders should carve out time for digital forums and
engage with their industry peers to learn from their strategies, successes, and (especially)
failures.

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GIVE SOCIAL A GREATER VOICE
An organizations social footprint is a key part of its digital strategy. Flexible learning
opportunities should be provided to cultivate social media skills among the workforce. As
social media becomes an increasingly important means of communication in the workplace
and not just in peoples personal lives, organizations need to tap into its potential to promote
greater collaboration and enhance their knowledge base in new ways. This creates some
interesting challenges in terms of redefining privacy, internal communications and employee
engagement policies based on social networking services. Reputation governance needs to be
more dynamic and transparent than ever before.

PLAN FOR INEVITABLE OBSOLESCENCE


Automation isnt confined to production linesthe advent of real-time analytical intelligence
means its increasingly spreading to knowledge work. Some job categories may well supplanted
by automation in the coming years, so organizations must prepare for the possibility that
some jobs will be rendered obsolete. Certain responsibilities may need to be restructured, and
training and learning opportunities offered to ensure employee value.

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STEP 3: TRANSFORM LEGACY ARCHITECTURE
Unlike businesses that are born digital, traditional companies need to build an architecture
designed for the digital enterprise on top of a legacy foundation.

Many established organizations will need to resolve a combination of different applications,


development languages, platforms, and solutions, and move toward a lightweight framework.
This liberates the business from isolated and unwieldy infrastructure that stifle innovation,
and limits the negative effects of shadow IT.

As such, most organizations will create a hybrid architecture, managing transactional platforms
for scalability and resilience, while optimizing other systems for customer experience. This
construction should be underpinned by:

ONGOING SOFTWARE DELIVERY based on a blend of methodologies combining the


benefits of agile (iterative development, continuous delivery) with a more traditional waterfall
model

A DEVOPS MIND-SET allowing continuous cross-channel development and deployment in


hours rather than weeks, and enabling system upgrades that affect user experience with zero
downtime

GROWING USE OF OPEN SOURCE TECHNOLOGIES for affordable and scalable


data storage clustering, high performance computing and mobile development, and
faster,community-powered innovation

REAL-TIME DATA ANALYTICS, as an integral part of operational processes

SIMPLIFIED CONFIGURATION AND DEVELOPMENT allowing business users to customize


automated processes and create applications without coding or developer support

AUTOMATED SCALING OF IT PLATFORMS using private and public cloud environments

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DIGITAL TRANSFORMATION
CHECKLIST
 n open software architecture that connects applications, services, and devices
A
while controlling service deployment and versioning

 secure operating system that protects enterprise applications, services and


A
data across physical, virtual and cloud deployments with capabilities like network
firewall control and secure containers for application isolation

 console for managing systems and defining operating environments to improve


A
system consistency

 mobile application development platform that accelerates the development,


A
integration, deployment, and management of all mobile solutions, with centralised
security control

 n enterprise application platform that allows you to quickly develop and deploy
A
applications and deliver new products and services to partners

Infrastructure as a Service (IaaS) that provides safe, trustworthy, and reliable


cloud platforms

 latform as a Service (PaaS) that provides the tools and services your IT team
P
needs to develop and deploy applications to a cloud environment

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STEP 4: MODERNIZE LEGACY
PROCESSES AND ATTITUDES
THE 80/20 RULE APPLIES
Around 20% of digital transformation is about improving existing channels. The other 80% is
about understanding the changing ways in which your customers and associates use digital
channels to access information. If you want the benefits of design thinking and agile software
development, track user feedback using cross-touchpoint metrics.

DEVELOPING AT THE SPEED OF DEMAND


Digital businesses need the ability to win quick or fail fast. Setting your organization up
for success requires tighter integration of your business model, customer experience, and
technology design than ever before. Its time to embrace a more collaborative model between
IT and business, and consider technology choices that reduce complexity. Youll need to
compress your planning horizonand re-plan regularly. Youll also need to deliver changes
frequently, rather than on a traditional test-and-release management schedule.

A COMMON SET OF PLATFORMS, PIPES AND PEOPLE


Building a digital hub gives you a common set of platforms or pipes to unite and deliver
If you are to realize the benefits data. Centralization can also support the development of a digital services catalog to avoid
of design thinking and agile redundant or duplicated efforts. As your transformation program progresses and projects grow
software development, youll simultaneously, however, governance, compliance issues, and internal process inefficiencies
have to place greater trust in need to be managed. Consider setting up a Center of Excellence to handle best practice and
your customers and partners. knowledge-sharing, developing business cases, prioritizing funds and resources, re-use of
code and integrations, streamlining architectures, standardization of policies, and regulatory
compliance across business units and territories.

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STEP 5: USE MOBILE AS A CATALYST
With almost everyone becoming a mobile user, youll want to take advantage of mobile to
run, grow and transform your business. With a focus on innovation and integration, mobility
initiatives can act as the gateway for further digital enablement.

INSPIRED BY THE CUSTOMER


Some of the latest smartphones boast 17 or more sensors, from cameras and microphones to
accelerometers and fingerprint readers. These generate a massive amount of data that can
be analyzed to provide insight into new features and business models to build in future app
iterations. To help developers prioritize must-haves and deliver a better user experience, focus
not only on gaining a 360 view of the customer, but on providing a 360 view of your business
to the customer in return. That might include showing customers what they have purchased,
the last channel they used, facts about your business, connections to similar customers,
information they want to know, and products and services they dont yet know they need.

