Book Review : " The Steve Jobs way, iLeadership for the new generation"

Book Review of “The Steve Jobs way, iLeadership for the new generation"


You can download the presentation from the following link
http://www.slideshare.net/dinwin/book-review-the-steve-jobs-way-by-dinesh-chandrasekar

Steve Jobs is as much an icon of the information age as the iMacs, iPods, iPads and iPhones that his company has been launching ever so frequently in recent years. He is also a controversial entrepreneur

and both authorized and unauthorized biographies of the Buddhist business magnate and inventor are aplenty. But Jay Elliot, author of The Steve Jobs Way: iLeadership for a new generation, is perhaps one of the closest associates of the founder and CEO of one of the most outstanding companies in history to have written a book on him. Mr. Elliot, who worked with Mr. Jobs as senior vice-president of Apple, leverages his ‘deep insider perspective’ of his boss’s ‘singular iLeadership style', encompassing four major principles: product, talent, organisation and marketing.

The author first met his future boss, ‘the hippie-looking, twenty something in jeans and sneakers’ in the waiting area of a restaurant, days after chucking his job with Intel. “But we quickly discovered a shared passion for computers,” says Mr. Elliot. “The guy was a fire-eater, bursting with energy, lighting up at the idea that I had held key positions in technology but had left IBM when I found them slow to accept new ideas.” The book is full of interesting anecdotes relating to Mr. Jobs, his interactions with his colleagues, the big fights he had with some top executives, including John Sculley, the former PepsiCo president, who replaced him as the CEO following a painful power struggle in the mid- 1980s. But the ‘Sculley era’ saw the decline of Apple, leading one international magazine to label Mr. Sculley as “the 14th worst American CEO of all time”.

Mr. Elliot recalls an Apple worldwide sales meet at a hotel on Waikiki beach in Hawaii after the Macintosh launch. “The event was a stunning success, but it didn’t go unnoticed that John and Steve seemed to have spent almost their entire time at the conference without speaking to each other,” he writes. Mr. Jobs, according to the author, was frustrated that he could not convince Mr. Sculley that his plans — of, for instance, hiring a new in-house sales force of 2,500 people to sell the Macintosh to businesses —were taking Apple in the wrong direction. “At the dinner the first night in Hawaii, the two had a big blow-up; it was like a public announcement that they were no longer the joined-at-the-hip buddies they had been in the early months after John’s arrival.” For the fans of this innovative entrepreneur, the book has a lot of interesting details about the man who continues to remain an enigma. Days before the launch of the Mac, Mr. Jobs walked in one day for a demo and wasn’t happy with the noise that the fan generated. Personal computers, in those early days, had fans which made a

lot of noise. But the Apple boss wanted the Macintosh to be completely silent. The entire organisation, including engineers and technologists disagreed with him, but Mr. Jobs insisted the Mac would not be launched if it was noisy. The launch was delayed by five months, as the engineers went back and redesigned the Mac, ensuring that it was silent. Mr. Jobs had been right in principle, but he learnt a valuable lesson: Details matter, it’s worth waiting to get it right, but there are times when you have to weigh the benefit of getting it right against the cost of being late to the market. Mr. Elliot notes that Mr. Jobs is one of those people who keep reinventing themselves. It is not that the Apple CEO himself changed, but his vision had changed over the years. For instance, while the Mac was ‘first-generation Steve’, and other products that followed before the iPhone and the iPad also reflected Mr. Jobs as the creator of products that caught the public imagination, today his focus is on content. The Apple CEO has envisioned a world in which content is king and the Apple of the future will become a company that puts devices that deliver content in the hands of consumers. For a man who has been described as “Harvard’s most successful dropout,” Mr. Jobs has remade three industries and transformed the way we create, consume and communicate with each other. The author shares the lessons that come out of Mr. Jobs’ intuitive approach to show how the creative and technological brilliance of iLeadership can be utilized

to drive breakthroughs in any organisation, irrespective of size.

One such instance is the way Steve Jobs always believes in hiring the best or the ‘A’ people, as he calls them. For the Apple boss, an employee’s true worth is his talent and passion, not necessarily the educational and technical qualifications. Not surprising for someone who dropped out of college in pursuit of his passion. The fast-paced book reveals the ‘real’ Steve Jobs, who has over the past three decades transformed technology.

