SustainagilityHow to make going green payNovember 2009
Contents    	   Executive	summary                          	   	A	CIO’s	checklist	to	achieving	1       Page 2             ...
1  Executive	summaryThe benefits of flexible working have been promoted for many years,       Ahead of the United Nations ...
2                                                                                                               A	brief	hi...
3  The	imperative		  for	flexibility	in		  2010	and	beyondClaiming that the change in economic climate has forced organisa...
4   Introducing		   ‘Sustainagility’Where flexibility meets sustainability                                               T...
4Introducing		‘Sustainagility’Case study – BT MobileXpressin action at MWBrandsMWBrands is one of the leading providers of...
5  	  The	security	barrierThe number of mobile employees is rapidly increasing. The days when        According to Datamoni...
6  Cost	–	how	can		  mobile	working		  save	you	money?For CIOs, doing more with less is an absolute necessity: budgets hav...
Flexible working also improves an organisation’s ability to beresponsive, by enabling employees to access all the IT and  ...
7  How	can	mobility		  make	your	organisation	  more	sustainable?According to IDC, 30.4 per cent of the world’s workforce ...
8                                                                                                         Why	is	carbon	on...
8  Why	is	carbon	on		  the	ICT	agenda?investment. They have been investing in greener operations – such as        Among th...
Challenges	to	mobility	and	flexible	workingSeamless flexible working requires four components.                            ...
9  A	CIO’s	checklist		  to	achieving		  sustainagilityAs we have discussed earlier in this paper, the number of mobile    ...
10                                                                                           How	BT	Global		              ...
Offices worldwideThe services described in this publication are subject to availabilityand may be modified from time to ti...
Sustainagility Whitepaper
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Sustainagility Whitepaper


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This white paper supports BT Services and includes case studies from Solvay, Sinfonia and MWBrands.

It provides advice to CIOs on how to overcome the most common process, culture and security challenges thrown up by flexible working. It charts the history of flexible working and explains how organisations can use is to reduce costs, make employees more productive and reduce carbon emissions. Discusses two of the key technologies underpinning flexible working – remote access and video conferencing.

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Sustainagility Whitepaper

  1. 1. SustainagilityHow to make going green payNovember 2009
  2. 2. Contents Executive summary A CIO’s checklist to achieving 1 Page 2 9 sustainagility Page 14 A brief history of flexible working How BT Global Services can help2 Page 3 10 Page 15 The imperative for flexibility in 3 2010 and beyond Page 4 Introducing ‘Sustainagility’4 Pages 5-6 The security barrier5 Page 7 Cost – how can mobile working 6 save you money? Pages 8-9 How can mobility make your 7 organisation more sustainable? Page 10 Why is carbon on the ICT agenda?8 Pages 11-13
  3. 3. 1 Executive summaryThe benefits of flexible working have been promoted for many years, Ahead of the United Nations Climate Change Conference inbut the issue has been rejuvenated by the current global economic Copenhagen (7-18 December)1, the environment is moving back up theturbulence. The pressure on businesses to cut costs and improve business agenda, and we will take a timely look at the environmentalefficiency, while simultaneously reducing their environmental impact, benefits of flexible and mobile working and offer clear advice on howis here to stay. Can flexible working, and in particular mobility, an agile approach to business can save your organisation money – ashelp organisations achieve these aims while navigating the current well as explaining how the latest technology helps make both possible.economic climate? The paper will also highlight the most commonly experiencedTo answer this question, this paper assesses the contribution flexible challenges to mobile and flexible working, before offering a glimpseworking makes to our business environment, starting with a look at into the future by speculating on the next stage of the concept originally manifested and looking closely at two of themost key technologies that underpin it – Secure Remote Access and Difficult times call for bold thinking and now, more than ever, flexiblevideo conferencing. working is being seen as a vital tool for business survival and longer term success.The key focus is the idea that combining environmentally-friendlypractices with flexible and mobile working results in significant costreduction, a better working environment for employees and one inwhich they are demonstrably more productive, an improved customerexperience and a reduced carbon footprint – a concept we’ve termed‘sustainagility’.1. For more details: 2
