Windows 10 is just around the corner

In just a few days, on July 29, Microsoft will begin the public rollout of Windows 10 in 190 countries. If you want to upgrade your desktop or laptop computer, it’s a free upgrade in specific circumstances. Lifehacker has a simple flowchart that makes it quite easy to see if you qualify.

Windows 10 upgrade flowchart

The only difference to this chart is that Windows 8 won’t get you the free upgrade but Windows 8.1 will. According to Microsoft:

The only requirements are that a) your device is compatible, and b) you’re running genuine Windows 7 Service Pack 1 (SP1) or Windows 8.1 (Update).

Windows 10 is designed to run on Windows 7 and Windows 8.1 PCs. That means your device is likely compatible and will run Windows 10.

See the full specifications here.

You don’t have to get the upgrade immediately if you don’t want to – you’ll have a year from July 29 to get it for free. Otherwise you’ll have to buy a license just as you have had to do with previous versions of Windows. What’s different this time is the free upgrade offer.

Once you have upgraded your computer to Windows 10, you’ll be able to create an install disk on a flash drive that will let you do a fresh install from scratch if you wish to. Microsoft says such an install disk is yours to keep for free as well.

Starting a few months ago, you may have seen a popup window on your desktop saying that you could reserve a free copy of Windows 10 upgrade that would be available to you from July 29. If you accepted that, you’ll have a little Windows icon in your system tray.

You’ll also have that confirmed in the Windows Update section of Control Panel in Windows 7 or 8.1.

Windows 10 upgrade reserved

And what about editions? What ‘version’ of Windows 10 will you get?

Microsoft explains it:

Windows 10 upgrade editions

Note the small print – the free upgrade offer does not apply to enterprise-edition customers (that’s typically large companies) who will have different offers.

So what can you expect with the Windows 10 upgrade? How easy will it be to install? What issues might arise?

If you think about it, this is quite an exercise. Imagine the thousands if not millions of different configurations of computers around the world, a fair number of which will have some issue or another. Some won’t have up-to-date video drivers perhaps. Or maybe a niggling problem in Windows 7 the user never got around to fixing. It will be amazing if everyone’s upgrades go 100 percent smoothly.

Yet I think you can expect a pretty good experience if you’re prepared. Being so isn’t difficult:

  1. Make sure your current qualifying Windows version is legal and as up-to-date as it can be via Windows Update. Best thing is to ensure it’s configured for automatic updates and let it do its work for a few days.
  2. When you do get a notification that Windows 10 is ready to install, close every single program you might have running so that your PC can devote all its resources to the Windows 10 upgrade process from the start of it.
  3. Keep all the peripherals you use – printer, mouse, webcam, multiple monitors, etc – connected so that Windows can see all those devices and migrate settings as required. And of course, ensure your PC is connected to the internet.

As a member of Microsoft’s Windows Insider programme, I’ve been running beta versions of Windows 10 for the past eight months or so. The latest beta build 10240 released to Insiders about ten days ago is as flawless an upgrade as it got for a beta. It suggests quite clearly that you should expect a flawless upgrade experience, all else being equal.

Indeed, some industry journals are saying that 10240 is the RTM version of Windows 10. Maybe it is; my thought was that it definitely has the look and feel of finished software, as I noted in a post to the Insider community forum on July 16 (if you’re an Insider, you can read it in full):

[…] 10166 was a really good update in terms of overall polish, reliability of operation, looking like a final. Hard to add more to that but 10240 looks even better. It has a definite look of final, release-version software. For the first time, a terms of use text appears along with a screen explaining some of the features in Windows 10, eg, Edge browser.

Either way, Windows 10 is almost upon us so be sure you’re ready. I think Windows 10 is the best Windows yet, even better than 7.

See also:

  • Sean Hollister writes about his upgrade experiences in Gizmodo, a post a day (here’s Day 1 and Day 2). Very much worth reading.
  • When should businesses upgrade to Windows 10? ZDNet has insights from industry experts.