DRIVEN BY THE BUSINESS


Mobile is a cross-disciplinary collaboration, community powered, on a common platform that
allows a range of devices to integrate efficiently and share data. Business areas should retain
control over specifying requirements and perhaps even prototyping the front-end functionality
of an app, with the IT department acting as a facilitator. Consider the strategic drivers behind
an initiative, whether thats cost competitiveness, process efficiency, customer service,
organizational agility, or a specific industry challenge. Dont be afraid to let end users conceive
new ideas and apps that will increase employee productivity or customer satisfaction.

18
POWERED BY I.T.
Secure, centralized and repeatable back-end connectivity essential to any mobile value
proposition. Incorporate data distribution technologies within your development cycle that
intelligently assess data, ensuring only the most up-to-date information is sent instantly. Be
agnostic when it comes to devices, operating systems, app approach (native, HTML5, hybrid or
web) and platform. Use analytics to support storage, scalability, user access, and management
of all mobile application assetsand feed usage information back to developers to further
streamline apps for usability. This will lead to better retention and improved revenue-generating
opportunities.

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STEP 6: HARNESS THE POWER OF APIS
For organizations that crave stability, digital transformation may seem synonymous with
upheaval. Application programming interfaces (APIs) offer a way to change your business,
adapt your legacy environment, and eliminate standalone components with minimal
disruption.

A well-designed API is a sophisticated way to connect business assetsIT systems, internal


and external personnel, client applications and customersto maximize their potential value.
It powers digital products and services by making back-end systems available for reuse in new
web and mobile apps, while allowing developers to build client apps that users will really value.

APIs can help large, traditional enterprises act like smaller, nimbler firms by increasing their
agilityor conversely, enable start-up organizations to expand their presence rapidly across
new territories. APIs can motivate digital transformation by speeding up the creation of web
and mobile-based apps.

THE API VALUE CHAIN


Back-end API App Client End
Systems Providers Developers Apps Users

20
By securely unlocking data from back-end systems in a repeatable way, APIs can play a critical
role in B2B or B2E application development such as:

Generating new revenue streams

Extending customer reach and value by offering existing services via new devices and
platforms

Supporting sales and marketing with engaging and immersive functionality

Stimulating technical innovation by making it easier to implement ideas without changing


back-end systems

API projects are typically owned by business units whose focus is on revenue generation, while
meeting the needs of application developers. Programs should focus on user adoption, and
design decisions should clearly set out the core strategic business aims, the key metrics that
will be used to measure success, and the ongoing tasks that will allow the program to continue
to meet its objectives.

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STEP 7: STAY SECURE
The adoption of social, mobile, analytics, cloud and IoT technologies can potentially make
organizations bigger targets for cyber threats and damage to brand reputation. But the
threats facing digital businesses are not much different from those faced by traditional
enterprise networkshackers, security breaches, unpatched code, unexpected inputs and
errorsjust on a much greater scale.

THE NEED FOR NEW RULES


The need for new rules comes from three main aspects of digital business: faster and more
integrated business cycles, new risks, and increased need for governance. As businesses move
towards systems of systems comprised of hundreds of thousands of devices, they will need to
create a secure and trusted environment from the sensor to the user. Environmental awareness,
proper patching, vulnerability awareness, event logging, authentication, input sanitization,
and other rote security tasks assume much greater importance in the digital enterprise.

PROACTIVE SECURITY FOR DIGITAL BUSINESS


Design security up front rather than post-deployment
The advantages of digital
transformation are so significant Prioritize security approaches according to the value of the assets to be protected
that companies cannot afford to
defer progress by being overly Implement segmentation and defense-in-depth by isolating systems and firewalling specific
cautious. aspects of critical data and other doors between various pieces of the network

Shield sensitive enterprise IoT data and assets from the wider network of connected devices

Maintain a trust but verify mindset when managing network devices and harden the IoT
gateways that connect devices to back-end systems

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THE LAST WORD
Digital transformation is prompting a rethink of software architecture,
technologies, development methodologies, business processes, roles,
and responsibilities to achieve success.

It pays to remember that digital is a strategy, not a tactic, and that


it involves cultural as well as technological movement. But digital
transformation doesnt have to be revolutionary or disruptiveit can
be evolutionary, incremental and iterative.

Get in touch to find out more about how to embrace a digital-first


mindset, reimagine your business, and connect and mobilize everything.

23
IS DIGITAL TRANSFORMATION
IN YOUR FUTURE?
To learn more about how Red Hat can support your digital business strategy
contact our specialists today.

ABOUT RED HAT MOBILE CONTACT US


Red Hat offers mobile solutions to
help enterprises support their mobile
mobile@redhat.com
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end app development to back-end US: +1 919 754 4400
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and app management. Red Hat Mobile
Application Platform gives developers www.redhat.com/mobile
the flexibility to choose the front-end
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giving IT more centralized control of
security and back-end integration. Red
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quickly and easily and is a powerful
means to mobilizing paper-based
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