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FoW Enablers - Virtual Collaboration

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Cloud-powered social and mobile tools can help break down traditional hierarchies and enable stakeholders inside and outside the organization to easily share business-critical insights. This report is …

Cloud-powered social and mobile tools can help break down traditional hierarchies and enable stakeholders inside and outside the organization to easily share business-critical insights. This report is an installment in our multi-part series that explores the shifts necessary for future-proofing your company.

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  • 1. Making the Shift to the Next-Generation Enterprise (a multi-part series) Future of Work Enabler: Virtual Collaboration Cloud-powered social and mobile tools can help break down traditional hierarchies and enable employees across disciplines to easily locate and share business-critical insights with experts inside and outside the organization’s four walls. This report is an installment in our multi-part series that explores the shifts necessary for future-proofing your company.| FUTURE OF WORK
  • 2. ation Executive Summary In today’s knowledge economy, virtual teams are the norm. With expertise distributed around the world, teams “swarm”Delivery to complete a task and depart when finished. Knowledge work is not performed in linear, production-line fashion; it involves idea-sharing, iterative discussions and real-time modifications. In traditional business, change was first agreed upon, then planned and executed. But in today’s world, change happens organically, thanks to the interconnectedness afforded by social networks and the Web, otherwise known as “wirearchy.”1 Roles and responsibilities — once carved into the org chart — are fluid and ever-changing. The most valuable contributor to a project may turn out to be someone you don’t even know. Leaders aren’t appointed or anointed by management; they’re recognized by the community based on the perceived strength of their contributions. Leadership is dynamic and changes during the lifetime of a project; the way forward is often determined by project role, skill and circumstance. However, many companies are having difficulty adapting to the newly dynamic workstyle and continue to rely on old-fashioned collaboration techniques, characterized by e-mail threads, conference calls, intranet portals and document-sharing systems. Meanwhile, in employees’ private lives, dispersed people come together naturally, sharing information, expanding on ideas, discussing ideas, asking for advice and even planning flash mobs on social media platforms like Facebook, Tumblr and Twitter. The time has come for businesses to rewire their technology foundations and rethink their process models to bring the dynamic, real-time collaboration that consumers enjoy into the workplace. Doing so will maximize efficiency, speed response time and optimize the knowledge and experience of all their resources. This is possible through virtual collaboration 2 FUTURE OF WORK October 2012
  • 3. platforms, which support how businesses need to operate today by leveraging the new master IT architecture, which combines social, mobile, analytic and cloud technologies (the SMAC stack). Community Interaction Model Virtual collaboration (see Figure 1) is one The time has come for of the eight enablers companies need to Innovation Model Community Interaction Model businesses to rewire their consider when mapping their journey of reinvention for the new world of work, as technology foundations and Innovation Model Worker Empowerment described in our overview paper, “Making rethink their Model Community Interaction process models and Enablement the Shift to the Next-Generation Enterprise.” to bring the dynamic, real-time In this installment, we Empowerment some of Worker will look at Customer Empowerment Innovation Model and Enablement the drivers propelling companies to create collaboration that consumers Community Interaction Model and Enablement virtual collaboration platforms, as well as Customer Empowerment enjoy into the workplace. Commercial Model the many choices and considerationsInteraction Model Worker Empowerment and Enablement Community they Innovation Model and Enablement Flexibility must make when enabling globally dispersed teams to work together more effectively. Commercial Model Value Chain Customer Empowerment Flexibility Innovation ModelWorker Empowerment Community Interaction Model and Enablementand Enablement Value Chain Virtual Collaboration Commercial Model Customer Empowerment Worker Empowerment Flexibility Mapping the Enablers to the 3 R’s Innovation Model Community Interaction Model and Enablement and Enablement Flexible Service Delivery Virtual Collaboration Value Chain Commercial Model Customer Empowermentunity Interaction Model Worker Empowerment Flexibility Innovation Model and Enablement and Enablement Flexible Service Delivery 1 2 3 4 Value Chain 5 Virtual Collaboration 6 7 8 Community Innovation Customer Empowerment Commercial Model Virtual