Chances and Challanges of the Enterprise Mobility Market
Dossmann, Felix F.
Building apps for the enterprise market is something completely different than for end users. Customer processes, security demands, app distribution, testing, definition of done – and a very different revenue model. This talk will give you an introduction into why you should definitely get into coding enterprise apps, what to expect in the enterprise market and how to survive all this with a small team. Examples from successful (and not so successful) projects will be provided as well, a live demo will hopefully run flawlessly and enough time for Q&A will be provided.
 This is going to be a bit of a different talk than you've had all day because I'm not at all going to do any technical stuff. So this is the moment when you leave the room. Otherwise, I normally talk to enterprise people about mobile apps for business in general, Android specifically, and why they should use it. So today I talked to Android people about why they should work in the enterprise business and why I think this is the most challenging and fulfilling job you can get. So my world today is completely upside down. Bear with me. I'll try to take you along this road down the rabbit hole of enterprise mobility. You see our logo up there and I believe I have to just quickly explain who we are. We are the Cerclon Group. We are four companies distributed across Germany, Cologne, Hamburg and Göttingen. Two are in Cologne. On the left-hand side you can buy the hardware, for example from Zebra. On the middle part, the guys in Hamburg, they will supply you with a complete wireless infrastructure for a warehouse, retail and other things. Cerclon DFF is my initials backwards, is the company I founded, is the software part of the group and MD, mobile data, is doing staging and things like that. So this is what we do as a group. We've been doing mobile apps since the 1990s. Some of you might remember things like Casio OS or Windows CE. We used to work with 32 megabytes of memory and our group has been doing this for these brands. If you are from Germany, you will recognize that most likely if you are going into a supermarket, most of your data will have been processed through our system. The food you buy will have been scanned by one of the scanners we equipped with software. If you look at parcel delivery and also big box delivery, what is called two people handling, is also done by us. We have last year, without disclosing the customer, together with Zebra sold 48,000 devices in one customer. Once again, we have been doing mobile apps and I was really amazed by the talk, especially by John, of what is possible today and I will try to somehow take you along what we still have to work with. Just once more quickly, that's us. Yes, we are hiring, but that's something different. About me, I was born 1975, so I am also already an old timer. My first computer was an HP 85. The first computer I owned was a VC 20 with 20 kilobytes of RAM. This is not staged, this is what we do on 4th of May. Most of the company, not all of them. I have been leading enterprise projects since about 2000. I have two daughters who already started to code and I am very proud of that. I like to go mountain biking and as was stated before, yes, I work on it. What I want to tell you today is some of the true stories that happen in the enterprise market. Happened to me, will happen to you once you get in there. The first thing you need to do in this case is to define what is the enterprise app. For this talk and for what we have been doing most of the time, let's define it as a standardized or customized software solution for corporate non-public use. No customer will ever use one of the solutions I am talking about today. Mostly not on bring your own or public devices, but on devices like from Zebra. Ruggedized devices with a scanner, with an NFC reader, with an RFID reader for industrial use. Most of our projects also always involve heavy scanning. Here are a few examples of the things we have done on the left-hand side. Windows Mobile 2007. Two years later we did that for their colleagues in the Netherlands. They liked black, whatever. This is a new release. We just did this year for a Motorola 9030 device, which is still running Windows CE for Metrogrupp. These two you can see are Android. One of the things you have to keep in mind if we are talking, we have seen what is possible with the devices and management software. We in our installed base have still more than 50% of our customers on Windows CE and mobile. On the one hand that is insane in support, but on the other hand for you guys, for us, it is a great opportunity to take them, basically, bring them to today. If you are talking enterprise apps, and I know we have a great community here, we have been talking what we can do and good for the world, but if you are working for enterprise companies, forget about doing things that are good for the world. These guys do it to reduce costs, they do it for the money. No one in the enterprise world makes a project because it is nice. Maybe for marketing, but they want to cost. The second goal they might have is security. They want to have more reliable, secure processes than before. That can mean eliminate theft, make sure people use less time and things like that. Sometimes that means creating interfaces that are more difficult to use than would make reasonable sense if you go this way. They want to increase flexibility. Very buzzword bingo style on the management card, but they want to have the same people, trucks, resources, flexibly allocated. And sometimes, this is the fourth most, they have to follow legal obligations. One big example right now that we are all dealing with is the European tabak Richtlinie. The European lawmakers have decided that you have to be able to track each and every single packet of cigarettes from the point of production to the point of sale. Through every step, not talking about the Stange, as we call it, but about the single pack of cigarettes. Also, their motivation is to avoid tax fraud, so once again, only money. And so all of our customers you have seen everywhere where you can buy a box of cigarettes has to implement that new rule. The only way to be able to do this is by scanning each and every single packet of cigarettes. And last but not least, and this is where I am happy that at least sometimes ecology now, social corporate, social responsibility sometimes is a goal, but if I had to describe which is the order of the goals of our customers, this is exactly the order and they work with. So this is what we have to deal with, even if we want to do something else. One very big differentiator for our users is, and this is a great responsibility for us as software people, is most of you come from the world where people want to use your solution. Snap car, I've talked to the guys yesterday evening. That's a solution for my private life. I can easily grab a car. Maybe even Uber, although they're not the nicest guys, I want to use it. I have a personal benefit. If I work at River Group, I must use this software. So you have from the user perspective a completely different approach. These guys, you can get with great interfaces. These guys have to adhere to a certain process that may not be the most effective one in terms of user interface or user behavior. And that's also true. You have to keep in mind the apps that we make for the private user are meant to give you a personal benefit. Things are easier. For a corporate user, things must not be easier. They must be cheaper, faster. You have to work harder. So once again, if you're working in this business, this means you as a developer have a great responsibility to bring these both worlds together. And you have a chance to do that. You can beat the corporation and still make it usable. I'll get to that. Okay, one of the things you also have to live with is hardware life cycles. Both of these devices, we still have in the field. Both. And we have a regular, I think we have a five-year life cycle for the investment. So you have our customer who invests and wants to run hardware for five years. So once again, you see on the right-hand side, this is the TC75 from Zebra. And we still, even out of those, have more than 50% on KitKat and Lollipop. I'll get to why we didn't upgrade on those. This is basically because of security. My favorite word, and if you're like me sitting down with a customer discussing what you can do with technology and the customer says what you should do is, this is your biggest enemy, legacy. It's an unavoidable end boss. And it consists of different legacy parts. First part is system legacy. When you're working in the enterprise environment, you most likely will replace an existing piece of software. Replacing a piece of software that people have been using for a while means they have to change how they work. People hate change. So unless you're able to convey to them that what you do next is way better for them, you will have to overcome a barrier there. The second one is infrastructure legacy. Implementing a new solution also means you have to overcome the existing infrastructure. So you come up to my corporate company and say you need MS SQL server. And I say, oh, we only do Oracle. What do you do? As we did, we also now have Oracle there. Process legacy. This is the second hardest to overcome. It means that users, support people, tech people, management are used to get, analyze and measure performance based on an existing system. So if you take a management person, they get their Excel sheet that says five points this week. 4.8 last week, we're better. Now you come up with a new software and somehow these KPIs don't match anymore. So you have to convince them not only to get a new software, invest into new hardware, invest into the support people to get to know a different system. You also have to make them live with new people, processes where they also have to adapt. And now my final end boss, I don't know if any one of you ever played R-Type. This is the big one. Legacy people. You will encounter people who have produced the old system, who have made it, cared for it, nurtured it over years. It is their baby. Try to take the baby away from a mother or father. And I know what I'm talking about. And you will be in trouble. And they also have a very good reason because mostly you're being put into there to replace that system. And that sometimes or quite often means you also replace the people. So this is your obstacles you will come across in terms of legacy. Here next, big level, corporate legal. The things we are discussing, and we discussed yesterday evening quite long about what is possible with technology and what we can do with data, and we're not talking GDPR, everyone's been doing that. Whenever you do a workshop with a customer on corporate level, you will have corporate legal at the table. And they will try to counsel you. But their job is to keep everything you do in the software for the corporation super legal. This will annoy the hell out of you. I know what I'm talking about. Because you will have to build sub-efficient processes. An example. Assume you're a German food retailer and you work with third party trucking companies. Assume there is a German law that says you are, if you take external people in, you are not allowed to directly tell them what to do. You have to tell their employer and the employer has to tell them what to do. So now you are five truck drivers and I have five trucks there. And I'd like you to go to shop A, shop B, shop C. I cannot talk to you. I have to talk to him. And he will have to send out a piece of paper to you that you do that. The problem is he's in his office, you're in my office. And so what we did in this case, we built another system that he gets up and he basically, it's a dead man. Yes, yes, yes. So this is what happens if you're sticking