Loving P&C

DC*

The Leaves of Innovation

Dears,

The world is lot better every day with innovations. I call this article as leaves of innovation simply to say innovation is continuous process and leaves will fall and new ones will come up but every leaf serves its purpose to make the tree (corporations) stronger and helps to survive the seasons. The innovation distinguishes between leader and a follower. What is innovation? To me it is reinventing the self and organization to make something better for the world. Look at some of the yesteryear great corporations, some of them survived and many of them couldn’t stand a chance to comeback and they have nothing new to offer. The scenario is very much the same for the today’s successful corporation and this law of karma will never change. You will start dying, the moment you stop innovating. I want to you walk through some of the great innovations and best practices followed by the corporate game changers.

3M, the Master of Innovation

3M has specific metrics to measure innovation performance

·         30% of sales must be generated by products launched within last 4 years

·         10% by products launched in last year

·         Number of patents awarded.

Culture of innovation generates enormous satisfaction for those who work at 3M.  Culture of innovation is backed up by a culture of communication.  There is an unwritten rule that allows employees to spend 15% of their time on a project of their own invention.  There is acceptance of a high failure rate – 90% of ideas fail at one of the various gateposts before reaching status of formal project.  Key is to spot losers early.  Tolerance and delegation are critical. 

Wal-Mart’s ETDT & Cross Docking

Wal-Mart’s ETDT Committee which meets monthly to review processes and ensure that outdated ones are removed from the company manual. They call this ETDT – Eliminate the Dumb Things. Wal-Mart pioneered a great many innovations how it purchased and distributed goods. One of the best known of these is cross-docking, in which goods trucked to a distribution center from suppliers are immediately transferred to trucks bound for stores without ever being placed into storage. Cross-docking and companion innovations led to lower inventory levels and lower operating costs, which Wal-Mart –translated into lower prices.

Sun Microsystems’s Afternoon session

On the last Friday of every month the innovation unit of the company stops work for the afternoon to join in a stimulus sessions involving something people would never normally do.  The aim is to structure some freshness into the work place to break patterns

Electronic Arts

EA’s recruiting process involves not asking for a resume when people click through to web site but for answers to a few basic questions - type of work they are looking for, interests, experience and where they live.  If there is no current fit, EA asks whether candidate would like to receive future correspondence – strategic updates, notification of new openings.  (Roughly 60% have said yes).  EA have also built up a top 40 list of the most talented people in the world who, EA hopes, will someday work with the company.

Harley Davidson

Harley owners group boasts 450,000 members and sponsors an annual rally where the tattoo contest is one of the most keenly followed events.  As the company says “it’s one thing for people to buy your products.  It’s another for them to tattoo your name on their bodies.

Proflowers.com

During peak demand periods – Valentine’s Day, Mothers Day – rather than bring in temporary employees everybody gets involved in customer service.  As well as avoiding morale problems it helps everyone to feel the customer.  Everyone gets trained in customer service, even the programmers.  And the front-line experience helps them be more customer-sensitive in their everyday jobs.

Loud Cloud

The senior mgt of the company always keeps a list of the 10 most serious threats to the company.  It’s called “Ten reasons why we are going out of business”.  It builds up what seems like paranoia but is really clear-eyed objectivity. They keep a close eye on those 10 items.

GE’s Strategic Planning

Rather than a plan that can be beaten, GE operates a stretch environment with teams producing “operating plans” that reflect their dreams – the highest numbers they think they have a shot at.  Discussion revolves around new directions and growth.  Everyone leaves with a good idea of what the business will do and what the team will try to do.  And an operating plan is drafted to reflect that reality.  The team knows that it will be measured against prior year and relative performance against competitors, not against a negotiated internal number.

Ford’s Customer Experience

The Chief Customer Experience of Ford says “To see how we can improve our customer satisfaction we often ask two dozen or so customers to come in and bring their cars with them. The chief engineers, the product planners and I join them and ask each customer why they bought the car. What did you like about it? What don’t you like about it? What would you improve? This really helps us identify things our people wouldn’t have thought of. 