Windows 10 shows the scale of Microsoft’s ambition

Windows 10 login

On July 29 – in just over two weeks’ time – Microsoft will begin the formal roll-out of Windows 10, the new edition of the Windows operating system for PCs and tablets (and Windows phones). It’s been the subject of a comprehensive beta-testing programme by around five million people since the programme was launched at the end of September 2014.

I’ve been part of this programme as a Windows Insider since last October, running the incremental builds of ‘Windows 10 Insider Preview’ as they become available on a couple of different computers, and providing feedback. It’s been a stimulating and most interesting experience so far; a few comments on that in a minute.

So starting on July 29, if your PC currently runs Windows 7 SP1 or Windows 8.1 you will be able to get Windows 10 at no cost by taking advantage of Microsoft’s free upgrade offer. If you’ve recently purchased a new PC running Windows 8.1, the Windows 10 upgrade should also be available to you at no cost and many retail stores may upgrade your new device for you.

Windows 10 is a huge deployment – Microsoft is rolling it out in 190 countries and in 111 languages. According to Terry Myerson, Microsoft’s man in charge of Windows 10, the launch will happen in waves starting with the Windows Insiders:

Starting on July 29, we will start rolling out Windows 10 to our Windows Insiders. From there, we will start notifying reserved systems in waves, slowly scaling up after July 29th. Each day of the roll-out, we will listen, learn and update the experience for all Windows 10 users. Soon, we will give a build of Windows 10 to our OEM partners so they can start imaging new devices with Windows 10. Soon after, we will distribute a build of Windows 10 to retailers all over the world, so they can assist their customers with upgrades of newly purchased devices that were originally imaged with Windows 8.1.

Now, here’s where things differ from every release of Windows that’s happened before.

In a presentation at the 2015 Microsoft Build developers conference in April, Microsoft CEO Satya Nadella spoke a bit about Windows 10, including these comments that provide some clear indicators on this version of Windows, its development, its release and its support that are quite different to what has gone before:

Windows 10 is not just another release of Windows, it’s a new generation of Windows. It is a very different Windows in terms of how we deliver it. It’s a service.

WaaS – Windows as a service. Not an attractive-sounding moniker but maybe something to get used to when you look at the global roll-out starting in a few weeks.

At the same event, Myserson said:

Our goal is that within two to three years of Windows 10’s release there will be 1 billion devices running Windows 10.

Those devices are not only the usual suspects (PCs, tablets, Windows phones) but also Xbox One, Surface Hub, HoloLens, bank ATMs, medical devices, and more.

With ambition at such scale, there’s no way you could sustain the physical manufacturing and distribution models of the past century. And something else to think about – how to persuade everyone on Windows 7 to move up to Windows 10.

Windows 7 domination

Free will help. But it will need a lot more than just that. I think word of mouth will help. Think of five million Windows Insiders and their opinions.

Looking at how previous versions of Windows have been produced and distributed, at end-user pricing that produced significant revenue over the years, Microsoft has been a discrete manufacturer where the product (mass-produced DVDs containing software, plus the packaging, etc) is manufactured and distributed through a supply chain to points of consumer sale – physical retailers, online shops, etc.

Now it’s about giving the software away at zero financial cost to consumers, wholly digital distribution, online support, online updating… these are the foundations for a new Windows ecosystem that will also offer developers an environment that’s eminently attractive, plus outlets in the shape of Windows Stores that will offer software created by those developers that work on any device Windows 10 runs on, making it easy for consumers to find (and pay) for the Windows 10 apps they want.

A familiar set-up if you think of how Apple and Google operate in their respective iOS and Android spaces.

In fact, that’s the landscape now – always-on devices, always connected online, able to automatically receive updates and new software on demand from online stores via a network connection typically wifi or cellular no matter where you are in the world.