really to the legal side. You will also have to, and I mean that, document every fricking change you do to the software. And I'm not talking about, we have a new feature. I'm talking about we move that button, we change the label on this button. In the example I just gave you, the logo of my food retailer does not appear on their software. Every of my truckers has the logo up there and has a different process. So you have to document every of these things. And you have to bypass a legal gateway whenever you come up with an update. You will have to run this by. So up to now you're asking yourself, didn't he say it's good to work in enterprise? I'll get there. Okay, there's another thing that's quite German specific if you ever heard of the workers council. If you're changing in Germany, if you're changing how people work in a sizeable corporation, they have a say in it. And on this, I say that's good. It's good that they have a say in it. The question is what happens? I remember sitting in a big meeting with 20 people and for talking about GPS position, storing maybe giving people information about where someone is. And I remember quite vividly the head guy saying, the head honcho of the workers council saying, any of the things you just said will never happen in this company. And I had prepared 20 sheets and how are we going to do this? And he just said, not going to happen. And the thing with the workers council is it did happen. He just had to get something from the process. It can go from road close to, yeah, you're doing a detour and maybe expect delays in the project. But keep it in mind. Once again, it is important to protect the workers because what we can do with technology today in terms of analysis, might not be fair. So, okay, one more negative thing, security. We have been working together with industry leaders like Zebra for a while. And if I come up to a person say, okay, this is the device I'd like to use. I'll go back one example. 2015. We were talking 2000 devices once again, maybe in the food sector, maybe somewhere else. 2000 devices. 2015. And I said, let's go Android. And security people from the IT department said, no, Windows Mobile. And I said, you are going to buy 2000 devices with Windows Mobile in 2015. And they said, yes, we will. And I said, you know that you're going to replace them in three years or far four. Yes. And the answer was, security-wise, our organization is not able to support Android. So, we created a new software where we already ran several Android applications on Windows Mobile. So, this is the, you're not getting the hardware. You're not getting this data. It's also quite nice. We have customers once again from the transport logistics part where you can log on with your name and your password or your pin. So, as a driver, and don't get me wrong, those guys are not stupid. They just have other things to do than managing a software. You just have to remember your name and the pin. We prefer them using the same pin with their cash card so we can read that out. Now, other customers say you're not getting the driver's name. The driver has to remember his 12-digit employee number and the pin. You're not getting the data field of the name. Anyone of us here knows that if I have the 12-digit number, I can go into the database and find the name. But it's not on display. So, you're not getting this interface. I like that. We always was, Mr. Yes from SAP. We always get to hear, oh, you're not SAP themselves. So, you're not getting an RFC connection to SAP. You have to use iDoc. So, once again, also on the interface part, we are driven by others. You can't use your own server. We've been talking cloud all the years. We have one customer out of 80 that uses a cloud solution. Everyone else, big corporation, wants to have on-premise server solutions that are controlled by their own IT. It's slowly changing, but it's still there. And the last thing, you're not going to keep this data. You won't believe the hoops we have to jump through on some projects. One of the hoops is you can track the driver's position of the last 24 hours, and you can look at it for a week if there was an incident. If there was no incident, it has to be deleted after 48 hours, and every access to the thing will have to be protocoled. So, if you take a look through our back end onto the data, that has to be deleted after five days. So, these are the things we deal with. One more thing. This is something I've been trying to do with our customers since 2014. You see, this is still Windows Mobile. We have established something that, you know, from a Fitbit or anything, it's badges. It's badges for good drivers. If they save kilometers, if they're always on time, they can become the time terminator. And if they take back lots of pallets, they can become the pallet prints. We've tried it. We have the software ready. We've tried it out. The badges are there. The drivers loved it because they could have, you know, a contest. And they asked for, can I publish this on Facebook? It's all halted. It's still sitting there because, well, that's personal data. And the Germans like to say Leistungsdaten. Leistungsdaten is very difficult. Okay. Just a few more, and then I'll get to the positive part. Still have some time. App lifetime. Once the system is out, and one of the customers we have since the earliest days, since 2002, where we implemented the first mobile solution on a truck where GPS was still, RS232, a connected GPS receiver, have not really been changed in terms of what the functionality is. They have been adapted to new hardware. So we have to live with a never-touch-running system, idiom. The average time such a system is running is five years, which is nice for sales, because they can say once they made a sale, they can come back in five years, so I can make the customer happy again, and get used to working with an old OS, with a dead system. So, okay, deployment. Also one more thing, and I think Dan said it before, frozen zone. There's always with our customers at least a two-month period where we cannot deploy any software, and I'm talking about hot fixes included. If we come up with a problem in the software, and come up with the idea to do that during November, December, or January, if you take a look at the parcel guys, the parcel guys bring your Christmas presents, and take back your returns. So no way to do any update in that time. On the other hand, you always have the corporate guys saying, I need that feature. Can't you just squeeze it in just right before the frozen zone? And then you go as a software guy, say, yeah, how about testing? Testing is overrated. So that's what we try to do is test once, test many. We do dev tests, we do automated tests, we do tester tests, quality assurance, integrated tests. Then you do a focus group test, key user test, pilot test, and go live. Because as you will also see, no app store for you, man. This is our premise server. We take care of this. We have a staging people. We have IT on premise. So, and I have to admit, we have killed two locations of the river group once with a non-communicating software update. It went well onto the device and then died. So this is what we have to deal with. One of the last things is hot or not, you have to use their development tools and their tracking tools. You have to follow their project approach. You have to use their ticket system. You have to use their time recording system. And you have to use the infrastructure. You also have to look out that your baby, your software afterwards isn't owned by a food retailer. So get some legal aid and make sure that the contract you sign as a company doesn't sign over your IP to someone else. Okay. Also, you're never alone. If you come up with a great software idea and basically you say I want to have an authentication interface to Facebook or Google, that's a great thing. It's not going to happen in the corporate world. Not in the world I have to live in. You have to use their LDP or their Active Directory connection. You have to use their legacy system. So this is what you do. And worse, you're never alone. And let me just go, I'll give you a typology of the guys you meet along the way. There's the genius. The genius works at the customer, knows every single process, every variant down to the tiniest detail. I want to make sure that everyone knows, acknowledges and values his input. He's also often a legacy person. You have the police officer. Although not having been told to do so, he is watching over everyone to stick to the corporate rules during the project from data security down to you must not install anything on your computer. You have the business graduate and this is no offense. He's right out of university. He still thinks he's the ruler of the world. He's annoying everyone with best practices, benchmark processes, and he's normally really useful after half a year of wearing him down. Then you have the spy. He considers himself the keeper of the secrets of the real company goals behind the project. Does not tell anyone which those are or who has empowered him to do this. He demands documentation and participation in all and any workshop you do. My favorite one is the dude. He does not care if the project flies or not. He's just been assigned to it, hates being in the meetings, and he's often quite close to retirement. And the one I like the least is the external consultant. He's been hired to watch your project, make sure you're in time, in budget, in focus, but without actually participating. He's great in writing everything down and telling you what to do. We like to call them the voyeurs. This is how you should make love. I don't know really myself, but this is how you do. So these are the guys you meet. And all these guys make sure you stick with the deadlines and you have to corporate deadlines or deadlines. You miss them, you're effed. Because if you miss a deadline, not only do you get into trouble with your own contract, but in these situations you have staging people waiting there. We had a delay in a project together with you guys a few years back where the customer had a delay problem, so Zebra had to stop the production run of a hardware. So we're talking about someone stop the production line of hardware because someone missed a milestone in a project. And you have to keep that in mind if you're working this. So if it's this bad, why haven't I killed myself years ago? Because I have the best and I think also my guys, we have the best job in the world. I don't know if you know this person on the left-hand side, if you're a German, you know the Zenon with their mouse. For your Americans or English speaking, I have Dora the explorer and then we all know this guy. Who of you has ridden a dumpster truck and collected rubbish garbage? I did. Who of you has been in a nuclear power plant and seen how their processes work? Two. Who of you knows how food actually gets into the supermarket through all these things? Has seen that. So I mean, I have the utmost respect for all the software ideas I've seen here and they're really, really great ideas. But what I get this every week and if you're working at our company and if you're a developer, you have to ride the truck. You cannot work on a project if you haven't been on the truck. I have seen the biggest European meat plant in the world and I have taken my personal decisions from that. But if you work in the industry, you will get to see things that will change your view on the world. And this is very important. If you start working with them and applying what you know from software and technology, what's possible? Then you can make a serious impact. I know that once again the numbers, I don't know how many million Uber rides a day are made. That is a serious impact if you're a taxi driver who earned more before. But what I mean in terms of serious impact is you can also use that for good and I'm really driven by that. So