  4. 4. 2 A brief history of flexible workingIt has long been argued that information and communication Figure 1. Growing popularity of mobile working: Google timeline view technology makes flexible working possible. After all, prior to the of ‘mobile working’ from 1990. Chart shows the number of dated introduction of networking, broadband internet access, mobile internet entries on this subject over the past two decades. technology and wireless networks – and, crucially, the combinedaccessibility and affordability of these enablers – working anywhereother than the office was a challenge. 1990 1992 1994 1996 1998 2000 2002 2004 2006Nevertheless, in the days before the internet and BlackBerrys, businesswas conducted perfectly well without email, web services or remote Used in combination, these technologies mean either a dispersed teamaccess to corporate databases. So what was it that compelled business can meet face-to-face without leaving their respective offices, or theypeople to come into the office? One of the most fundamental reasons can gather at an agreed location and yet continue to operate as if theypeople have always had for coming together to work is that it makes it were in their own offices.easier to gather and progress work face-to-face as a team. And beforethe evolution of high speed networks and broadband connections, The productivity gains can be significant and in an era wherethe only feasible way to interact face-to-face was to do so physically, shareholders – and the economic climate – are demanding productivityin a room. is pushed to the maximum, such ‘agile’ or ‘virtual’ working has never mattered more. Which is why, by 2012, 73 per cent of enterpriseThe popularity of flexible working has grown tangibly (see Figure 1) employees will be mobile, up from 44 per cent in 20092.thanks in part to two key technologies that have been finessed overmore than a decade, and have now reached a point where theyare fast, reliable, secure, affordable and easy to use by anyone:video conferencing and secure remote access over fixed andwireless networks.2. Forrester Research Inc. Enterprise Mobile User Forecast: Mobile “Wannabes” Are The Fastest-Growing Segment October 2008 3
  5. 5. 3 The imperative for flexibility in 2010 and beyondClaiming that the change in economic climate has forced organisations CEOs, CIOs and leaders across the organisation need to reconsider theto enhance their flexible working solutions and make more use of video mobility imperative, and to present a fresh and coherent case as to justconferencing, secure remote access and mobile technology might be how mobile and flexible their organisation needs to be. While globala step too far. But it is certainly true to say that, for organisations that attitudes towards the environment will remain vigilant in 2010 andare under pressure to cut costs and improve efficiency, certain types beyond, CIOs will rightly demand to be able to prove both financialof flexible working, such as home-based or mobile working, can help and sustainability returns on any investment in solutions that enablethem meet their targets. flexible working. The ability to cut carbon emissions will be valued only if it is balanced by an ability to cut costs. Sustainagility is the ability toOne impact of the global recession has been a timely revision of do flexible working – and the technology that enables it – fitswithin a broader business context. For instance, pre-recession, theprevailing assumption in some industries was that it is advantageous to Case study – delivering secureprovide the entire workforce with mobile technology. Was this correct?How much does this help an organisation achieve ‘sustainagility’? remote access for Solvay Solvay is an international chemicals, pharmaceuticals and plasticsThe current focus on cost reduction makes it imperative to question group with headquarters in Belgium. Solvay employs 30,000who should be enabled to use flexible working technologies. Is people in 54 countries, at over 400 sites. In 2007, net sales stoodsecure remote access vital for the entire workforce, or is genuine at 9,572 million euros. Solvay wanted a user-friendly and “future-business value really delivered by enabling select groups of employees oriented” solution for connectivity, with many access choiceswith particularly mobile working patterns, for example, senior allowing for fast reaction times to colleague and client requestsmanagement, sales and field service teams? What is the impact of a and to allow for easier access to key corporate information fromfully mobile workforce on business agility and economic/environmental anywhere at any point in time. Solvay settled on MobileXpresssustainability and how can flexible working help an organisation to from BT, which is now in use by 6,200 users.continue operating during a pandemic? Full details of Gartner’s findings and how Solvay has benefited from BT MobileXpress are available at reprints/bt/159668.html 4