Circling back to Windows 10 and my experiences with pre-release builds as a Windows Insider, my overall impression with the latest build I’m running (10166) is of a product that is exceedingly polished for a beta as I’d expect in a close-to-release version. I have it installed on a separate drive in a long-in-the-tooth Dell XPS desktop machine running Windows 7 SP1  with a 28-inch non-touch monitor; and as an upgrade to Windows 8.1 in a Fujitsu Stylistic Q704, one of the latest examples of an ultrabook with not only a touch screen but also the transformational aspect of separating the screen from a dock or keyboard to become a tablet.

In both cases, Windows 10 works out of the digital box, as it were – while early builds were understandably flaky at times (occasional system crashes, some native Windows 10 programs not working properly or at all), the last four builds in recent months have been almost flawless.

The Fujitsu machine in particular works exceptionally well, as if Windows 10 were designed precisely for a device like this (er…). It beats Windows 8.1 hands down in usability, intuitiveness, confidence and reliability. (I see Windows 8.1 to Windows 10 as you’d see Windows Vista to Windows 7.) And the venerable Dell works equally well running Windows 10.

None of my software that works on Windows 7 and upwards – and I have a lot of software – crashed or didn’t run on either device running Windows 10. Updating the operating system is transparent, behind the scenes and works.

In my book, all that makes Windows 10 an easy decision.

IBM delivers the experience at Wimbledon 2015

2015 Wimbledon - Henman Hill

The picture above is of a landmark that’s well known by fans of the Wimbledon Championships tennis tournament that is taking place in London right now.

It’s Henman Hill, the grassy mound smack in the middle of the Wimbledon venue, nicknamed thus for the now-retired British player Tim Henman. It’s packed with people – and usually more than than you see here – enjoying the live tennis on huge screens at the side of Number 1 Court to the right, just out of the view, or having a picnic in the glorious summer sunshine.

I took the picture when I was there last week, on June 30, the second day of the championships. I was there not so much to see the tennis, more to get to know about the technology behind the event that makes the tennis an enveloping experience combining the audio-visual live-action that you see and hear at Wimbledon itself; and on TV screens, computer monitors, tablets and smartphones wherever you are in the world with a network connection, along with data-driven information that adds enrichment to your experience.

I was there to find out about that last bit – the data that adds the enrichment – thanks to an invitation from Andrew Grill, Global Managing Partner in IBM’s Social Consulting business. IBM is Wimbledon’s prime technology partner, a rather dry phrase that somewhat under-states the role IBM plays largely behind the scenes in enabling that enrichment I mentioned.

And so I arrived at Gate 5 to meet Andrew, suitably attired for the occasion.

It was a blisteringly hot day on Tuesday last week, with temperatures in the afternoon well in excess of 33 degrees Celsius. The cool air-conditioned and climate-controlled interior of the IBM Bunker, the first port of call on our Wimbledon tour, was a most welcome respite from the heat and humidity outside.

Deep beneath the media centre building, the IBM Bunker is the central hub of IBM’s data services for Wimbledon. Our bunker guide was Sam Seddon, IBM’s Wimbledon Client and Programme Executive. In plain English, he’s the man responsible for managing the end-to-end delivery of the technical solutions that IBM provides to The Championships.

One end of those technical solutions is the rack of servers that funnel data to the screens of a dozen or more IBM engineers in the bunker who are the sharp end, so to speak, of analysing and extracting insights from the huge amounts of data generated from the activities across the 19 courts of the Wimbledon complex, to be used by the match commentators, the TV broadcasters and internet video feeds, on the Wimbledon.com website – built and maintained by IBM – and to the apps people install on their mobile devices.

From here, data is also provided to the media in the media centre that helps them build their commentaries and stories. There is so much data, says Sam, that IBM has people in every court who are able to help presenters and reporters construct their stories and reporting through helping them understand what the data can tell them.

2015 Wimbledon - IBM Bunker

Data analytics is a key part of what IBM does here – and an aspect I was keen to know more about – along with social media analysis and reporting. The picture above shows two of the team of engineers who pay attention to what’s happening across the web.