let's assume our customer Leckerland when we started 2007. They're all over Europe. And if I deliver to you, Heinrich, if I deliver to you through Leckerland into your kiosk, one roll cage of food, I'll also bring you three pieces of paper. Your copy, my copy and the one for accounting. So in 2007 when we replaced that process with a paperless workflow, we effectively eliminated 25 million sheets of printed paper per year. That doesn't sound like much, but it is 3.4 kilometers high. And obviously our customer did it for money reasons, but I like the fact that I saved some trees. And we always try, and this is something we try to do with the customer, we have to argue it through with money, but if you use it for the right thing, then it is possible. So you can make a difference by applying what you can do in this business to these corporate users. And just to give you a few examples, this is yesterday, I took the screenshot yesterday. Yesterday we did 10.9k deliveries to German supermarkets. So whatever you come up with as an idea, and this is a very, very, very great responsibility, if you make that process difficult, you make it difficult for 20,000 people a day, 10,000 drivers who have to go through a hoop because you misdesigned your software, and 10,000 guys from the supermarket because you misdesigned your software. So once again, back to that one, this always immediately always applies the economy of scale, and that applies and greatly amplifies your responsibility. So if you make the software miserable, you make people miserable. So better build good software. Okay, now, and as you've seen before, I've talked about all the negative aspects. Yes, that's right. But once again, the easy stuff is for the beginners. If you want to have a big challenge and want to try to bring all this together, our business is the one to be in. You can fail greatly, and we did. We've lost customers, yes, sure. And I think I even insulted someone for being too ignorant to see the positive aspects. Yes, I couldn't help myself. But another thing also, you get to work with really, really good people. The good thing about corporations is they have money, and if they feel like it and they need an expert, they will get that expert in. I remember working together with someone by the name of Bruno Cirona. Bruno Cirona was able with blindfolded on a keyboard to optimize an Oracle database. He did a live update on the Austrian post blindfolded, basically. And if you work with these people, you get a lot of benefit back for your own growth. And this is the next part. You will become awesome in your domain if you follow these rules. You can be a great coder, and I have the utmost respect for that, but I'm talking about domain knowledge. Regarding myself, there is most likely very few people who know more about food retailers and transport logistics in Germany than me. And I started out completely naive. I thought, well, food just, you know, they bring it, I buy it. And to this day, no, that's not true. They do a lot of things. And another thing, I think I was able to show you how many opportunities are in this business. So you can make some good money there. And once you have established, and I'm going back to that, when you have established yourself as a good team of experts, your customer will use you for that project, the next project, and the next project. And they will begin to trust you. They will begin to trust you with more, because this is, for me, the ultimate goal. The top stuff is what they want. User benefit, social benefit, a new approach, maybe advanced technology and long-term use. These are the things that I'd like to have in such a project, and I, to this day, say, we have done that a few times. And before going, I want to show you, this is, for me, the God mode, if you achieve this one. Now, if you take the great solution and bridge that with the consumer world, you have an awesome solution. Do I have another minute? Okay, I'll just show you what I mean with this. And bear with me, it is a marketing video, and it still hasn't, but it is something I want to show you how you can bridge those two worlds. Maybe turn up the volume. And then, you are the door. Okay, so what was the idea behind this? We have a customer, or several customers, that during Christmas and Easter, or as we Germans call the area, the time when there's no food in the supermarket, need to have extra trucks on the road. So they rent trucks, and that means they have to also equip them with a big device that we have with scanners and so forth, and that somehow sometimes doesn't work. So they create paper, and it's a... So we said, okay, we know your big process, how about you define the five core processes you need for us, and the guys can use their own phone when they come in, and we'll make sure that we implement some piece of software in between so that your IT is protected and that all the stuff you need in terms of reporting is still done. And so to this day, one of our customers now is running 15% of all their tours through this. So this is what I mean, if they trust you long enough, they can get you there. Nope, not again, not again. And how far I'm along? It's okay. You want one more example? Anyone? Okay. So this is Air Revue Lite, and this is actually quite successful. The next thing I'll show you is another video, but bear with me, this video is not a marketing video. It's an internal video. Our developers, we always go into a reclusion in the Harz Mountains. Anyone of you knows that? There's not much to do there. So, and they had the... We had a problem because we are distributed across so many offices, and because we're technology people, we try to solve organizational problems with technology. And so the developers decided they wanted to do the video on how this thing works themselves. No professional acting involved. Where is Ulf? So far. Something that happened regularly was where is that person? And it wasn't enough to just know he's in our wireless LAN or not. Are you again looking for Ulf? Why didn't you say so in the first place? And that's Ulf. Okay. So now what did we do? We used iBeacons. Every one of our offices now under the central table has an iBeacon. So if I move into my office, my phone checks against that iBeacon, tells the central server, Felix has just arrived in his office. I go outside of my office to meeting room number. Our meeting rooms are named Battle Bridge and Main Bridge. If I enter Battle Bridge, it will tell everyone I'm in Battle Bridge. Now that was just the beginning. So what happened from that point forward is now that one of our guys likes to code on telephone anlagen. So now if I move from my office into Battle Bridge, my calls will walk with me. If I sit down in my car, which has also got an iBeacon, it will tell someone that I didn't fill out the Fartenbuch last time. And from this point, we took it one place further and are now doing with one of our retail customers an indoor locationing part with virtual Bluetooth Beacons, where we also basically take inventory scan and that will tell you where the devices are. So this is one of the things. And I'll just jump over that one and just give you the last screen. Where is it? This one is good for next time I come around. But what I also wanted to show you is not this one. As I said, and I tried to convey that to you, it is hard. Maybe it is more difficult or strange than working on your own or just creating a consumer app. That's what I think. But it's quite rewarding and it offers you a great chance. And as I said, we're hiring. So if you ever come by and you ask me for my car, this is what we try to find people with. You'll find a lot of Lego in our office. Yes, that's my car. And this is what we're running in the cinemas to get people to work at our place. All the people we have can participate greatly in impacting how in Germany food and packages are brought into the store. So I'm asking you to come to the dark side because we have the cookies. Thanks, Peter.
 This is going to be a bit of a different talk than you've had all day because I'm not at all going to do any technical stuff.  So this is the moment when you leave the room.  Otherwise, I normally talk to enterprise people about mobile apps for business in general, Android specifically, and why they should use it.  So today I talked to Android people about why they should work in the enterprise business and why I think this is the most challenging and fulfilling job you can get.  So my world today is completely upside down. Bear with me. I'll try to take you along this road down the rabbit hole of enterprise mobility.  You see our logo up there and I believe I have to just quickly explain who we are. We are the Cerclon Group. We are four companies distributed across Germany, Cologne, Hamburg and Göttingen.  Two are in Cologne. On the left-hand side you can buy the hardware, for example from Zebra.  On the middle part, the guys in Hamburg, they will supply you with a complete wireless infrastructure for a warehouse, retail and other things.  Cerclon DFF is my initials backwards, is the company I founded, is the software part of the group and MD, mobile data, is doing staging and things like that.  So this is what we do as a group. We've been doing mobile apps since the 1990s.  Some of you might remember things like Casio OS or Windows CE. We used to work with 32 megabytes of memory and our group has been doing this for these brands.  If you are from Germany, you will recognize that most likely if you are going into a supermarket, most of your data will have been processed through our system.  The food you buy will have been scanned by one of the scanners we equipped with software. If you look at parcel delivery and also big box delivery, what is called two people handling, is also done by us.  We have last year, without disclosing the customer, together with Zebra sold 48,000 devices in one customer.  Once again, we have been doing mobile apps and I was really amazed by the talk, especially by John, of what is possible today and I will try to somehow take you along what we still have to work with.  Just once more quickly, that's us. Yes, we are hiring, but that's something different.  About me, I was born 1975, so I am also already an old timer. My first computer was an HP 85. The first computer I owned was a VC 20 with 20 kilobytes of RAM.  This is not staged, this is what we do on 4th of May. Most of the company, not all of them.  I have been leading enterprise projects since about 2000.  I have two daughters who already started to code and I am very proud of that. I like to go mountain biking and as was stated before, yes, I work on it.  What I want to tell you today is some of the true stories that happen in the enterprise market.  Happened to me, will happen to you once you get in there.  The first thing you need to do in this case is to define what is the enterprise app.  For this talk and for what we have been doing most of the time, let's define it as a standardized or customized software solution for corporate non-public use.  No customer will ever use one of the solutions I am talking about today.  Mostly not on bring your own or public devices, but on devices like from Zebra.  Ruggedized devices with a scanner, with an NFC reader, with an RFID reader for industrial use.  Most of our projects also always involve heavy scanning.  Here are a few examples of the things we have done on the left-hand side.  Windows Mobile 2007. Two years later we did that for their colleagues in the Netherlands.  They liked black, whatever.  This is a new release.  We just did this year for a Motorola 9030 device, which is still running Windows CE for Metrogrupp.  These two you can see are Android.  One of the things you have to keep in mind if we are talking, we have seen what is possible with the devices and management software.  We in our installed base have still more than 50% of our customers on Windows CE and mobile.  