  6. 6. 4 Introducing ‘Sustainagility’Where flexibility meets sustainability This approach, using the right equipment, also significantly increases an organisation’s ability to be agile, with employee downtimeConsider one simple example: imagine a single meeting in London, largely eliminated, providing a boost to productivity and the pace ofwith one delegate flying from New York and one from Hong Kong to innovation. This anecdotal example, familiar to and perfectly plausiblediscuss a product they are working on. According to Climatecare3, part for millions of organisations around the world, neatly demonstratesof JP Morgan’s Environmental Markets group, this meeting would emit how the twin pressures of saving money and reducing environmentalalmost five tonnes of carbon dioxide from air travel alone. impact, both exacerbated over the past few years, combine to make the case for mobility solutions more compelling than ever before.Seen another way, the cost of business travel (£2,083 return from NewYork and £3,702 return from Hong Kong4) plus the time spent in the air Organisations need to be both agile and sustainable. To affect this, CIOs(7.5 hours from New York and 12.5 hours from Hong Kong) and getting need to understand and be empowered to implement ‘sustainagility’to and from the meeting, means that in sterling, the overall cost of this within their organisations – in a practical and meaningful way.single meeting would run to five figures – over £10,000 for a meeting.Using readily-available technology, the same meeting can now takeplace with minimal fuss, in real time, with ideas, data and contentshared over a secure network. This can be repeated multiple times perweek if necessary, for a relatively small cost and with a relatively smallcarbon footprint.3. Climatecare is part of the JP Morgan Environmental Markets group, Based on the cheapest business fares reserved one month in advance using a popular flights price comparison site on 20 October 2009 5
  7. 7. 4Introducing ‘Sustainagility’Case study – BT MobileXpressin action at MWBrandsMWBrands is one of the leading providers of processed seafood inEurope, it’s brands include John West and the company operatesprocessing and canning plants in France, Portugal, Ghana andthe Seychelles.Following its acquisition by a consortium, MWBrands needed tocreate an IT infrastructure separate from its former parent company.The need to serve sites and remote employees in Ghana and theSeychelles added to the challenge, as did the requirement formulti-lingual service support. The provision of secure remote accessfacilities for its mobile employees – essential to underpin customerservice and productivity improvements – was a critical element.BT MobileXpress enables MWBrands to provide its people withreal time access to the business applications and information theywould normally have in their offices. The BT MobileXpress remoteaccess solution currently supports around 200 remote and mobileemployees, including those operating in challenging environmentssuch as Africa. It allows connectivity to the MWBrands corporatenetwork from wherever there is an internet connection includingWi-Fi, 3G, dial access, and Ethernet.In addition to providing a broader range of connectivity toMWBrands that was previously available with 24/7 support,BT MobileXpress also helps MWBrands meet its duty of careresponsibilities, particularly for its Africa-based employees, whereemployees in less stable areas can work in the relative safety of theirhomes when required. 6
  8. 8. 5 The security barrierThe number of mobile employees is rapidly increasing. The days when According to Datamonitor, “as mobile devices like the iPhone area mobile workforce or home-based employees were cutting edge are increasingly popular among end users, enterprises are finding thatnow gone – businesses know that if their employees are not connected employees want to be able to integrate their personal device with theirwhile away from the office they are at a competitive disadvantage. corporate email account and other applications. For many people their mobile device is a personal thing which they want to customise andAllowing and enabling employees to access the organisation’s data keep on their person. They do not want one device for personal use andand systems from a remote location has, however, always been an IT-issued device for work.”a security headache for CIOs. As fast as technologies evolved tocounter this concern, fresh seeds of doubt would be sewn. Corporate There may always be some degree of fear of the unknown – but withinformation viewed on a remote screen, sensitive data held on laptops, the latest secure remote access solutions, organisations should be moresmartphones or other mobile devices, could surely not be as secure as it assured than ever that true mobility does not have to come at the costwould be if stored on a central, fixed corporate server? of security. Regardless of device, CIOs need to have and implement clear mobility policies. There should be a clear education process forThe advent of BlackBerrys, inexpensive 3G data cards and more employees, informing them as to the fundamental security capabilitiesrecently Apple’s iPhone reignited the debate over ‘consumerisation’, of their devices, the acceptable and unacceptable business usesthe term applied to the trend of employees increasingly expecting of those devices, and the importance of reporting lost or stolentheir work systems and devices to be as flexible, friendly and mobile devices the ones they are used to in their personal lives. Employees aremore determined than