Note in particular the monitor with screen in purple/white at top left, displaying some metrics about website visitors the day before my visit. 2,365,398 total unique visitors to Wimbledon.com on June 29, it says. Project that out across the two weeks of these championships, and you’ll get a number probably far north of 30 million.

Sam told us that data from Wimbledon’s 19 courts comes into this room. That includes data created from tennis experts and others stationed at each court who capture datapoints like the speed of each player’s serve which they input into the system as quickly as possible. The target is to be 100% accurate, says Sam, as well as quick. Last year about 3.2 million datapoints were captured, he says.

With at least two people per court, three on the smaller ones, that’s well over 40 people who are capturing every movement of every player and entering that data into the IBM system for analysis and insight-creation, which is where the TV commentators, etc, I mentioned get the real value.

Data is the raw material: it’s the insights gleaned from analysis of that raw material that really matter.

2015 Wimbledon - IBM Bunker

Website security is paramount: the above shows part of the security team of engineers who keep an eye on the IBM cloud servers around the world to ensure “digital Wimbledon” stays up 24/7.

One of the amazing things about the IBM Bunker is that it exists only for the fortnight of the Wimbledon Championships. All that tech, all that engineering skill, all that talent, it comes together in Wimbledon each year for less than two weeks.

Yet it’s part and parcel of what IBM delivers to its primary customer, the All England Lawn Tennis and Croquet Club which owns Wimbledon, and in turn the broadcasters and others who produce the content that you see (and interact with) on your TV, computer, mobile device, etc. Not only that, IBM also provides the players with data insights on their quality of play and more that enable them to analyse their performance in every match. That must be exceptionally useful and valuable to them.

And I heard about and saw a great deal of IBM Watson, what IBM describes as “a cognitive system that enables a new partnership between people and computers that enhances, scales and accelerates human expertise.” I think of it as a sort of a digital Mechanical Turk that answers questions when you type them in.

That’s not to make fun of it. On the contrary, this is sophisticated technology that does some simple-looking things quickly, and learns more every time you ask it a question. You can ask relatively simple tennis-related questions – eg, “when is Andy Murray’s next match?” – and get an answer pretty quickly. Sam told me that the plan is to develop Watson so that TV commentators and others can ask it anything related to what they’re talking about at that moment, to dig up myriad facts, with relevant context.

Smart stuff.

We continued our tour with a conversation with some of IBM’s social media team, which opened my eyes (ears) to the importance and measurable value of the strategic use of social media where data analysis leading to valuable insights is paramount. It also demonstrated clearly to me that if you are to deploy social media in your business, you really must have the right skilled and talented people who can measure it and interpret outcomes – the missing link I see too often in some companies large and small.

During our bunker tour – and, indeed, for much of our overall time at Wimbledon – my host Andrew Grill video-recorded just about everything. So coming soon on this blog will be some additional posts with further narrative from me plus embedded videos that will give you the detail of Sam Seddon’s commentary with some fascinating insights into the detail of data analytics and social media analysis at Wimbledon, as well as additional commentary from other IBM experts.

In fact, here’s Andrew on the roof of the media centre with that camcorder!

2015 Wimbledon - Andrew Grill

It was a tremendous afternoon and I thank Andrew and Sam especially.

And we did get to actually see something of the tennis, in case you were wondering about the ticket I had clutched in my hand when arriving at the venue (as shown in Andrew’s tweet, above). Not seated in any of the courts, you understand, more peeking over the shoulders of IBM’s tennis experts during their datapoint captures.

A bit like this bird’s eye view from the box on Court Number 1 which we got to just as the match between Rafael Nadal and Thomaz Bellucci ended. (Nadal won.)

2015 Wimbledon - Court No 1 bird's eye view

For different perspectives on IBM’s Wimbledon tech, here are some very good mainstream media reports on this year’s Wimbledon:

And look out for more content here with those videos I mentioned. Subscribe to the RSS feed so you’ll get those posts automatically.

All the pictures I took at Wimbledon are in an album on Flickr. All shot on a Samsung Galaxy S4. Pretty good camera on that device.