On the one hand that is insane in support, but on the other hand for you guys, for us,  it is a great opportunity to take them, basically, bring them to today.  If you are talking enterprise apps, and I know we have a great community here,  we have been talking what we can do and good for the world,  but if you are working for enterprise companies, forget about doing things that are good for the world.  These guys do it to reduce costs, they do it for the money.  No one in the enterprise world makes a project because it is nice.  Maybe for marketing, but they want to cost.  The second goal they might have is security.  They want to have more reliable, secure processes than before.  That can mean eliminate theft, make sure people use less time and things like that.  Sometimes that means creating interfaces that are more difficult to use  than would make reasonable sense if you go this way.  They want to increase flexibility.  Very buzzword bingo style on the management card,  but they want to have the same people, trucks, resources, flexibly allocated.  And sometimes, this is the fourth most, they have to follow legal obligations.  One big example right now that we are all dealing with is the European tabak Richtlinie.  The European lawmakers have decided that you have to be able to track  each and every single packet of cigarettes from the point of production to the point of sale.  Through every step, not talking about the Stange, as we call it, but about the single pack of cigarettes.  Also, their motivation is to avoid tax fraud, so once again, only money.  And so all of our customers you have seen everywhere where you can buy a box of cigarettes  has to implement that new rule.  The only way to be able to do this is by scanning each and every single packet of cigarettes.  And last but not least, and this is where I am happy that at least sometimes  ecology now, social corporate, social responsibility sometimes is a goal,  but if I had to describe which is the order of the goals of our customers,  this is exactly the order and they work with.  So this is what we have to deal with, even if we want to do something else.  One very big differentiator for our users is, and this is a great responsibility for us as software people,  is most of you come from the world where people want to use your solution.  Snap car, I've talked to the guys yesterday evening.  That's a solution for my private life.  I can easily grab a car.  Maybe even Uber, although they're not the nicest guys, I want to use it.  I have a personal benefit.  If I work at River Group, I must use this software.  So you have from the user perspective a completely different approach.  These guys, you can get with great interfaces.  These guys have to adhere to a certain process that may not be the most effective one  in terms of user interface or user behavior.  And that's also true.  You have to keep in mind the apps that we make for the private user  are meant to give you a personal benefit.  Things are easier.  For a corporate user, things must not be easier.  They must be cheaper, faster.  You have to work harder.  So once again, if you're working in this business, this means you as a developer  have a great responsibility to bring these both worlds together.  And you have a chance to do that.  You can beat the corporation and still make it usable.  I'll get to that.  Okay, one of the things you also have to live with is hardware life cycles.  Both of these devices, we still have in the field.  Both.  And we have a regular, I think we have a five-year life cycle for the investment.  So you have our customer who invests and wants to run hardware for five years.  So once again, you see on the right-hand side, this is the TC75 from Zebra.  And we still, even out of those, have more than 50% on KitKat and Lollipop.  I'll get to why we didn't upgrade on those.  This is basically because of security.  My favorite word, and if you're like me sitting down with a customer discussing  what you can do with technology and the customer says what you should do is,  this is your biggest enemy, legacy.  It's an unavoidable end boss.  And it consists of different legacy parts.  First part is system legacy.  When you're working in the enterprise environment, you most likely will replace  an existing piece of software.  Replacing a piece of software that people have been using for a while  means they have to change how they work.  People hate change.  So unless you're able to convey to them that what you do next is way better for them,  you will have to overcome a barrier there.  The second one is infrastructure legacy.  Implementing a new solution also means you have to overcome the existing infrastructure.  So you come up to my corporate company and say you need MS SQL server.  And I say, oh, we only do Oracle.  What do you do?  As we did, we also now have Oracle there.  Process legacy.  This is the second hardest to overcome.  It means that users, support people, tech people, management are used to get,  analyze and measure performance based on an existing system.  So if you take a management person, they get their Excel sheet that says five points this week.  4.8 last week, we're better.  Now you come up with a new software and somehow these KPIs don't match anymore.  So you have to convince them not only to get a new software, invest into new hardware,  invest into the support people to get to know a different system.  You also have to make them live with new people, processes where they also have to adapt.  And now my final end boss, I don't know if any one of you ever played R-Type.  This is the big one.  Legacy people.  You will encounter people who have produced the old system, who have made it,  cared for it, nurtured it over years.  It is their baby.  Try to take the baby away from a mother or father.  And I know what I'm talking about.  And you will be in trouble.  And they also have a very good reason because mostly you're being put into there to replace that system.  And that sometimes or quite often means you also replace the people.  So this is your obstacles you will come across in terms of legacy.  Here next, big level, corporate legal.  The things we are discussing, and we discussed yesterday evening quite long about what is possible with technology  and what we can do with data, and we're not talking GDPR, everyone's been doing that.  Whenever you do a workshop with a customer on corporate level, you will have corporate legal at the table.  And they will try to counsel you.  But their job is to keep everything you do in the software for the corporation super legal.  This will annoy the hell out of you.  I know what I'm talking about.  Because you will have to build sub-efficient processes.  An example.  Assume you're a German food retailer and you work with third party trucking companies.  Assume there is a German law that says you are, if you take external people in,  you are not allowed to directly tell them what to do.  You have to tell their employer and the employer has to tell them what to do.  So now you are five truck drivers and I have five trucks there.  And I'd like you to go to shop A, shop B, shop C.  I cannot talk to you.  I have to talk to him.  And he will have to send out a piece of paper to you that you do that.  The problem is he's in his office, you're in my office.  And so what we did in this case, we built another system that he gets up and he basically, it's a dead man.  Yes, yes, yes.  So this is what happens if you're sticking really to the legal side.  You will also have to, and I mean that, document every fricking change you do to the software.  And I'm not talking about, we have a new feature.  I'm talking about we move that button, we change the label on this button.  In the example I just gave you, the logo of my food retailer does not appear on their software.  Every of my truckers has the logo up there and has a different process.  So you have to document every of these things.  And you have to bypass a legal gateway whenever you come up with an update.  You will have to run this by.  So up to now you're asking yourself, didn't he say it's good to work in enterprise?  I'll get there.  Okay, there's another thing that's quite German specific if you ever heard of the workers council.  If you're changing in Germany, if you're changing how people work in a sizeable corporation,  they have a say in it.  And on this, I say that's good.  It's good that they have a say in it.  The question is what happens?  I remember sitting in a big meeting with 20 people and for talking about GPS position,  storing maybe giving people information about where someone is.  And I remember quite vividly the head guy saying, the head honcho of the workers council saying,  any of the things you just said will never happen in this company.  And I had prepared 20 sheets and how are we going to do this?  And he just said, not going to happen.  And the thing with the workers council is it did happen.  He just had to get something from the process.  It can go from road close to, yeah, you're doing a detour and maybe expect delays in the project.  But keep it in mind.  Once again, it is important to protect the workers because what we can do with technology today in terms of analysis,  might not be fair.  So, okay, one more negative thing, security.  We have been working together with industry leaders like Zebra for a while.  And if I come up to a person say, okay, this is the device I'd like to use.  I'll go back one example.  2015.  We were talking 2000 devices once again, maybe in the food sector, maybe somewhere else.  2000 devices.  2015.  And I said, let's go Android.  And security people from the IT department said, no, Windows Mobile.  And I said, you are going to buy 2000 devices with Windows Mobile in 2015.  And they said, yes, we will.  And I said, you know that you're going to replace them in three years or far four.  Yes.  And the answer was, security-wise, our organization is not able to support Android.  So, we created a new software where we already ran several Android applications on Windows Mobile.  So, this is the, you're not getting the hardware.  You're not getting this data.  It's also quite nice.  We have customers once again from the transport logistics part where you can log on with your name and your password or your pin.  So, as a driver, and don't get me wrong, those guys are not stupid.  They just have other things to do than managing a software.  You just have to remember your name and the pin.  We prefer them using the same pin with their cash card so we can read that out.  Now, other customers say you're not getting the driver's name.  The driver has to remember his 12-digit employee number and the pin.  You're not getting the data field of the name.  Anyone of us here knows that if I have the 12-digit number, I can go into the database and find the name.  But it's not on display.  So, you're not getting this interface.  I like that.  We always was, Mr. Yes from SAP.  We always get to hear, oh, you're not SAP themselves.  So, you're not getting an RFC connection to SAP.  You have to use iDoc.  So, once again, also on the interface part, we are driven by others.  You can't use your own server.  We've been talking cloud all the years.  We have one customer out of 80 that uses a cloud solution.  Everyone else, big corporation, wants to have on-premise server solutions that are controlled by their own IT.  It's slowly changing, but it's still there.  And the last thing, you're not going to keep this data.  You won't believe the hoops we have to jump through on some projects.  One of the hoops is you can track the driver's position of the last 24 hours,  and you can look at it for a week if there was an incident.  If there was no incident, it has to be deleted after 48 hours,  and every access to the thing will have to be protocoled.  So, if you take a look through our back end onto the data,  that has to be deleted after five days.  