ever to combine their personal devices with Secure remote access has become an essential business tool. Withthe applications they use at work. many employees constantly on the move or working from home, providing dependable connectivity to email, corporate applicationsAccording to Datamonitor5, although IT managers are reluctant to take and data enables them to work anywhere and is critical in order toon the responsibility of managing these devices, they may soon have retain customers and stay, as global enterprise expenditure on mobile devices is expected toalmost treble by 2012. Providing employees with office-level access that is fast and secure, at a reasonable cost, is paramount to successful flexible working, and thusOrganisations remain understandably concerned about the security to sustainagility. (See Solvay and MWBrands case studies)of their data. Datamonitor’s recent research into the issues currentlypreventing enterprises from investing in mobility solutions showedthat the majority of respondents rate security as the greatest barrierto adoption.5. 7
  9. 9. 6 Cost – how can mobile working save you money?For CIOs, doing more with less is an absolute necessity: budgets havebeen cut and they have to choose (or the choice might be made for Case study – Sinfoniathem) where precious resources must be applied to sustain the business A strong example of how flexibility has been improved via the useand enable agility and innovation. of video conferencing technology is an innovative project that BT supported outside the traditional business environment. TheTough times, however, also encourage innovation by virtue of the Southbank Sinfonia, Britain’s best-known orchestra of youngsimple fact that they force organisations to think differently. In this professionals, recently harnessed the power of telepresence tosense, while good times permitted them to stick more comfortably hold UK regional and international auditions to join its ensemble.with the status quo, the recessionary imperative is to be more creativeand more collaborative than before. More than 140 would-be members were able to audition remotely for the judging panel in London without leaving their home cities.Many organisations are maintaining and even increasing investment Not only did it save time, reduce travel costs and the environmentalin collaboration initiatives that enable their employees to work more impact of 140 candidates descending on London, it gave Sinfoniaeffectively with colleagues, suppliers, customers and partners. The access to a huge number of musicians who would otherwise notrationale for this remains a clear focus on cost saving. The reduced have been able to attend the audition. In terms of maximisingtravel costs alone can be huge for a large global enterprise making use the quality of Sinfonia’s output, telepresence, with its widebandof audio and video conferencing to replace face-to-face meetings. spatial audio and ultra high definition video meeting the exacting standards required for a professional music audition, made a tangible difference: even if the output in this case is sublimeThere is plenty of evidence for the financial benefits of using music, rather than more normal products or services.conferencing technology. Voice and web conferencing tools have beenshown to account for significant savings (see sidebar The growth ofconferencing).6.,7211,47629,00.html 8
  10. 10. Flexible working also improves an organisation’s ability to beresponsive, by enabling employees to access all the IT and The growth of conferencingcommunication resources they need, anywhere, any time. But if CIOs BT commissioned independent research into conference use withinare to invest in collaborative initiatives, they should demand upfront, the organisation*, and the latest results are remarkable. Taking intoreliable data not only on the cost savings to be made, but the many account the CO2 emissions from travel to and from business meetings,other business benefits brought about by technologies such as secure and weighing them against the emissions generated by running theremote access and video conferencing. equipment needed for conference calling, conference calling saved – at a conservative estimate – 53,552 tonnes of CO2 in 2008.Fortunately, tools exist today to put this data in the palm of your hand, The volume of conferencing calls within BT during 2007-08 was overfor example, BT Flexible Working Services offers organisations analysis 3.5 million. This is a near-80 per cent increase on the figure in 2007of quantitative and qualitative data so that they can see the impact (a little over 2 million).flexible working and mobility will have on individuals, teams, business Impressively, the financial value of the avoided meetings was overprocesses, property and technical infrastructure. By using tools honed £183 million. It is easy to imagine that, were these numbers repeatedover more than a decade’s experience implementing flexible working across the global economy, the savings would be for large organisations, BT can identify precise cost-benefit It is also evidence of the relationship between financial andanalyses for flexible and mobile working initiatives. sustainability measures – the more money you save, the fewer emissions you generate.Examining flexible working purely on the basis of cost reduction, * Conferencing at BT, by Professor Peter James, University of Bradfordhowever, is only half the story. Focusing wholly on the cost benefitsof collaborative technologies ignores the vast amount of hiddenvalue that these tools can unlock, such as, for example, improvedproductivity, higher quality outputs, more efficient business processes,reduced environmental impact and improved employee attraction andretention (see sidebar Sinfonia case study). 9
