UC Expo 2010 - Pushing the Boundaries - Intelligent Collaboration

Collaborarion & Messaging Theatre The Value of Group Chat Gavin Adam Strategic UC Consultant info@formicary.net

Agenda • How we work today (and tomorrow) • The Collaboration Value Curve • Persistent Group Chat • Barriers to communication • The need for Group Chat • Case study 1 (Large Investment Bank) • Case Study 2 (Oil Trading organisation) • Case Study 3 (Multi-national audit) • Best Practices

Future of Communications Communications Today Instant Video Web E-mail and Audio Messaging Voicemail Conferencing Telephony Conferencing Calendaring Conferencing Instant Telephony and Unified Messaging Voicemail E-mail/ Conferencing: Calendaring Audio, Video, Web Authentication Authentication Authentication Authentication Administration Administration Administration Administration Storage Storage Storage Storage Authentication Authentication Authentication Authentication Administration Administration Administration Storage Administration Storage Storage Storage Compliance

The Group Chat Value Curve 1 Value step created by the ability IM vs. Group Chat connect to existing communities or reducing costs. 3 2 IM value plateaus based on a user’s ability to manage multiple Collaboration Value contacts & conversations. Chat rooms are managed centrally w/o limitations 2 3 Value continues to grow 1 independent of the size of a community as users become more Size of Community (# users) adept at personalising the Instant Messaging application to their Group Chat information/collaboration needs. Proprietary

Real Time Collaboration Persistent Group Chat Rarely are decisions or processes Group executed by an individual. It is the Collaboration collective intelligence of the team that is represented in today’s most critical business decisions. Persistent Group Chat The ability for individuals or groups to Point-to-Point maintain an ongoing discussion Collaboration [persistent], specific to a topic or task.

Barriers to Group Communications Geographical Boundaries

Barriers to Group Communications Organisational Silos Group 1 Every organisation is comprised of several distinct groups based on functions and roles. For most organisations these groups are focused not only on activities within their group, but activities involve Group 2 two or more groups in an effort to execute the Group 3 central goal or mission of the organisation. Group 4

Barriers to Group Communications Organisational Silos Group 1 Phone Email Organisational Knowledge Group 2 Group 3 Loss IM Mobile Group 4

The Need for Persistent Group Chat An Effective Communication Framework Enterprise communications require a dynamic structure that enables individuals and Role1 groups to manage Role2 information in a manner that is consistent with the Role3 business activities they are regularly engaged in. Role4 ClientN RoleN Client2 Client1

Case Study 1 Internal Communication - Untapped Knowledge FX Traders Untapped Analyst Management Knowledge Asia Europe Americas FX Sales Proprietary Page 10

Case Study 1 Group Chat solves the problem FX Traders FX Analyst Management Untapped Chat Knowledge Room FX Sales Proprietary Page 11

Case Study 2 Multi-national audit – The problems Katie is managing a team that is working at the headquarters of a large multi- national client in the CPG industry. While Katie is based at the HQ in Chicago, she needs to coordinate her teams efforts with counterparts that are performing audits at subsidiaries in Switzerland, San Francisco and another team in Puerto Rico that is auditing assets at a new manufacturing facility.

Case Study 2 Multi-national audit – The problems With the deadline quickly approaching Katie needs to manage the following: 1) Delegate remaining tasks for the local team 2) Coordinate & incorporate subsidiary reports 3) Schedule Q&A disclosure with Swiss team 4) Check work against best practices 5) Manage all of this as 1 of 3 clients and other corporate functions

Case Study 2 Multi-national audit – The problems While Katie has a number of collaboration tools at her disposal that help her structure and manage parts of the overall process, communications are Unstructured largely unstructured Structured decreasing the productivity of Katie and her team

Best Practices • Identify business need • Integration with other systems • Get Management sponsorship • Internal marketing campaign • End user education • Encourage collaboration by incentivising staff

Thank You Europe Meet us at Stand 704 for free Formicary Ltd. demo and consultation. 2nd Floor, 30 – 34 Curtain Road London EC2A 3NZ Tel:+44 (0)20 79207100 North America Gavin Adam Formicary Inc. 410 Park Avenue, Gavin.adam@formicary.net 15th Floor New York, NY 10022 Tel: 1-917-210-8300

UC Expo 2010 - Pushing the Boundaries - Intelligent Collaboration

by IPEXPO ONLINE on Mar 18, 2010

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