Gillette’s Razor Technologies

Consider Gillette’s sophisticated management of its innovation pipeline. Over the past 35 years, the company has parlayed its unparalleled understanding of men’s grooming needs to drive the development and mass adoption of successive razor technologies…Today, Gillette dominates its market, with more than a 60% dollar-market share in North America across its portfolio. Given its strong position in the category, Gillette has to be extremely thoughtful about the timing and strategy for each new product launch so it can grow the category while minimizing cannibalization of existing product sales. Since the introduction of its trendsetting Trac II, the company has rolled out a series of increasingly advanced razors, including the Atra, SensorExcel, Mach3Turbo, and M3Power, each of which outperformed its predecessor. For each of these innovative new products, the company’s elaborate revenue projections include detailed analyses of revenue sources and, crucially, the potential effect of these new products on existing product revenue streams

Samsung

Korean consumer-electronics giant Samsung offers another example of a shrewdly managed innovation pipeline and marketing machine. Five years ago, Samsung bet the ranch on digital technology and transformed itself from a middling manufacturer of analog televisions into one of the leading consumer electronics companies in the world. Samsung’s 25,000 scientists are charged with translating insights gleaned from the company’s massive customer research programs into a flow of new product concepts that can be moved from the drawing board commercialization in less than five months. From among to these innovations, the chief marketing officer selects and most likely to win in the marketplace and is given additional marketing dollars to back them.

Toyota’s Open Door

Toyota has confidently opened its factories to visitors from other automakers and yet continues to expand its productivity lead. 

The Innovation is not always about some great products and generation next technologies it is also about how do we make things better today and keep changing for the best future. Innovation has to be seen as way of work and way of living than to push people to innovate just for the sake of it.  Mind is like a parachute it works only when it is open and Innovation requires open minds first and health work environment to create some newer stuff.

Cheers

DC*

Give your CRM system the Elbow Grease to sustain Change & Evolve

Dears,

Most businesses today are under increasing pressure to respond to change expeditiously to adapt to the ongoing needs and demands of their customers, the changing competitive landscape, and the evolution of the marketplace. An organization’s CRM system can either effectively support or hinder their business agility and capacity to respond to change, affecting overall corporate performance and customer satisfaction. In this article want to bring out the importance of flexible CRM systems and how the right solution can support and even advance an organization’s ability to evolve in lock-step with changes as they occur enabling them to attain and maintain a competitive advantage.

Most organizations have unique business processes and rules—even businesses that operate in the same industry or market. Whether your company’s unique traits include specialized processes that give you a competitive advantage or complex informational requirements due to a diverse and multi-tiered customer set, understanding the importance of flexibility in a CRM system’s architecture is key to avoiding implementation failure and to ensuring the solution meets your organization’s requirements over the long term. Most CRM vendors will claim their solution is customizable. Understanding what that really means, however, can make the difference between attaining your organization’s goals and implementation disaster. In this paper, you will learn about the different categories of “customization” and the role a flexible architecture plays in being able to customize with ease, as well as flexibility’s importance in deploying, upgrading, and integrating your CRM system successfully. By understanding these factors and how they relate to your organization’s needs and resources, you can ensure the CRM solution you select enables you to operate as an adaptive enterprise, which is critical to maintaining a competitive edge in today’s business climate.

Understanding Customization

When searching for a CRM solution, many organizations will start assessing their needs by reviewing their customer-facing business processes, as well as their internal information requirements. It is usually during this phase that companies realize that no software package will accommodate their needs “out-of-the-box” and that the ability to adapt or mold the software to their way of doing business will be key to generating tangible results.

The industry often uses the terms “customization” and “configuration” interchangeably to mean “tailoring the software to meet unique business requirements”—but in practice, these terms do not mean the same thing. There are several areas of a CRM application that may require tailoring to meet an organization’s particular needs. Some of these changes are anticipated and provided for within the software, which will offer easy ways to “configure” these options. Other more elaborate changes may require deeper technical engagement with and alteration to the underlying software—these are “customizations.” Examples of these two kinds of CRM tailoring include the following

Configuration:

• Creating rules (such as report filters, escalation levels, and other business rules) that make the system behave in the manner you want and produce the information you need

• Adding fields, changing field names, and adding or changing field values (that is, data options for populating the field) to capture required information

• Formatting data elements on the screen, such as changing the order in which fields appear, as well as how they look (for example, putting required fields of entry in a different-colored font)

Customization:

• Scripting logic to drive process or workflow (for example, if the credit department puts an account on hold, an internal notice is automatically sent to the account manager handling the account)

• Managing the application programming interface (API) to enable integration with other applications/systems. (Although many CRM vendors will provide tools to integrate their software with industry-standard applications, such as accounting packages, this form of tailoring is still often required)

To summarize, configuration changes are generally those that can be accomplished by non expert users, without the need for extensive programming or changes to the basic crm modules (though you may have to consider your resources and the skill level of existing staff—for example, config resource may be needed to configure more complex implementations that address end-to-end business processes). Engaging an external consultant or the software vendor to make configuration changes will cost you both time and money—be sure you know what configuration options you need and whether they are provided in the CRM software you are considering.