Shell’s big QR code experiment

Shell QR code

When I called in to a Shell station in Reading on Saturday to fill up my car with fuel, I noticed this banner attached to the side of the pump I was using.

“Fill up and go here with our speedy payment service,” it says. “Powered by PayPal.” And there’s a big QR code in the middle of the sign.

It’s called Fill Up And Go and the usage idea is simple:

You’ll be able to use it through the Shell Motorist App. Select a pump on the forecourt, enter the maximum amount you wish to spend, then scan the QR code or punch in the ID number at your pump, all from inside your car. The App then releases the pump for use and you can then fill up and go. When you’ve finished, a receipt will be automatically sent to your phone.

As it says, you use it with the Shell Motorist app for iOS or Android plus a PayPal account, the only payment method you can use. Shell says you can also use PayPal’s mobile app to pay for your fuel purchase. There is a transaction range: £20 minimum, up to £150 maximum (with the price of fuel these days, that maximum doesn’t seem too low).

Station LocatorShell announced this new service earlier this year, saying it was being tested and would roll out later in the year. Shell says it’s the first fuel retailer to offer such a service across the UK. The Shell station in Reading where I saw the banner is one I use pretty regularly, with my last visit about ten days ago. So the sign has appeared within the past week.

I’ve been using the Shell Motorist app for some time – to track loyalty points and see offers, etc – but hadn’t noticed reference to this new service until I looked for it.

And the app does mention it, with the Shell station locator map for my immediate area showing a station not far from my house that is participating in it. So that’s my destination when I need to fill up again, probably within a week or so.

I want to try it out, to see if it is a convenient and easy way to pay for fuel as Shell expects it to be. When it comes down to it, that’s what it has to be – convenient and easy – for it to gain consumer acceptance, especially when it comes to a technology like QR codes that you can’t say has had a warm reception, never mind gained universal consumer acceptance.

Much of the criticism is about how QR codes are presented by those who implement them, often in ways that are simply lame or even mind boggling. But there are great examples of imagination alongside the mistakes (some of the latter potentially brand-damaging such as what happened to Heinz recently).

In the case of Shell’s QR code experiment, I think it’s imaginative and likely to appeal to people who want greater convenience and ease of use when performing a task as mundane as filling up your car with fuel. No more walking over to a cashier and offering a card for payment, or fiddling with a pay-at-the-pump card system (although I can’t recall seeing one of those at a Shell station) – with the new Shell service, you just complete the transaction with your smartphone whilst sitting comfortably in your car.

Use of mobile devices is prohibited on most petrol station forecourts in the UK. But using this new Shell service should be dead easy from the driver’s seat. Then you get out of the car to fill your tank, get back in the car and drive away when done, with the payment receipt automatically sent to your phone.

I wonder how it could evolve in future. Maybe petrol stations could revert to the service ethic of yore when you had someone who came out to fill your tank while you stayed in your car. You’d add perhaps 10 percent to the cost as a service charge. A small price to pay for the convenience and comfort. Could be quite a service differentiator.

Perhaps something along the lines of what Shell reportedly started offering a few years ago.

shell-forecourt-service

But first things first. I’m looking forward to trying it and adding it to my list of imaginative uses of QR codes, not to the lame list.

Story-telling the intranet

Congratulations!

Sometimes, the workplace of the late 1990s seems to me a little like today rather than over 16-18 years ago when I think of disruption and change driven largely by developments in technology. I say ‘largely’ as shifts in people’s behaviours also play a huge role in workplace disruption and change, as do corporate and national cultures, attitudes and leadership.

Disruption and change are not only about technology.

Such thoughts came to front of mind this weekend when a major sort out in the home office turned up a pile of business and tech journals from the latter part of the 1990s including a copy of Conspectus magazine from January 1998 that contains a feature article I had written in the autumn of 1997 about the roles, impact and potential of intranets in the corporate workplace, with a focus on self-service employee benefits management.