So, these are the things we deal with.  One more thing.  This is something I've been trying to do with our customers since 2014.  You see, this is still Windows Mobile.  We have established something that, you know, from a Fitbit or anything, it's badges.  It's badges for good drivers.  If they save kilometers, if they're always on time, they can become the time terminator.  And if they take back lots of pallets, they can become the pallet prints.  We've tried it. We have the software ready.  We've tried it out. The badges are there.  The drivers loved it because they could have, you know, a contest.  And they asked for, can I publish this on Facebook?  It's all halted. It's still sitting there because, well, that's personal data.  And the Germans like to say Leistungsdaten.  Leistungsdaten is very difficult.  Okay.  Just a few more, and then I'll get to the positive part.  Still have some time.  App lifetime.  Once the system is out, and one of the customers we have since the earliest days,  since 2002, where we implemented the first mobile solution on a truck where GPS was still,  RS232, a connected GPS receiver,  have not really been changed in terms of what the functionality is.  They have been adapted to new hardware.  So we have to live with a never-touch-running system, idiom.  The average time such a system is running is five years, which is nice for sales,  because they can say once they made a sale, they can come back in five years,  so I can make the customer happy again,  and get used to working with an old OS, with a dead system.  So, okay, deployment.  Also one more thing, and I think Dan said it before, frozen zone.  There's always with our customers at least a two-month period where we cannot deploy any software,  and I'm talking about hot fixes included.  If we come up with a problem in the software, and come up with the idea to do that during November, December, or January,  if you take a look at the parcel guys, the parcel guys bring your Christmas presents, and take back your returns.  So no way to do any update in that time.  On the other hand, you always have the corporate guys saying, I need that feature.  Can't you just squeeze it in just right before the frozen zone?  And then you go as a software guy, say, yeah, how about testing?  Testing is overrated.  So that's what we try to do is test once, test many.  We do dev tests, we do automated tests, we do tester tests, quality assurance, integrated tests.  Then you do a focus group test, key user test, pilot test, and go live.  Because as you will also see, no app store for you, man.  This is our premise server.  We take care of this.  We have a staging people.  We have IT on premise.  So, and I have to admit, we have killed two locations of the river group once with a non-communicating software update.  It went well onto the device and then died.  So this is what we have to deal with.  One of the last things is hot or not, you have to use their development tools and their tracking tools.  You have to follow their project approach.  You have to use their ticket system.  You have to use their time recording system.  And you have to use the infrastructure.  You also have to look out that your baby, your software afterwards isn't owned by a food retailer.  So get some legal aid and make sure that the contract you sign as a company doesn't sign over your IP to someone else.  Okay.  Also, you're never alone.  If you come up with a great software idea and basically you say I want to have an authentication interface to Facebook or Google,  that's a great thing.  It's not going to happen in the corporate world.  Not in the world I have to live in.  You have to use their LDP or their Active Directory connection.  You have to use their legacy system.  So this is what you do.  And worse, you're never alone.  And let me just go, I'll give you a typology of the guys you meet along the way.  There's the genius.  The genius works at the customer, knows every single process, every variant down to the tiniest detail.  I want to make sure that everyone knows, acknowledges and values his input.  He's also often a legacy person.  You have the police officer.  Although not having been told to do so, he is watching over everyone to stick to the corporate rules during the project from data security down to you must not install anything on your computer.  You have the business graduate and this is no offense.  He's right out of university.  He still thinks he's the ruler of the world.  He's annoying everyone with best practices, benchmark processes, and he's normally really useful after half a year of wearing him down.  Then you have the spy.  He considers himself the keeper of the secrets of the real company goals behind the project.  Does not tell anyone which those are or who has empowered him to do this.  He demands documentation and participation in all and any workshop you do.  My favorite one is the dude.  He does not care if the project flies or not.  He's just been assigned to it, hates being in the meetings, and he's often quite close to retirement.  And the one I like the least is the external consultant.  He's been hired to watch your project, make sure you're in time, in budget, in focus, but without actually participating.  He's great in writing everything down and telling you what to do.  We like to call them the voyeurs.  This is how you should make love.  I don't know really myself, but this is how you do.  So these are the guys you meet.  And all these guys make sure you stick with the deadlines and you have to corporate deadlines or deadlines.  You miss them, you're effed.  Because if you miss a deadline, not only do you get into trouble with your own contract,  but in these situations you have staging people waiting there.  We had a delay in a project together with you guys a few years back where the customer had a delay problem,  so Zebra had to stop the production run of a hardware.  So we're talking about someone stop the production line of hardware because someone missed a milestone in a project.  And you have to keep that in mind if you're working this.  So if it's this bad, why haven't I killed myself years ago?  Because I have the best and I think also my guys, we have the best job in the world.  I don't know if you know this person on the left-hand side, if you're a German, you know the Zenon with their mouse.  For your Americans or English speaking, I have Dora the explorer and then we all know this guy.  Who of you has ridden a dumpster truck and collected rubbish garbage?  I did.  Who of you has been in a nuclear power plant and seen how their processes work?  Two.  Who of you knows how food actually gets into the supermarket through all these things?  Has seen that.  So I mean, I have the utmost respect for all the software ideas I've seen here and they're really, really great ideas.  But what I get this every week and if you're working at our company and if you're a developer,  you have to ride the truck.  You cannot work on a project if you haven't been on the truck.  I have seen the biggest European meat plant in the world and I have taken my personal decisions from that.  But if you work in the industry, you will get to see things that will change your view on the world.  And this is very important.  If you start working with them and applying what you know from software and technology, what's possible?  Then you can make a serious impact.  I know that once again the numbers, I don't know how many million Uber rides a day are made.  That is a serious impact if you're a taxi driver who earned more before.  But what I mean in terms of serious impact is you can also use that for good and I'm really driven by that.  So let's assume our customer Leckerland when we started 2007.  They're all over Europe.  And if I deliver to you, Heinrich, if I deliver to you through Leckerland into your kiosk, one roll cage of food,  I'll also bring you three pieces of paper.  Your copy, my copy and the one for accounting.  So in 2007 when we replaced that process with a paperless workflow,  we effectively eliminated 25 million sheets of printed paper per year.  That doesn't sound like much, but it is 3.4 kilometers high.  And obviously our customer did it for money reasons, but I like the fact that I saved some trees.  And we always try, and this is something we try to do with the customer, we have to argue it through with money,  but if you use it for the right thing, then it is possible.  So you can make a difference by applying what you can do in this business to these corporate users.  And just to give you a few examples, this is yesterday, I took the screenshot yesterday.  Yesterday we did 10.9k deliveries to German supermarkets.  So whatever you come up with as an idea, and this is a very, very, very great responsibility,  if you make that process difficult, you make it difficult for 20,000 people a day,  10,000 drivers who have to go through a hoop because you misdesigned your software,  and 10,000 guys from the supermarket because you misdesigned your software.  So once again, back to that one, this always immediately always applies the economy of scale,  and that applies and greatly amplifies your responsibility.  So if you make the software miserable, you make people miserable.  So better build good software.  Okay, now, and as you've seen before, I've talked about all the negative aspects. Yes, that's right.  But once again, the easy stuff is for the beginners.  If you want to have a big challenge and want to try to bring all this together,  our business is the one to be in.  You can fail greatly, and we did. We've lost customers, yes, sure.  And I think I even insulted someone for being too ignorant to see the positive aspects.  Yes, I couldn't help myself.  But another thing also, you get to work with really, really good people.  The good thing about corporations is they have money,  and if they feel like it and they need an expert, they will get that expert in.  I remember working together with someone by the name of Bruno Cirona.  Bruno Cirona was able with blindfolded on a keyboard to optimize an Oracle database.  He did a live update on the Austrian post blindfolded, basically.  And if you work with these people, you get a lot of benefit back for your own growth.  And this is the next part.  You will become awesome in your domain if you follow these rules.  You can be a great coder, and I have the utmost respect for that,  but I'm talking about domain knowledge.  Regarding myself, there is most likely very few people who know more about food retailers  and transport logistics in Germany than me.  And I started out completely naive.  I thought, well, food just, you know, they bring it, I buy it.  And to this day, no, that's not true.  They do a lot of things.  And another thing, I think I was able to show you how many opportunities are in this business.  So you can make some good money there.  And once you have established, and I'm going back to that,  when you have established yourself as a good team of experts,  your customer will use you for that project, the next project, and the next project.  And they will begin to trust you.  They will begin to trust you with more, because this is, for me, the ultimate goal.  The top stuff is what they want.  User benefit, social benefit, a new approach, maybe advanced technology and long-term use.  These are the things that I'd like to have in such a project,  and I, to this day, say, we have done that a few times.  And before going, I want to show you, this is, for me, the God mode, if you achieve this one.  Now, if you take the great solution and bridge that with the consumer world,  you have an awesome solution.  Do I have another minute?  Okay, I'll just show you what I mean with this.  And bear with me, it is a marketing video, and it still hasn't,  but it is something I want to show you how you can bridge those two worlds.  Maybe turn up the volume.  And then, you are the door.  Okay, so what was the idea behind this?  We have a customer, or several customers, that during Christmas and Easter,  or as we Germans call the area, the time when there's no food in the supermarket,  need to have extra trucks on the road.  So they rent trucks, and that means they have to also equip them with a big device  that we have with scanners and so forth, and that somehow sometimes doesn't work.  So they create paper, and it's a...  So we said, okay, we know your big process, how about you define the five core processes you need for us,  and the guys can use their own phone when they come in,  and we'll make sure that we implement some piece of software in between  so that your IT is protected and that all the stuff you need in terms of reporting is still done.  And so to this day, one of our customers now is running 15% of all their tours through this.  So this is what I mean, if they trust you long enough, they can get you there.  Nope, not again, not again.  And how far I'm along?  It's okay.  You want one more example?  Anyone? Okay.  So this is Air Revue Lite, and this is actually quite successful.  The next thing I'll show you is another video, but bear with me, this video is not a marketing video.  It's an internal video. Our developers, we always go into a reclusion in the Harz Mountains.  Anyone of you knows that? There's not much to do there.  So, and they had the... We had a problem because we are distributed across so many offices,  and because we're technology people, we try to solve organizational problems with technology.  And so the developers decided they wanted to do the video on how this thing works themselves.  No professional acting involved.  Where is Ulf?  So far.  Something that happened regularly was where is that person?  And it wasn't enough to just know he's in our wireless LAN or not.  Are you again looking for Ulf?  Why didn't you say so in the first place?  And that's Ulf.  Okay. So now what did we do?  We used iBeacons.  Every one of our offices now under the central table has an iBeacon.  So if I move into my office, my phone checks against that iBeacon, tells the central server,  Felix has just arrived in his office.  I go outside of my office to meeting room number.  Our meeting rooms are named Battle Bridge and Main Bridge.  If I enter Battle Bridge, it will tell everyone I'm in Battle Bridge.  Now that was just the beginning.  So what happened from that point forward is now that one of our guys likes to code on telephone anlagen.  So now if I move from my office into Battle Bridge, my calls will walk with me.  If I sit down in my car, which has also got an iBeacon,  it will tell someone that I didn't fill out the Fartenbuch last time.  And from this point, we took it one place further and are now doing with one of our retail customers  an indoor locationing part with virtual Bluetooth Beacons,  where we also basically take inventory scan and that will tell you where the devices are.  So this is one of the things.  And I'll just jump over that one and just give you the last screen.  Where is it?  This one is good for next time I come around.  But what I also wanted to show you is not this one.  As I said, and I tried to convey that to you, it is hard.  Maybe it is more difficult or strange than working on your own or just creating a consumer app.  That's what I think.  But it's quite rewarding and it offers you a great chance.  And as I said, we're hiring.  So if you ever come by and you ask me for my car, this is what we try to find people with.  You'll find a lot of Lego in our office.  Yes, that's my car.  And this is what we're running in the cinemas to get people to work at our place.  All the people we have can participate greatly in impacting how in Germany food and packages are brought into the store.  So I'm asking you to come to the dark side because we have the cookies.  Thanks, Peter.
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This is going to be a bit of a different talk than you've had all day because I'm not at all going to do any technical stuff. So this is the moment when you leave the room. Otherwise, I normally talk to enterprise people about mobile apps for business in general, Android specifically, and why they should use it. So today I talked to Android people about why they should work in the enterprise business and why I think this is the most challenging and fulfilling job you can get. So my world today is completely upside down. Bear with me. I'll try to take you along this road down the rabbit hole of enterprise mobility. You see our logo up there and I believe I have to just quickly explain who we are. We are the Cerclon Group. We are four companies distributed across Germany, Cologne, Hamburg and Göttingen. Two are in Cologne. On the left-hand side you can buy the hardware, for example from Zebra. On the middle part, the guys in Hamburg, they will supply you with a complete wireless infrastructure for a warehouse, retail and other things. Cerclon DFF is my initials backwards, is the company I founded, is the software part of the group and MD, mobile data, is doing staging and things like that. So this is what we do as a group. We've been doing mobile apps since the 1990s. Some of you might remember things like Casio OS or Windows CE. We used to work with 32 megabytes of memory and our group has been doing this for these brands. If you are from Germany, you will recognize that most likely if you are going into a supermarket, most of your data will have been processed through our system. The food you buy will have been scanned by one of the scanners we equipped with software. If you look at parcel delivery and also big box delivery, what is called two people handling, is also done by us. We have last year, without disclosing the customer, together with Zebra sold 48,000 devices in one customer. Once again, we have been doing mobile apps and I was really amazed by the talk, especially by John, of what is possible today and I will try to somehow take you along what we still have to work with. Just once more quickly, that's us. Yes, we are hiring, but that's something different. About me, I was born 1975, so I am also already an old timer. My first computer was an HP 85. The first computer I owned was a VC 20 with 20 kilobytes of RAM. This is not staged, this is what we do on 4th of May. Most of the company, not all of them. I have been leading enterprise projects since about 2000. I have two daughters who already started to code and I am very proud of that. I like to go mountain biking and as was stated before, yes, I work on it. What I want to tell you today is some of the true stories that happen in the enterprise market. Happened to me, will happen to you once you get in there. The first thing you need to do in this case is to define what is the enterprise app. For this talk and for what we have been doing most of the time, let's define it as a standardized or customized software solution for corporate non-public use. No customer will ever use one of the solutions I am talking about today. Mostly not on bring your own or public devices, but on devices like from Zebra. Ruggedized devices with a scanner, with an NFC reader, with an RFID reader for industrial use. Most of our projects also always involve heavy scanning. Here are a few examples of the things we have done on the left-hand side. Windows Mobile 2007. Two years later we did that for their colleagues in the Netherlands. They liked black, whatever. This is a new release. We just did this year for a Motorola 9030 device, which is still running Windows CE for Metrogrupp. These two you can see are Android. One of the things you have to keep in mind if we are talking, we have seen what is possible with the devices and management software. We in our installed base have still more than 50% of our customers on Windows CE and mobile. On the one hand that is insane in support, but on the other hand for you guys, for us, it is a great opportunity to take them, basically, bring them to today. If you are talking enterprise apps, and I know we have a great community here, we have been talking what we can do and good for the world, but if you are working for enterprise companies, forget about doing things that are good for the world. These guys do it to reduce costs, they do it for the money. No one in the enterprise world makes a project because it is nice. Maybe for marketing, but they want to cost. The second goal they might have is security. They want to have more reliable, secure processes than before. That can mean eliminate theft, make sure people use less time and things like that. Sometimes that means creating interfaces that are more difficult to use than would make reasonable sense if you go this way. They want to increase flexibility. Very buzzword bingo style on the management card, but they want to have the same people, trucks, resources, flexibly allocated. And sometimes, this is the fourth most, they have to follow legal obligations. One big example right now that we are all dealing with is the European tabak Richtlinie. The European lawmakers have decided that you have to be able to track each and every single packet of cigarettes from the point of production to the point of sale. Through every step, not talking about the Stange, as we call it, but about the single pack of cigarettes. Also, their motivation is to avoid tax fraud, so once again, only money. And so all of our customers you have seen everywhere where you can buy a box of cigarettes has to implement that new rule. The only way to be able to do this is by scanning each and every single packet of cigarettes. And last but not least, and this is where I am happy that at least sometimes ecology now, social corporate, social responsibility sometimes is a goal, but if I had to describe which is the order of the goals of our customers, this is exactly the order and they work with. So this is what we have to deal with, even if we want to do something else. One very big differentiator for our users is, and this is a great responsibility for us as software people, is most of you come from the world where people want to use your solution. Snap car, I've talked to the guys yesterday evening. That's a solution for my private life. I can easily grab a car. Maybe even Uber, although they're not the nicest guys, I want to use it. I have a personal benefit. If I work at River Group, I must use this software. So you have from the user perspective a completely different approach. These guys, you can get with great interfaces. These guys have to adhere to a certain process that may not be the most effective one in terms of user interface or user behavior. And that's also true. You have to keep in mind the apps that we make for the private user are meant to give you a personal benefit. Things are easier. For a corporate user, things must not be easier. They must be cheaper, faster. You have to work harder. So once again, if you're working in this business, this means you as a developer have a great responsibility to bring these both worlds together. And you have a chance to do that. You can beat the corporation and still make it usable. I'll get to that. Okay, one of the things you also have to live with is hardware life cycles. Both of these devices, we still have in the field. Both. And we have a regular, I think we have a five-year life cycle for the investment. So you have our customer who invests and wants to run hardware for five years. So once again, you see on the right-hand side, this is the TC75 from Zebra. And we still, even out of those, have more than 50% on KitKat and Lollipop. I'll get to why we didn't upgrade on those. This is basically because of security. My favorite word, and if you're like me sitting down with a customer discussing what you can do with technology and the customer says what you should do is, this is your biggest enemy, legacy. It's an unavoidable end boss. And it consists of different legacy parts. First part is system legacy. When you're working in the enterprise environment, you most likely will replace an existing piece of software. Replacing a piece of software that people have been using for a while means they have to change how they work. People hate change. So unless you're able to convey to them that what you do next is way better for them, you will have to overcome a barrier there. The second one is infrastructure legacy. Implementing a new solution also means you have to overcome the existing infrastructure. So you come up to my corporate company and say you need MS SQL server. And I say, oh, we only do Oracle. What do you do? As we did, we also now have Oracle there. Process legacy. This is the second hardest to overcome. It means that users, support people, tech people, management are used to get, analyze and measure performance based on an existing system. So if you take a management person, they get their Excel sheet that says five points this week. 4.8 last week, we're better. Now you come up with a new software and somehow these KPIs don't match anymore. So you have to convince them not only to get a new software, invest into new hardware, invest into the support people to get to know a different system. You also have to make them live with new people, processes where they also have to adapt. And now my final end boss, I don't know if any one of you ever played R-Type. This is the big one. Legacy people. You will encounter people who have produced the old system, who have made it, cared for it, nurtured it over years. It is their baby. Try to take the baby away from a mother or father. And I know what I'm talking about. And you will be in trouble. And they also have a very good reason because mostly you're being put into there to replace that system. And that sometimes or quite often means you also replace the people. So this is your obstacles you will come across in terms of legacy. Here next, big level, corporate legal. The things we are discussing, and we discussed yesterday evening quite long about what is possible with technology and what we can do with data, and we're not talking GDPR, everyone's been doing that. Whenever you do a workshop with a customer on corporate level, you will have corporate legal at the table. And they will try to counsel you. But their job is to keep everything you do in the software for the corporation super legal. This will annoy the hell out of you. I know what I'm talking about. Because you will have to build sub-efficient processes. An example. Assume you're a German food retailer and you work with third party trucking companies. Assume there is a German law that says you are, if you take external people in, you are not allowed to directly tell them what to do. You have to tell their employer and the employer has to tell them what to do. So now you are five truck drivers and I have five trucks there. And I'd like you to go to shop A, shop B, shop C. I cannot talk to you. I have to talk to him. And he will have to send out a piece of paper to you that you do that. The problem is he's in his office, you're in my office. And so what we did in this case, we built another system that he gets up and he basically, it's a dead man. Yes, yes, yes. So this is what happens if you're sticking really to the legal side. You will also have to, and I mean that, document every fricking change you do to the software. And I'm not talking about, we have a new feature. I'm talking about we move that button, we change the label on this button. In the example I just gave you, the logo of my food retailer does not appear on their software. Every of my truckers has the logo up there and has a different process. So you have to document every of these things. And you have to bypass a legal gateway whenever you come up with an update. You will have to run this by. So up to now you're asking yourself, didn't he say it's good to work in enterprise? I'll get there. Okay, there's another thing that's quite German specific if you ever heard of the workers council. If you're changing in Germany, if you're changing how people work in a sizeable corporation, they have a say in it. And on this, I say that's good. It's good that they have a say in it. The question is what happens? I remember sitting in a big meeting with 20 people and for talking about GPS position, storing maybe giving people information about where someone is. And I remember quite vividly the head guy saying, the head honcho of the workers council saying, any of the things you just said will never happen in this company. And I had prepared 20 sheets and how are we going to do this? And he just said, not going to happen. And the thing with the workers council is it did happen. He just had to get something from the process. It can go from road close to, yeah, you're doing a detour and maybe expect delays in the project. But keep it in mind. Once again, it is important to protect the workers because what we can do with technology today in terms of analysis, might not be fair. So, okay, one more negative thing, security. We have been working together with industry leaders like Zebra for a while. And if I come up to a person say, okay, this is the device I'd like to use. I'll go back one example. 2015. We were talking 2000 devices once again, maybe in the food sector, maybe somewhere else. 2000 devices. 2015. And I said, let's go Android. And security people from the IT department said, no, Windows Mobile. And I said, you are going to buy 2000 devices with Windows Mobile in 2015. And they said, yes, we will. And I said, you know that you're going to replace them in three years or far four. Yes. And the answer was, security-wise, our organization is not able to support Android. So, we created a new software where we already ran several Android applications on Windows Mobile. So, this is the, you're not getting the hardware. You're not getting this data. It's also quite nice. We have customers once again from the transport logistics part where you can log on with your name and your password or your pin. So, as a driver, and don't get me wrong, those guys are not stupid. They just have other things to do than managing a software. You just have to remember your name and the pin. We prefer them using the same pin with their cash card so we can read that out. Now, other customers say you're not getting the driver's name. The driver has to remember his 12-digit employee number and the pin. You're not getting the data field of the name. Anyone of us here knows that if I have the 12-digit number, I can go into the database and find the name. But it's not on display. So, you're not getting this interface. I like that. We always was, Mr. Yes from SAP. We always get to hear, oh, you're not SAP themselves. So, you're not getting an RFC connection to SAP. You have to use iDoc. So, once again, also on the interface part, we are driven by others. You can't use your own server. We've been talking cloud all the years. We have one customer out of 80 that uses a cloud solution. Everyone else, big corporation, wants to have on-premise server solutions that are controlled by their own IT. It's slowly changing, but it's still there. And the last thing, you're not going to keep this data. You won't believe the hoops we have to jump through on some projects. One of the hoops is you can track the driver's position of the last 24 hours, and you can look at it for a week if there was an incident. If there was no incident, it has to be deleted after 48 hours, and every access to the thing will have to be protocoled. So, if you take a look through our back end onto the data, that has to be deleted after five days. So, these are the things we deal with. One more thing. This is something I've been trying to do with our customers since 2014. You see, this is still Windows Mobile. We have established something that, you know, from a Fitbit or anything, it's badges. It's badges for good drivers. If they save kilometers, if they're always on time, they can become the time terminator. And if they take back lots of pallets, they can become the pallet prints. We've tried it. We have the software ready. We've tried it out. The badges are there. The drivers loved it because they could have, you know, a contest. And they asked for, can I publish this on Facebook? It's all halted. It's still sitting there because, well, that's personal data. And the Germans like to say Leistungsdaten. Leistungsdaten is very difficult. Okay. Just a few more, and then I'll get to the positive part. Still have some time. App lifetime. Once the system is out, and one of the customers we have since the earliest days, since 2002, where we implemented the first mobile solution on a truck where GPS was still, RS232, a connected GPS receiver, have not really been changed in terms of what the functionality is. They have been adapted to new hardware. So we have to live with a never-touch-running system, idiom. The average time such a system is running is five years, which is nice for sales, because they can say once they made a sale, they can come back in five years, so I can make the customer happy again, and get used to working with an old OS, with a dead system. So, okay, deployment. Also one more thing, and I think Dan said it before, frozen zone. There's always with our customers at least a two-month period where we cannot deploy any software, and I'm talking about hot fixes included. If we come up with a problem in the software, and come up with the idea to do that during November, December, or January, if you take a look at the parcel guys, the parcel guys bring your Christmas presents, and take back your returns. So no way to do any update in that time. On the other hand, you always have the corporate guys saying, I need that feature. Can't you just squeeze it in just right before the frozen zone? And then you go as a software guy, say, yeah, how about testing? Testing is overrated. So that's what we try to do is test once, test many. We do dev tests, we do automated tests, we do tester tests, quality assurance, integrated tests. Then you do a focus group test, key user test, pilot test, and go live. Because as you will also see, no app store for you, man. This is our premise server. We take care of this. We have a staging people. We have IT on premise. So, and I have to admit, we have killed two locations of the river group once with a non-communicating software update. It went well onto the device and then died. So this is what we have to deal with. One of the last things is hot or not, you have to use their development tools and their tracking tools. You have to follow their project approach. You have to use their ticket system. You have to use their time recording system. And you have to use the infrastructure. You also have to look out that your baby, your software afterwards isn't owned by a food retailer. So get some legal aid and make sure that the contract you sign as a company doesn't sign over your IP to someone else. Okay. Also, you're never alone. If you come up with a great software idea and basically you say I want to have an authentication interface to Facebook or Google, that's a great thing. It's not going to happen in the corporate world. Not in the world I have to live in. You have to use their LDP or their Active Directory connection. You have to use their legacy system. So this is what you do. And worse, you're never alone. And let me just go, I'll give you a typology of the guys you meet along the way. There's the genius. The genius works at the customer, knows every single process, every variant down to the tiniest detail. I want to make sure that everyone knows, acknowledges and values his input. He's also often a legacy person. You have the police officer. Although not having been told to do so, he is watching over everyone to stick to the corporate rules during the project from data security down to