  11. 11. 7 How can mobility make your organisation more sustainable?According to IDC, 30.4 per cent of the world’s workforce will be mobilein 20117 Snapshot: European Commission On 9 October 2009, the European Commission announced* theDuring the recession, environmentally-friendly policy making and information and communication technologies (ICT) sector shouldinvestment has at times seemed a long way from the top of the lead the transition to an energy-efficient agenda. However, two things have conspired to ensuresustainability remains firmly in the field of view for senior executives It called for Europe’s ICT sector to:in organisations the world over. • Agree on common energy consumption measuresThe first is a change in the use of the word. In the past decade, • Overtake the EU’s 2020 targets by 2015‘sustainability’ has been largely linked to environmentalism. • Make innovative use of ICT to make Europe a low-carbon economyHowever, it is more accurate to talk about sustainability in termsof social impact and hard-headed financial performance, as well The EC said replacing 20 per cent of European business tripsas the environment. This broader view highlights the fact that the by video conferencing could save more than 22 million tonscarbon impact of an organisation strongly correlates with operating of CO2 per year.efficiency. As a consequence, reducing your carbon footprint oftengoes hand in hand with saving money. It also said that broadband facilitating increased use of online public services could save two per cent of total worldwide energyThe other is an increased focus on carbon reduction at government use by 2020.level. The new administration in the US has adopted a more progressivestance towards green-house gas emissions, and is now urging * format=HTML&aged=0&language=EN&guiLanguage=enemerging market nations take more of a lead role in curbing globalemissions levels. The EU continues to focus on carbon reduction(see side-bar Snapshot: European Commission) and recentlyannounced the European ICT sector needs to lead the chargeto become a low-carbon economy.The message for CIOs – and business leaders in general – is clear.Managing costs makes absolute sense in the current business climate,but cutting carbon emissions remains important, and adopting newflexible ways of working that enable this, can also help with costcontainment.7. IDC, Worldwide mobile worker population 2007-2011 forecast, Dec 2007 10
  12. 12. 8 Why is carbon on the ICT agenda?More than ten years ago in Kyoto, Japan, world leaders, economists logistics, smart buildings and smart grids. As the report points out,and environmental experts negotiated a deal on carbon emissions. these are not easy wins, and will require policy, market andThe Kyoto Protocol set a binding framework for national governments behavioural hurdles to be overcome if the low carbon economyto cap greenhouse gas emissions from people and companies in is to become a reality.their country. A proud history of sustainabilityAs an equivalent group of politicians, economists and scientists gather As a leading networked IT services provider, BT is leading the way,at the 2009 UN Climate Change Conference in Copenhagen to hammer globally:out Kyoto’s successor, environmental policy-making will be discussed • Since 1997, BT has reduced the carbon intensity of its globalwithin the context of today’s financial pressures. Far from making business by 43 per cent by improving energy efficiency andthe quest for sustainability more difficult, however, those pressures increased use of renewable energy.are in many ways a welcome nudge towards a re-understanding ofsustainability. • In February 2009, BT became one of the first companies in the UK to receive certification to the Carbon Trust Standard.Sustainability should be as much about commercial impact as • In May 2009, BT was named one of the UK’s Best Greenenvironmental. From 2010, organisations across the globe will Companies by the Sunday Times highlighting where they are able to achieve both to achievesustainagility. • BT won the ‘Green Award’ at the 2008 World Communications Awards, showing that responsible behaviour and sustainableIT and telecoms organisations have been leading the way in showing development continue to be important business issues, despitehow environmental and commercial needs can be aligned (see ‘A the current economic climate.proud history of sustainability’). One of the reasons this sector has • BT has been rated as the best-performing telecommunicationsled the way is that companies have found they can calculate their company in the Dow Jones Sustainability Index for eightcarbon impact with relative ease, since most of their emissions come years running (from 2001-2008).from running their networks. In a world of high oil prices it makes • BT holds the Queen’s Award for Enterprise for Sustainablefinancial sense to reduce energy usage. So when BT stated it would Development.reduce its carbon emissions by 80 per cent across the globe by 2020, itwas making as much a claim about bottom line performance as about • BT can help ICT professionals promote sustainability in theirsaving the planet – a sustainability win/win. organisations through propositions such as BT Flexible Working Services or the Carbon Impact Assessment.One of the most ambitious visions for enabling a low-carbon economyhas been set out in the Smart2020 report8 published by the ClimateGroup, of which BT is a member. This focuses on the contribution of As the demand for high quality and ever-faster global communicationsICT to four key areas of economic activity where it is predicted carbon grows, IT and telecoms providers will continue to improve theemissions could be drastically reduced: smart motor systems, smart environmental performance of their networks through strategic8. Smart2020 report 11
  13. 13. 8 Why is carbon on the ICT agenda?investment. They have been investing in greener operations – such as Among those in the workforce, there is a divergence of opinion aroundair-cooled data centres, virtualised services, mobile networks that power the world (see Figure 2), with employees in emerging markets moreup to serve demand, field force automation and fleet management positive that monitoring their organisations’ carbon impact helpssolutions that improve the carbon footprint of field service operations, them achieve business goals: in India, two thirds (66 per cent) agreeand better equipment recycling – in response to their own sustainability with this, as do a similar proportion in China (63 per cent). Conversely,commitments. These companies will increasingly use their own success employees in mature markets were far more cynical about the businessto help their customers, by passing on these measurable improvements, benefits of carbon impact monitoring: in France, only a quarter ofhelping them in turn to demonstrate how they are improving their employees (28 per cent) perceive this relationship, as do a similarenvironmental performance. number in the Netherlands (26 per cent) and Switzerland (24 per cent).Carbon – the business value of carbon monitoring The apparent cynicism among employees in mature markets might reflect a widespread perception among the media in these marketsAccording to new survey by BT Global Services, CIOs and senior that organisations are guilty of ‘green-washing’, and are measuringexecutives working in large enterprises around the world say monitoring their carbon impact only to bolster their reputation. However, thecarbon emissions helps their company achieve core business objectives findings do also point to higher levels of credibility for efforts tosuch as improving profit margins and winning business. manage environmental impact in the UK, USA and Australia, as well as a growing environmental awareness in emerging markets.In the first BT Global Services Enterprise Intelligence survey9, CIOsand senior executives around the world were asked about monitoringthe environmental/carbon impact of their company. Around three Figure 2: ‘Monitoring my companys environmental/carbonquarters of CIOs (71 per cent) and senior executives (76 per cent) impact helps us achieve business goals’say they have sufficient information about this impact. Of these, a 70 Source: From BT Global Service Enterprise Intelligencevery high proportion (85 per cent and 83 per cent of CIOs and senior Report, available at 60executives, respectively) say this information supports them to reducethe environmental/carbon impact of their company’s operations. 50 40In both groups, a significant number say the monitoring helps themachieve goals over and above environmental objectives, such as 30improving profit margins (47 per cent of CIOs and 48 per cent of 20senior executives), retaining customers (48 per cent and 48 per cent)and winning new business (47 per cent and 49 per cent). These are 10generally not ‘soft’ expectations and it is noteworthy that such a 0significant proportion of CIOs and senior executives rate monitoring n a a ng l e UK A lia m ai n s d ce Si r a z i Sw land di in or de la n US iu an ra Ch In Sp ap lg e B st er Fr Swtheir carbon impact in this way. er Be Au it z th Ne9. Visit to download a copy of the report 12
  14. 14. Challenges to mobility and flexible workingSeamless flexible working requires four components. What next for video? by Simon Farr1. The ability to access systems and applications fast and securely “Video conferencing will never replace face-to-face meetings. Doing business will always require interaction with people in2. Access to telephony and one-to-one communication technology the same room as you. However, the downturn has undoubtedly3. The ability to meet, via conferencing or video conferencing prompted an uptake in and increased utilisation of video conferencing solutions, as more and more enterprises acknowledge4. The organisational culture, management and HR infrastructure to that the cost-saving benefits of reduced travel and faster support remote employees ? collaboration far outweighs the capital costs associated withRobust security practices, using strong authentication and encryption the technology (which are rarely as high as people expect).when accessing the network remotely, means accessing corporate data, “During the recession, BT witnessed an increase in sales of high-systems and applications remotely need not be an insurmountable definition video technology, the quality of which has causedsecurity risk. Indeed, the growing use of virtual data centres, which utilisation rates in businesses with video conferencing to soar.typically build in much greater levels of resilience, is helping to bring Before the advent of high definition, legacy video solutionsabout a shift in attitudes towards remote network access. Properly frequently sat idle, for large periods of the day. Now, with theconfigured secure remote access solutions such as BT MobileXpress advantage of high quality video visibly apparent, that sameprovide the easy access to systems and applications employees need, technology is being used in businesses for up to 80 per centand make it easy for organisations to successfully deploy mobile and of the business day, and in some cases up to 100 per cent.home-based employees. “And it’s not just video that has seen an uptake. Less ‘sexy’ audioPhone services based on internet protocol (IP) technology are similarly conferencing tools have seen an increase in utilisation rates as well.more flexible and resilient than traditional fixed-line telephony, “What is clear is that this will be here to stay. The recession mayallowing you to make and receive calls, anywhere, anytime, merely by have taught businesses to make more from the available video anda user logging in at an office, at home, or outside using a Wi-Fi hotspot audio conferencing technologies out there, but now those lessonsor 3G data card. From a business continuity perspective, IP telephony have been learned there will be no going back.means organisations can continue to operate even if a specific site orlocation is closed down or inaccessible for any reason, for example due “In fact, we are on the cusp of a new revolution. For the firstto transport disruption, adverse weather etc.. time in the world, BT is about to pilot the ability to extend the high-definition video meeting to the level of the laptop. Mobile or home workers will be able to patch in to video conferencing,It is important to consider the cultural, human resource and management albeit at lower resolution, from any location with a good networkchanges required to successfully implement mobile and flexible working. connection, meaning that the telepresence vision is no longerMaintaining day-to-day contact with the people you are working with confined to a room in the corporate HQ. In 2010, mobility andcan help build trust and improve productivity and having the right video will combine – a major step towards sustainagility.”HR processes and management resources in place is essential.Achieving a more flexible and mobile organisation is achievablewithout adding cost to the bottom line or to the environment.Overcoming these challenges helps organisations seeking to achievesustainagility. 13
  15. 15. 9 A CIO’s checklist to achieving sustainagilityAs we have discussed earlier in this paper, the number of mobile 4. Measure productivity not activity – managers should enableemployees is growing rapidly and, with evolving technology, this trend mobile employees to manage their own workload and emphasiseis set to continue. But this can also create thorny challenges. How do deliverables rather than activities, productivity rather thanyou get visibility and influence employee performance? How do you presenteeism. Managers should also meet regularly with remotekeep communications moving at the speed business now demands? employees to maintain social bonds.What about training and camaraderie? As with any business innovation, 5. Work/life balance – managers need to play their part in setting thethere are bound to be some stress areas as the mobile workforce cultural work ethic within the organisation. Challenging excessivebecomes prevalent. But organisations can reap early rewards by working hours, modelling a good work-life balance and reviewingimplementing these smart ideas. the work-life balance of team members are all important tactics.1. ‘One’ workforce – managers need to act as a bridge between 6. Technology – ensure all mobile employees are provided with office-based employees and mobile employees. Both groups technology that equips them for their job. Responsive IT need to be encouraged to communicate frequently and helped to support should also be available for times when there are appreciate the differences in their individual work environments. technical problems.2. Communication – avoid making office headquarters the focus of 7. Spread the word – raise the profile of flexible working throughout information and power. Create communications channels where the organisation by publicising achievements and feedback about everyone has equal access to information and can share ideas – new methods of working. for example, team intranet sites, social media, instant messaging, chat forums and videoconference links to key meetings. Once communications are unified, the organisation has the opportunity to truly collaborate and harness the global intellect the organisation possesses.3. Learn from your users – IT system and network users know better than anyone about what works and what doesn’t with respect to the IT estate, but are often forgotten when it comes to upgrading or improvements. Asking simple questions, and keeping a general ear to the ground can help the CIO spot issues early, making them more proactive in their support of business performance. 14
