For a service business to remain competitive, mobilising is a question of when, not if. Fortunately it is largely common sense, and most businesses mobilise successfully without hiring consultants or writing a detailed change management plan. Some tips are:
Plan

Define your key business objectives. Simple, measurable goals such as increasing the % of time charged out or issuing invoices quicker are best. Identify possible concerns. Some users may be apprehensive, say clerical staff wondering if their hours will be cut. The table over the page lists possible concerns and responses. Do this early on, but keep it in balance – don’t doom the project by raising too many potential problems, focus on 2 or 3 obvious ones. Select suitable mobile devices (see the table over the page). The likelihood is that any device more than say 2 years old will be a problem; trying to save money by using under spec’d devices is false economy.
Define workflows
A mobile application is just a tool that can be used well or badly. Mobilising is an opportunity to streamline workflows, not just to reduce paperwork. Decide on a sensible workflow, but be open to suggestions on how to improve this as you gain experience.
Set expectations
Ensure your employees understand the goals, and consider having a policy, part of the employment agreement, covering the use of mobile devices, particularly if you intend to use GPS tracking. The privacy of employees has to be protected, particularly if the employee owns the mobile device. Attached is a sample agreement covering mobile devices. Ensure that employees understand that running multiple applications and downloading large non-work files will degrade performance, particularly on older devices. Most reported performance problems are due to users running applications such as movies or having a number of browser tabs open.
Involve and reward the users
Involving employees is important, but don’t lose sight of the key objectives and never surrender control of the change process. Hold regular feedback sessions; say weekly at first and then fortnightly. Acknowledge that there will be some hiccups and frustrations along the way. Deal with genuine issues promptly, but also highlight what has worked and celebrate successes!
A natural question is “What’s in it for me?” Be honest as it goes without saying that the main reason for mobilising is to improve performance and profits, but there are benefits for users as well (see below) Be firm with resistors and work out ways to get them on board. But if this proves impossible, consider replacing them. As the owner of a US business that mobilised recalled, “We lost a few foremen because of it, but honestly they were people who probably needed to go anyway. They left because they knew what was about to happen, and we’d see what they were doing during the day.”
Trial and then roll out in stages
Mobilising all field staff in one go sometimes works, but is risky if there is resistance. Identify one or two employees who are technology savvy and get them to trial the system. Once they have it working and the benefits are apparent, roll it out to the other employees.
Train
A few short training sessions help to get people up to speed quickly and to allay fears. Some employees will get to grips with the new system quickly. Others will take longer or struggle, so schedule training on a needs basis. The software provider should offer training materials, such as on-line videos, and some businesses develop in-house manuals detailing their preferred workflows. In practice few use these resources after an initial period, and it can be a burden to keep up them to date given the rapid evolution of software. The best answer is for the application to be user friendly and intuitive, with adequate help information built in, so that users quickly learn from on-the-job experience.