you must not install anything on your computer. You have the business graduate and this is no offense. He's right out of university. He still thinks he's the ruler of the world. He's annoying everyone with best practices, benchmark processes, and he's normally really useful after half a year of wearing him down. Then you have the spy. He considers himself the keeper of the secrets of the real company goals behind the project. Does not tell anyone which those are or who has empowered him to do this. He demands documentation and participation in all and any workshop you do. My favorite one is the dude. He does not care if the project flies or not. He's just been assigned to it, hates being in the meetings, and he's often quite close to retirement. And the one I like the least is the external consultant. He's been hired to watch your project, make sure you're in time, in budget, in focus, but without actually participating. He's great in writing everything down and telling you what to do. We like to call them the voyeurs. This is how you should make love. I don't know really myself, but this is how you do. So these are the guys you meet. And all these guys make sure you stick with the deadlines and you have to corporate deadlines or deadlines. You miss them, you're effed. Because if you miss a deadline, not only do you get into trouble with your own contract, but in these situations you have staging people waiting there. We had a delay in a project together with you guys a few years back where the customer had a delay problem, so Zebra had to stop the production run of a hardware. So we're talking about someone stop the production line of hardware because someone missed a milestone in a project. And you have to keep that in mind if you're working this. So if it's this bad, why haven't I killed myself years ago? Because I have the best and I think also my guys, we have the best job in the world. I don't know if you know this person on the left-hand side, if you're a German, you know the Zenon with their mouse. For your Americans or English speaking, I have Dora the explorer and then we all know this guy. Who of you has ridden a dumpster truck and collected rubbish garbage? I did. Who of you has been in a nuclear power plant and seen how their processes work? Two. Who of you knows how food actually gets into the supermarket through all these things? Has seen that. So I mean, I have the utmost respect for all the software ideas I've seen here and they're really, really great ideas. But what I get this every week and if you're working at our company and if you're a developer, you have to ride the truck. You cannot work on a project if you haven't been on the truck. I have seen the biggest European meat plant in the world and I have taken my personal decisions from that. But if you work in the industry, you will get to see things that will change your view on the world. And this is very important. If you start working with them and applying what you know from software and technology, what's possible? Then you can make a serious impact. I know that once again the numbers, I don't know how many million Uber rides a day are made. That is a serious impact if you're a taxi driver who earned more before. But what I mean in terms of serious impact is you can also use that for good and I'm really driven by that. So let's assume our customer Leckerland when we started 2007. They're all over Europe. And if I deliver to you, Heinrich, if I deliver to you through Leckerland into your kiosk, one roll cage of food, I'll also bring you three pieces of paper. Your copy, my copy and the one for accounting. So in 2007 when we replaced that process with a paperless workflow, we effectively eliminated 25 million sheets of printed paper per year. That doesn't sound like much, but it is 3.4 kilometers high. And obviously our customer did it for money reasons, but I like the fact that I saved some trees. And we always try, and this is something we try to do with the customer, we have to argue it through with money, but if you use it for the right thing, then it is possible. So you can make a difference by applying what you can do in this business to these corporate users. And just to give you a few examples, this is yesterday, I took the screenshot yesterday. Yesterday we did 10.9k deliveries to German supermarkets. So whatever you come up with as an idea, and this is a very, very, very great responsibility, if you make that process difficult, you make it difficult for 20,000 people a day, 10,000 drivers who have to go through a hoop because you misdesigned your software, and 10,000 guys from the supermarket because you misdesigned your software. So once again, back to that one, this always immediately always applies the economy of scale, and that applies and greatly amplifies your responsibility. So if you make the software miserable, you make people miserable. So better build good software. Okay, now, and as you've seen before, I've talked about all the negative aspects. Yes, that's right. But once again, the easy stuff is for the beginners. If you want to have a big challenge and want to try to bring all this together, our business is the one to be in. You can fail greatly, and we did. We've lost customers, yes, sure. And I think I even insulted someone for being too ignorant to see the positive aspects. Yes, I couldn't help myself. But another thing also, you get to work with really, really good people. The good thing about corporations is they have money, and if they feel like it and they need an expert, they will get that expert in. I remember working together with someone by the name of Bruno Cirona. Bruno Cirona was able with blindfolded on a keyboard to optimize an Oracle database. He did a live update on the Austrian post blindfolded, basically. And if you work with these people, you get a lot of benefit back for your own growth. And this is the next part. You will become awesome in your domain if you follow these rules. You can be a great coder, and I have the utmost respect for that, but I'm talking about domain knowledge. Regarding myself, there is most likely very few people who know more about food retailers and transport logistics in Germany than me. And I started out completely naive. I thought, well, food just, you know, they bring it, I buy it. And to this day, no, that's not true. They do a lot of things. And another thing, I think I was able to show you how many opportunities are in this business. So you can make some good money there. And once you have established, and I'm going back to that, when you have established yourself as a good team of experts, your customer will use you for that project, the next project, and the next project. And they will begin to trust you. They will begin to trust you with more, because this is, for me, the ultimate goal. The top stuff is what they want. User benefit, social benefit, a new approach, maybe advanced technology and long-term use. These are the things that I'd like to have in such a project, and I, to this day, say, we have done that a few times. And before going, I want to show you, this is, for me, the God mode, if you achieve this one. Now, if you take the great solution and bridge that with the consumer world, you have an awesome solution. Do I have another minute? Okay, I'll just show you what I mean with this. And bear with me, it is a marketing video, and it still hasn't, but it is something I want to show you how you can bridge those two worlds. Maybe turn up the volume. And then, you are the door. Okay, so what was the idea behind this? We have a customer, or several customers, that during Christmas and Easter, or as we Germans call the area, the time when there's no food in the supermarket, need to have extra trucks on the road. So they rent trucks, and that means they have to also equip them with a big device that we have with scanners and so forth, and that somehow sometimes doesn't work. So they create paper, and it's a... So we said, okay, we know your big process, how about you define the five core processes you need for us, and the guys can use their own phone when they come in, and we'll make sure that we implement some piece of software in between so that your IT is protected and that all the stuff you need in terms of reporting is still done. And so to this day, one of our customers now is running 15% of all their tours through this. So this is what I mean, if they trust you long enough, they can get you there. Nope, not again, not again. And how far I'm along? It's okay. You want one more example? Anyone? Okay. So this is Air Revue Lite, and this is actually quite successful. The next thing I'll show you is another video, but bear with me, this video is not a marketing video. It's an internal video. Our developers, we always go into a reclusion in the Harz Mountains. Anyone of you knows that? There's not much to do there. So, and they had the... We had a problem because we are distributed across so many offices, and because we're technology people, we try to solve organizational problems with technology. And so the developers decided they wanted to do the video on how this thing works themselves. No professional acting involved. Where is Ulf? So far. Something that happened regularly was where is that person? And it wasn't enough to just know he's in our wireless LAN or not. Are you again looking for Ulf? Why didn't you say so in the first place? And that's Ulf. Okay. So now what did we do? We used iBeacons. Every one of our offices now under the central table has an iBeacon. So if I move into my office, my phone checks against that iBeacon, tells the central server, Felix has just arrived in his office. I go outside of my office to meeting room number. Our meeting rooms are named Battle Bridge and Main Bridge. If I enter Battle Bridge, it will tell everyone I'm in Battle Bridge. Now that was just the beginning. So what happened from that point forward is now that one of our guys likes to code on telephone anlagen. So now if I move from my office into Battle Bridge, my calls will walk with me. If I sit down in my car, which has also got an iBeacon, it will tell someone that I didn't fill out the Fartenbuch last time. And from this point, we took it one place further and are now doing with one of our retail customers an indoor locationing part with virtual Bluetooth Beacons, where we also basically take inventory scan and that will tell you where the devices are. So this is one of the things. And I'll just jump over that one and just give you the last screen. Where is it? This one is good for next time I come around. But what I also wanted to show you is not this one. As I said, and I tried to convey that to you, it is hard. Maybe it is more difficult or strange than working on your own or just creating a consumer app. That's what I think. But it's quite rewarding and it offers you a great chance. And as I said, we're hiring. So if you ever come by and you ask me for my car, this is what we try to find people with. You'll find a lot of Lego in our office. Yes, that's my car. And this is what we're running in the cinemas to get people to work at our place. All the people we have can participate greatly in impacting how in Germany food and packages are brought into the store. So I'm asking you to come to the dark side because we have the cookies. Thanks, Peter.
apps for business in general, Android should work in the enterprise business and why I app. For this talk and for what we have been talking enterprise apps, and I know we have a perspective a completely different approach. you will be in trouble. And they also have a very established something that, you know, from a them the voyeurs. This is how you should make a deadline, not only do you get into trouble with give you a few examples, this is yesterday, I optimize an Oracle database. He did a live update have established yourself as a good team of terms of reporting is still done. And so to this