True customization changes are generally those that need to be made by technical specialist —actual modifications to the application or template through system-level properties or programming code. For example, a non-typical sales process to manage RFPs could potentially be modeled by adding tables and code to customize the sales module within a CRM application, but this would require programming experience.

Today’s CRM vendors deliver systems with differing degrees of configuration and customization capabilities, and enterprises need to clearly understand and evaluate this functionality as it relates to their business needs. By clearly defining your business processes and requirements and understanding the important differences between configuration and customization, you will be well prepared to avoid implementation surprises that can result in substantial costs to your organization.

In their search for the optimal CRM solution, many organizations either put too much focus on assessing which requirements the software will meet at the time of implementation (whether out of the box or with tailoring) or not enough—they are sold on a “best in class” notion and believe they will simply “make it work” (in other words, they believe they can adapt their way of doing business to the software). The best CRM solution is one that is capable of supporting your business model and processes at the time of implementation, as well as on an ongoing basis: it should be flexible and adaptable, so that it can be altered and scaled as your organization changes and grows. All too often, organizations make a choice based on ease of accessibility or other perceived advantages, and then due to inflexible architecture find themselves being held ransom when the need arises to adapt the software.

Implementing a solution with underlying inflexibility can mean locking business processes in at the point in time of implementation, which can prove to be a significant barrier to the organization’s ability to respond to change as needed—something that is becoming an increasing necessity for most businesses today—ultimately hindering their performance. A system’s inability to be adapted rapidly and reliably to meet the organization’s changing requirements is a top reason for CRM failure. As with most business processes, the most effective CRM processes are not devised once and then never revisited—they need to be continually analyzed in relation to changing customer needs and expectations, as well as changes in the market and competitive landscape. The most successful CRM implementations are in organizations that are constantly assessing their CRM practices, with the objective of creating a triumph for both their customers and themselves.

Loving P&C

DC*

Deciphering the Enterprise Mobility Vision – Part 2

MEAP

Dears,

Hope you enjoyed the first part of this article; this one is the concluding part.  The Pepsi Bottling Group (PBG), the largest Pepsi bottling company in the United States, needed to provide better tools to its frontline employees to increase sales and productivity. They chose to provide their frontline sales employee and VanSales representatives with the handheld CRM mobile device to do the retail auditing, sales, collection and fulfillment of orders. Today, Almunajem cold stores company riding high on their VanSales crm solution empowering the van drivers to effectively sell and prompt delivery of orders to 1000+ retail outlets across the Saudi Arabia. We are proud to be a part of Almunajem success story and look forward to revolutionize the consumer goods industry with our mobility crm solution.

http://www.munajemcs.com/en/about/capabilities/information-technology

Planning for Enterprise Mobility

Enterprise Mobility requires very comprehensive planning. Few of the critical items to consider are

✓ Support a range of back-end systems. Plan to mobilize a variety of back-end systems including database, legacy systems, applications, and web services.

✓ Support a range of mobile devices. Include support for multiple and major mobile Smartphone and tablet device form factors in your plans.

✓ Assess your resources. Evaluate your organization’s current and desired infrastructure, as well as in-house developer talent.

✓ Define application priorities. Define the types of applications your organization needs and prioritize them.

✓ Strategize for success. Determine application needs and wants, and then begin with one that will provide immediate return on investment (ROI) for internal success and support.

✓ Mobilize the enterprise. Deploy applications that connect both internal and external stakeholders to conduct better business.

Remember when we said you need to plan your mobility migration? This is why. You’re better off deciding early to support an agnostic mobility strategy and to design, manage, and deploy mobile apps via a Mobile Enterprise Application Platform (MEAP).