The late 1990s was a time when an intranet was still, relatively, an embryonic communication and functional tool in most organizations, never mind the notion of employee self-service. Those that were developing intranets tended to be large organizations with budgets and the willingness to travel new roads. While many intranets of that era were a great deal about employee communication – and more often than not, owned and run by the IT department – quite a few organizations were investing in the development of functional intranets that offered self-service opportunities for employees in things like employee benefits enrolment and management.

A little like what we see all around us today with social media, internal social networks and of course highly-evolved intranets (take a look at today’s intranet from companies like Igloo Software, for instance – utterly unlike what you’d have seen in 1998).

At that time, I worked for William M. Mercer in the UK and part of my job was to help multinational and large-national clients see what tech was coming to the workplace and how we could help them prepare for it. (Even then, as a consultant I always looked on the bright side.) And so I wrote my piece for Conspectus with a predictive short story as the scene-setting introduction to a topic that many people were writing about at that time.

I figured as everyone else was writing pretty dry stuff about intranets focused on the technology in the here and now (then), let’s look at what is very likely in the near future where the forthcoming new millennium was capturing many imaginations (mainly worries about the potential imagined effects of Y2K), and write a story.

While it does seem a bit Space: 1999-ish even to me reading it today – I may well have been influenced by that 1970s sci-fi TV series – it does contain some realistic predictions of what we have today: ubiquitous workplace video-calling and touch screens, for instance, as well as attitude.

Here is that short story; see what you think:

Monday December 6th, 1999. Time: 8:10am. Elliott Green, human resources manager, arrives at his desk and puts his laptop down. It rings. Cursing mildly, he opens it up and fumbles in his pocket for his ID card.

The laptop rings again as Elliott slips the card into it and watches the screen light up to display a request to confirm his password. The computer rings once more as he keys in the password. A dialogue appears saying “Incoming Call from Marie Page.”

He touches the “Accept Call” button on the screen; up comes a live video picture of Paige, the human resources director. Her name and the legend “Encrypted – Secure Call” appear beneath the image.

“Hi Elliott, good to see you. Hope I’ve not caught you at a bad time?”

“Good morning, Marie. No, not at all,” replies Elliott. “Go ahead.”

“Ok, I just wanted to remind you that the new secure employee-access module of the interactive flexible benefits system goes online today. I’ll be at the consultants’ till early afternoon, so would you make sure that the announcement to everyone goes out at 11 as we agree?”

Smiling, Elliott says, “No problem, I’ve taken care of it.”

“That’s great, thanks,” says Marie.

“By the way, the results from the final pilot test are excellent. I’ve put the video-doc report in our private message area on the server. If you want, you can listen to a quick overview on the audio-call system. Just dial star-789 and follow the voice prompts.”

“Ok, thanks, see you later,” says Elliott, and disconnects.

Elliott touches the “Access System” button in one corner of his screen. It expands into a display of icons, buttons and message listings. Scanning the screen, he quickly sees the button he wants: “The Employee Source.”

As he touches it, he recalls the meeting, two years before, when the idea of fully automating the company’s HR information structure throughout the whole global organization had first been mooted.

No-one believed we’d do it by the new millennium, he reflects: all of it, linking HR databases in 20 countries that employees can access as well, from wherever they are.

That set the scene for the case I made in the overall article for building an intranet and the role it plays in employee communication, engagement and employee self-service in benefits management (the latter a pretty new concept at that time).

A sidebar in the article outlines important considerations from the point of view of a communicator. Written in 1997, I think they’re still valid today, whether for an employee benefits website as the article discusses or for almost any other employee resource where access to and content from is via a digital network:

Six Steps to an Employee Benefits Website

  • Build your sound business case. No matter how good your idea seems, it must show clear financial advantages and demonstrate how it will help achieve your company’s overall business objectives.
  • Involve the IT department (1). Your IT colleagues can be the most valuable ally within your organization if you discuss your ideas with them at the outset of your planning.
  • Involve the IT department (2). The planning and operation of an employee benefits website is very much an IT issue; the design and content is broadly your issue. Recognise that your website will likely be successful when developed as a joint project.
  • Get people’s opinions. Ask employees what they’d like to see on the website. Ask a few rungs above and below you on the management ladder. Consider all the views. Identify the stakeholders. Keep everyone informed of what you;re doing.
  • Be clear about design and content. Above all, your website is a communication channel – it must attract, interest and stimulate visitors into the desired action. Don’t short-change on the “look and feel.”
  • Talk to your external consultants. Find out what other organizations are doing – what tips and tricks you can learn, and how to avoid the pitfalls.