Worker Customer Commercial Value Chain Flexible Service ion Model Worker Empowerment Interaction Flexibility Empowerment Collaboration Empowerment Model Flexibility Flexibility Delivery and Enablement and Enablement Flexible Service Delivery the Business Virtual Collaboration RETHINK Commercial Model Value Chain Model Empowerment Empowerment Customerablement Enablement Flexibility and 3 3 3 3 3 Flexible Service Delivery Value Chain Virtual Collaborationmer Empowerment Model Commercial REINVENT Processes Business ablement Flexibility 3 3 3 3 3 3 Flexible Service Deliveryercial Model Chain Virtual Collaboration Value ty Operations REWIRE 3 Flexible Service Delivery 3 3 3 3 3 hain Virtual Collaboration Figure 1 Collaboration Service Delivery Flexiblee Service Delivery FUTURE OF WORK ENABLER: VIRTUAL COLLABORATION (A MULTI-PART SERIES) 3
  • 4. What Collaboration Looks Like Today Collaboration today means overcoming the boundaries of both time and space, permitting easy real-time engagement between contributors who may never meet in person. It means sharing knowledge and information, not just documents, in real time. It means providing the tools so teams can come together quickly — without a lot of planning and calendar-checking — with the right expertise, to solve fast- moving business problems and seize fast-disappearing market opportunities. Collaboration also means taking advantage of the “wisdom of the crowd,” wherever individuals may be, so that more stakeholders can be involved, meaning more expertise and faster resolution of the work product or project. These subject matter experts can continue to stay engaged — to hone ideas and clarify questions — because of real-time communication capabilities. This can take many forms in the workplace: • Support teams connecting with product engineers to discuss common customer issues and unearth hidden ideas for new product capabilities. • Sales teams sharing best practices and documenting these insights in easily accessed idea forums. • Marketing and product development teams speeding time to market through threaded online chat forums. • Collaboration with partners and customers on new product and service designs. • Dynamic leaders emerging to move a project to the next step and passing the baton to another leader to carry forward. Collaboration also means a different kind of rewards system, where ideation, task completion and subject matter expertise are honored through achievement systems, recognition and leader boards. Considerations and Recommendations When it comes to transitioning to a virtual collaboration model, many factors come into play, including the company’s maturity, appetite for risk, competitive stance, current IT portfolio, cost concerns, cultural considerations and strategic goals. Here are some of the top considerations and recommendations for enabling virtual col- laboration. • Define an area or group to begin the implementation: The best way to be- gin implementing virtual collaboration is with a small project group that is geo- graphically dispersed but already works closely together as a team and would naturally benefit from increased engagement. Sales teams are a natural place to start, as is marketing or customer support. Choose functionalities that solve particular problems this area is experiencing, such as the need for remote sales people to share information with each other or for marketing to engage in more ad hoc, short exchanges (such as real-time chat) vs. planned meetings. It is also a best practice to start the virtual team by having a virtual kick-off session. This socializes critical success factors and timelines with the entire team. • Assign an ambassador: To generate enthusiasm, it’s important to assign an individual to communicate successes, publish results and encourage use of the collaboration platform. This can be anyone, from a project evangelist to a senior leader. The key is that it must be an individual who commands the respect of the team and is an active participant in ongoing collaboration activities. • Prepare to invest in a three-layer technology infrastructure: Virtual collabo- ration requires a technology infrastructure that consists of a social computing/ collaboration platform, mobile capabilities and the cloud:4 FUTURE OF WORK October 2012
  • 5. >> Cloud-based computing: Using the cloud ensures that enterprise data and process are available globally, in real time. >> Social collaboration platforms: Either built in-house or off-the-shelf from providers such as Jive Software, Inc., these Facebook-like platforms provide myriad ways for workers to connect, including virtual document-sharing, vid- eo tools, live chat, threaded discussions, audit trails, content management and integration with enterprise applications and databases. These platforms can enable users across the globe to connect effectively and efficiently on their day-to-day work tasks. Features such as blogs, micro-blogs and notifica- tions help improve engagement among employees and connect them with internal experts in real time. >> Mobile devices: Mobility provides a delivery mechanism The best way to begin for