Mobile Enterprise Application Platform (MEAP)

Some organizations start with a pilot program or a department-by-department implementation. This can quickly lead to an unmanageable situation because every device or application has its own configuration and management tools. A platform strategy allows an organization to plan for its mobility holistically, so that all devices (even new, “over the horizon” technology) can be managed from one console using one set of management tools. A platform strategy is essential for maintaining control over a mobile environment with many device types and diverse security requirements.

A MEAP approach to mobile application development

✓ supports major mobile device types

✓ connects mobile devices to back-end data sources and applications

✓ offers one console with integrated application management

Such a development platform connects many back-end applications and data to virtually any mobile device and presents a single management console to keep it working. In this approach, you develop mobile application logic once, and the platform can interface with any mobile device in your enterprise the resultant development, deployment, and maintenance structure is a lot simpler. If you think a piecemeal approach costs less, just wait until your employee demands and device diversity grow. Adopting a development platform at an early stage does require a larger initial investment, but in the long run you avoid application creep and cost explosion.

Developing Mobile Apps

There are two basic approaches to mobile device application development: point solutions and a Mobile Enterprise Application Platform (MEAP). Most companies likely start development in a point solutions program, where a single application is acquired or written to support a single mobile operating system. After the single app is online, of course, the company or the user community quickly identifies more application requirements. Plus, users begin pushing for broader device support.

The point solutions development plan can continue for a while, but industry research shows that when you’ve passed three mobile applications or you’re supporting more than 150 users, moving to MEAP development is more cost effective. Also, look for costs to rise significantly in a point solutions development environment when you’re supporting more than two mobile operating systems. There are other issues to consider:

✓ Can you predict accurately how quickly your organization may pass one of these decision points?

✓ Are there productivity issues (the benefits of a broadly enabled mobile enterprise environment) that could suggest an earlier adoption of MEAP development?

✓ Can you afford the investment in a MEAP system today, even if the immediate costs seem higher?

Chances are, when you spread the cost over the lifetime of your enterprise, the cost savings will be obvious. You’ve just front-loaded some of the expense. Whether you acquire applications or develop them in house, you also need a coordinated, centralized system for managing app deployment.

Deploying Mobile Apps

Some of the same issues you confront during app development affect your mobile app deployment strategy. In the beginning, you probably can support some number of devices with one or two applications. However, it should be obvious that maintaining adequate security, managing software versions, tracking licenses, and commissioning and decommissioning devices becomes cumbersome and expensive as the number of apps and the user base grow. A MEAP can help you leverage software and data facilities you already have for deployment to multiple device types

A truly functional application management suite can handle the initial deployment, but it also can update and maintain the apps automatically over the air. In other words, workers shouldn’t ever have to bring their laptops, tablets, or Smartphones into the office to have the most current software installed. Nor should your IT staff have to monitor these devices. After the parameters are installed onto a management system, the maintenance process should be virtually automatic.

When you have in place the monitoring and over-the air update capability, there are other possibilities.

Document files can be delivered securely to frontline workers using a forced or subscription model. Document owners have control over content and can add, delete, or update content so that out-of-date documents in the field are replaced automatically. You can update file-based information from any source and format, including HTML, database files, documents, and other electronic content. Techniques used to replace or update a segment of a file rather than the whole file can provide significant efficiencies and cost savings.

By this point in your examination of mobility enterprise strategy, you have a clear picture of some of the advantages of planning, employee involvement, and training. A plan for centralized and automated management of device security, app management, and app deployment is the way to go. This article is just precursor and I look forward to explore and share more on this topic.

Loving P&C

DC*

Deciphering the Enterprise Mobility Vision – Part 1

Dears,

Whenever I get to wonder about some new technology “know how”, one thing that reminds me is that you are not alone and like minded individuals are also looking for the answer to the same technology wonder. Enterprise mobility is one such thing and I could see there is lot of hype around it but no one has the perfect answer to all the questions. Not too long ago, the only mobile devices you had to contend with were animated feature phones and laptop computers. Whether your business has actively embraced network mobilization or fought the trend with all its might, your network is becoming a mobile enterprise. Laptop computers began the trend, but the real mobility move started when the first employee carried the first Smartphone into work and began checking e-mail and running personal applications. Indeed, if you talk with any corporate IT manager, chances are you’ll hear that employees are driving the quest for mobile applications. Over the next few months we expect that most corporations will support applications on personal devices. Increasingly, employees expect their companies to allow them to purchase their own mobile devices, and to support them with the necessary applications and access to corporate data. The results of these changes in corporate philosophy relative to mobile computing are consistently positive. Mobile employees are happier and more productive, which is good for the company. If mobility is managed correctly, key corporate data is distributed to the field, where it can be accessed more easily and efficiently. Although there is a cost associated with proper mobility management, if employees are permitted to choose and carry their own devices, the company saves on hardware costs

Mobility Statistics

✓ there are some 6 billion mobile devices worldwide.