You can see the complete article as it appeared in Conspectus in January 1998 in a scan from the journal as a Scribd document, embedded below. Look out for two screenshots showing an HR intranet via Internet Explorer 4 and the Netscape Navigator browser (remember that?) in Netscape Communicator 4, the versions in use in late 1997.

Much has changed. Yet not much has changed.

Key to the Virtual Door by Neville Hobson

How ready are you for #Mobilegeddon ?

Tuesday April 21, 2015 – that’s tomorrow – is a date that will mark a milestone of sorts for any business with a website on the public world wide web.

It’s the day when a company like Legal and General Group will start to see its ranking in Google search results begin to be influenced by how friendly its website is when viewed on a mobile device rather than on a desktop or laptop computer.

Unfortunately for Legal and General, their website is not very friendly at all. Here’s what it looks like on my Samsung Galaxy S4 smartphone running the Android operating system:

Legal & General website as seen on a smartphone

It’s the regular desktop website formatted for how it would appear when you visit on a desktop computer and interact with a mouse, but squeezed into the small screen of a smartphone where taps and swipes with fingers rule the roost, not clicks with a mouse. And note you’re seeing a screenshot that shows the website considerably larger than actual size on the smartphone screen.

It’s not a good experience on my phone or on an iPhone or iPad; indeed, on any contemporary mobile device, all of which are increasing in use and have already overtaken the use of PCs.

Legal and General is the first company in the FTSE 100 that I picked at random to look at its website on my mobile device. Others, too, that are not yet mobile-friendly – Intercontinental Hotels Group and BHP Billiton, to name just two more.

What will start to happen now to companies like these is that when someone searches for them on a mobile device, the search results will decrease if your website is not mobile friendly.

Google search results have already begun indicating if a particular site is mobile friendly or not, as this screenshot shows for my website:

nevillehobsonmobilefriendly

Google recognises my site as mobile friendly – note the phrase “mobile-friendly” that I’ve highlighted in the screenshot. It has been mobile friendly for well over four years.

Google flagged this deadline in February:

Starting April 21, we will be expanding our use of mobile-friendliness as a ranking signal. This change will affect mobile searches in all languages worldwide and will have a significant impact in our search results. Consequently, users will find it easier to get relevant, high quality search results that are optimized for their devices.

The bold is my emphasis.

It really is extraordinary that any business with a website hasn’t paid attention to a huge trend that’s been gathering momentum for some years now – the growth of the mobile internet and the eclipse of the desktop.

Some – many – of the FTSE 100 are ready for mobile. The first company I found that is, is Antofagasta, a Chile-based copper mining company which also has the “mobile-friendly” label against its name in a Google mobile search.

Antofagasta mobile-friendly website

It’s not too late to get your website seen as mobile-friendly by Google when anyone searches for you on a mobile device. Google has free tools you can use, starting with its Mobile-Friendly Test Tool that will analyse your site and tell you in some detail whether it’s mobile-friendly or not. If not, it will give you useful insights and guidance on what to do about it.

If your website runs any recent version of the WordPress content management system, you have the opportunity to get your site mobile friendly very quickly via responsive design themes readily available for the platform, many available at no cost.

While the deadline is tomorrow, it doesn’t mean the sky will suddenly and immediately fall in when someone finds your mobile-unfriendly website in a Google mobile search. But it looks quite clear that Google will penalize you over time, so making your website mobile-friendly just seems like good sense.

You can avoid #Mobilegeddon!

Useful reading: