THE ECHO OF BUSINESS MOBILITY

The ability access the information is coherent with the mobility of the business sector to adjust its capacity toward the reach of further trajectories of optimizing the flow of information. Recent Nokia's research paper on a holistic approach to business mobility has outlined new ways and linking channels through which the mobility of adjustment is exercised. Of course, business mobility varies from specialized firm functions and thus cannot be taken as unified, especially from the microeconomic point of view. In sum, business mobility could be separated into three main branches, (1) individually preferential mobility which aims to dynamize the information access regardless of location, time and day, (2) the mobility of processes streams to the point where cost-adjusted efficiency meets stated business objectives and (3) a technological mobility underpinned by a sound infrastructure within the firm. The opportunity costs of degressive mobility can skyrocket when firm's output size does not meet strategized business objectives. Among individuals, low flexible usage levels and the lack of adoption highlight the resistance to adopting new solutions. Opportunity costs of degressive mobility do not galvanize operation processing since the gap between cost efficiency and low levels of productivity goes up. According to recent experience, technological impact of degressive mobility implies slowly accelerated integration of sophistication. The inevitable result is that market distorsions occur unexpectedly. Negative effects of low mobility could increase unpredicted price pressures while this could stimulate falling of the edge of competitive position in the market. In microeconomic literature, recent suggestions and mobility behavior observations suggest that fewer steps are vastly needed to avoid the grasp of 'black hole'. Sound management implementation and decision policies could carry out a significant improvement in the environmental reform in the firm where mobility could become attractive to employees and thus, significant cost burden would disappear. The benefits of greater mobility are astute; increased levels of satisfaction and motivation, healthier balances, the optimization of corporate capacities, increased individual efficiency and team performance. Operational processes gain from increased mobility in terms of productivity's open space, improved agility and responsiveness, improved customer service and openly dynamic space for further service opportunities. The set of control of information flows is also required to prevent information from being disputed by inside trading. The control of external shocks is a little bit more difficult since this could seriously threaten the agility of the units within the firm. Risk could be minimized through support policy and system's response to immediate changes and shifts where the gap between assumed productivity and coupled efficiency is stimulated through paying not enough attention to internal efforts in order to dynamize the spectrum of mobility.

Firm's structural improvement in internal environment as well the control of absorbing risk predictions in decision making, is definitely one of the most slamping steps ahead of current market performance. As I have demonstrated above, dynamic mobility stems from individual drift, operational processing to technological readiness to predictable and unpredictable changes. Not paying enough attention to mobility within the firm could seriously impair abilities and potentials of the firm to enhance productivity growth and thus stimulate individual output and team performance.