  16. 16. 10 How BT Global Services can helpBT MobileXpress BT Unified Communications VideoDelivering secure remote access – anytime, anywhere, with Bringing together people who may be thousands of milescoverage in more than 160 countries apart with one simple connection, BT Unified Communications Video is available in the UK, Benelux, France, Italy, Germany,The number of mobile employees is rapidly increasing and Switzerland, Asia Pacific, South America and US. There are alsothe days when a mobile workforce or home-based employees plans to roll out in Middle East, Central and Eastern Europe, thewere cutting edge are now gone. Businesses know that if their Nordics, South Africa and Russia.employees are not connected while away from the office theyare at a competitive disadvantage. In fact, employees who Immersive video – high definition cameras and screens, surroundcan work flexibly, accessing corporate data and applications sound microphones and speakers – combined with carefullywherever they are, are on average 20 per cent more productive calibrated furniture and decoration can, for the first time,than their office-based counterparts. convince your senses into believing that you are in the presence of customers or colleagues who are in fact thousands ofBT MobileXpress enables mobile and flexible employees to miles away.securely access corporate information and applications remotely,using the best mobile or fixed connection available. It is easy to BT is the leading global implementer of Telepresence, theset up and use, and surprisingly inexpensive to deploy. Whether highest end of the range of BT Unified Communications Videoit is public Wi-Fi, 3G mobile broadband, office Wireless LAN, products. The sheer quality of this offering sets it apart fromhome broadband or the corporate WAN – BT MobileXpress allows anything most business people will have experienced, andemployees to remain securely connected wherever they are. makes it a must-have for dispersed teams that would otherwise depend on face to face meetings.The benefits of BT MobileXpress include: Nato troops in Afghanistan were given a huge morale• reducing time spent travelling and making it easier for boost when BT installed a telepresence system at Supreme employees to quickly and securely access corporate Headquarters Allied Powers Europe near Mons, Belgium. applications, so reducing operational costs The other system was installed in Kabul and the system allows• enabling employees to work wherever they are increases front line staff to have “virtual meetings” with friends and productivity during traditional down time while travelling, family in Belgium. for example The psychological effect of seeing loved ones over such high• providing secure remote access protects against unauthorised quality technology provides a powerful boost to the morale of access to your network, applications, data and devices, and troops in Afghanistan. Since this major success, the Ministry of ensures lost or stolen laptops are secured Defence has looked into Unified Video as a way to reduce travel for its employees in the UK.• enabling home and remote working and reducing the need to travel reduces your carbon footprint • By reducing the requirement for travel, BT Unified Communications Video reduces costs.• visibility of management information on remote access usage and costs enables operational IT decisions to be made quickly • By enabling instant collaboration, and the sharing of design and with confidence and ideas in “real time”, BT Unified Communications Video increases productivity. This also leads to faster decisions.BT MobileXpress provides the integrated security solutionsnecessary to protect the sensitive data mobile employees are • By reducing the risk of non-compliance with emissionsaccessing, crucial in today’s corporate environment. Laptop regulations, BT Unified Communications Video reduces risk.Protection from BT MobileXpress, for instance, provides the • By reducing the need for travel and its associated emissions,ability to manage and patch laptops at any time and can track, BT Unified Communications Video improves sustainability.trace and kill stolen or lost laptops to ensure corporate data anddevices are protected. 15
  17. 17. Offices worldwideThe services described in this publication are subject to availabilityand may be modified from time to time. Services and equipmentare provided subject to British Telecommunications plc’s respectivestandard conditions of contract. Nothing in this publication formsany part of any contract.© British Telecommunications plc 2009Registered office: 81 Newgate Street, London. EC1A 7AJRegistered in England No. 1800000.