✓ Mobile phones alone account for 5.4 billion mobile devices.

✓ Mobile workers number at least 1 billion — and that number is growing.

✓ The Smartphone market is bigger than the personal computer market.

✓ By 2013, mobile devices are expected to outdistance personal computers as the most common way to access the web.

✓ An ABI Research study released in 2011 predicts that “the worldwide app industry is well on its way to achieving 44 billion cumulative downloads by 2016.”

✓ Mobility is growing five times faster than other IT shifts, such as client server or Internet adoption.

✓ within a year, the majority of enterprises will deploy five or more mobile apps and 20 percent of companies expect to deploy 20 or more mobile apps.

✓ Fifty-seven percent of workers use their own mobile devices to make work-related phone calls.

✓ Forty-eight percent of workers use their own mobile devices to check work e-mail.

✓ Forty-two percent of workers use their own mobile devices to search the Internet or an intranet to access work-related information.

Mobility Work Style

This rapid trend toward corporate network mobility is changing the workplace, including employees’ lifestyles and business operations. Mobile technology can enhance business operations in many ways:

✓ An information worker can use his personal device to access enterprise e-mail and applications when outside the office.

✓ A salesperson can use a mobile device to get a customer to sign for samples received.

✓ A police officer with a tablet in her vehicle can access a database of criminal information while

on patrol.

✓ A field service engineer can use a “ruggedized “tablet to find information on specific parts so that

he can fix a customer’s problem the first time.

✓ A retail salesperson can check stock levels and process transactions with a handheld point-of-sale device.

✓ A health worker can have up-to-date patient information, whether in the hospital or while visiting the patient at home.

Such advantages to mobile computing are real today, and they’re becoming more common. In the unwired enterprise, mobile is the new desktop. It connects the boardroom to the shop floor to the consumer across the entire supply chain. It empowers people and the companies that employ them. It changes our culture — the way we work and interact with our customers. Enterprise mobility is a   phenomenon that transcends all borders in the workplace; it’s how and where we make decisions and collaborate...

Digital Generation

Current college graduates have grown up in the digital world. They don’t know life without digital music, digital photography, digital games, and Smartphones. The new term for these new entrants to the workforce is digital natives. Do you think that digital natives can thrive in a work environment where digital immigrants (those who grew up in a pre-digital world) are unnecessarily restricting their access to the digital technology they feel they need in order to be productive? Unlikely! A company’s acceptance and fostering of a diverse and digital-rich work environment helps ensure that it will be able to attract some of the best, most desirable talent to join its team.

A successful enterprise mobility environment needs to

✓ analyze its user base and needs

✓ Decide which devices to support

✓ Secure the network

✓ Write governance policies

✓ Implement employee training and support

✓ Centralize device management

✓ Centralize application development and deployment

The checklist above is a topic by itself and we will explore in detail in the days to come .Meantime just want to see some real life examples ..

IPAD & CRM Enterprise Mobility 

Apple's wildly popular tablet computer IPad may have left some wondering when and where it would find a business application. But one furniture maker has already found it. Arhaus Furniture, a Cleveland, Ohio-based furniture maker with 34 stores across the Midwest and eastern United States, is equipping all its delivery drivers with an iPad not only to go paperless but to improve up-sell and cross-sell. We have many more examples like this. The technology vendors are aggressively porting their CRM applications to  IPad  and other renowned tablets. Few video links for your perusal.

Siebel CRM on IPad

http://www.youtube.com/watch?v=sJpPNQzwnjM

Microsoft CRM on IPad

http://www.youtube.com/watch?v=izORM0TrA30&feature=related

Salesforce on IPad

http://www.youtube.com/watch?v=U5JDojf5cEU&feature=related

Watch this blog for more on Enterprise Mobility. Godspeed

Loving P&C

DC*