getting the right information to workers, wherever they are and in the form in which they are comfortable. implementing virtual While some companies provide employees with smart- phones or tablets, it’s preferable to initiate and man- collaboration is with a age a bring-your-own-device (BYOD) program. Also, it’s small project group that is important to ensure that these apps created are OS in- dependent and work smoothly across devices to drive geographically dispersed but greater user engagement and adoption. Workers will feel empowered to make smarter decisions already works closely together when they have more information at the point of decision. as a team and would naturally With the consumerization of expectations, and the influx of millennials into the workplace, employees assume the benefit from increased enterprise will deliver information anytime, anywhere. A virtual collaboration platform hosted on the cloud and engagement. delivered via mobile provides that 24x7 access. An example is PGI, a global leader in virtual meetings that uses a social col- laboration platform to unite its global operations. In just six months, PGI had 94% global adoption with the platform, driving measurable, real-world benefits, including an accelerated sales training cycle. The company was able to reduce new hire onboarding by a week; realize 20% savings in sales support hours; reduce time to market for new products from two months to two weeks; and accrue 90% savings in internal corporate communication costs.2• Integrate with enterprise information: While using the capabilities of the social collaboration platform, most workers will often need quick access to informa- tion stored in back-end systems. Companies that make heavy use of applications such as ERP and CRM should build or buy a platform with integration in mind so that information from these applications can be easily accessed and converted for use with the platform’s tools. For example, when an opportunity is created in the CRM system, it should also trigger a micro-blog within a logical group or space in a collaborative platform. This ensures that qualified individuals are able to see that opportunity and can contribute to the sales cycle.• Enable live discussions and meetings: A key component of managing geo- graphically dispersed teams is providing a way for them to engage through more mechanisms than just text. Seeing someone deliver a message, instead of just reading it, is powerful but more difficult to manage when teams are virtual. Forward-looking companies are solving this problem using telepresence, video- blogging and micro-blogging. For instance, HOK, a global architecture firm, has used a suite of Cisco telepresence tools to drive productivity and cost savings from its distributed workforce. Project quality and efficiency were maintained, while cutting travel costs by $100,000 in year one and an additional $200,000 in year two.3 Meanwhile, PGI’s virtual collaboration platform provides instant video- FUTURE OF WORK ENABLER: VIRTUAL COLLABORATION (A MULTI-PART SERIES) 5
  • 6. blogging of sales calls, sharing sales approaches, successes and best practices. The ability to connect in real-time through micro-blogging also enables faster response vs. checking each others’ calendars to find a suitable meeting time. • Enable idea-sharing: Idea-sharing spurs innovation and connects people and experts, regardless of team and department boundaries. For instance, support teams can connect with product engineers to discuss customer issues, or con- sumers can be brought directly into the product development discussion. Toshiba has been a leader in this area, using an off-the-shelf virtual collabora- tion platform to strengthen sales channels in a flat market and down economy. Toshiba eXCHANGE is the go-to venue for Toshiba’s dealers, making it easy for them to ask questions, exchange information, connect with experts and share best practices. eXCHANGE has enabled Toshiba to drive faster sales cycles; improve satisfaction of the sales channel; and enable faster and more unified dissemination of information about new products, services, partners and strategic initiatives.4 Additionally, apps like Zoom.US offer low-cost, cloud-based multi-party video- conferencing that can facilitate idea-sharing in real time. • Encourage use through gamification: One way to encourage people to use the collaboration platform is to use gaming techniques and achievement systems, such as leader boards that recognize people who have helped others. Other techniques include the ability to earn points and increase recognition status. For instance, heavy users may gain “senior contributor” status or earn badges that they can cash in for real-world prizes. (To learn more about gamification, see our white paper, “Gamification: It’s all About Process.”) • Think “broad” when it comes to communities: With virtual collaboration plat- forms, communities can extend beyond your work teams, and can easily incor- porate customers. For instance, Toyota has developed a private social network for owners of Toyota cars that will be accessible through PCs, tablets and smart- phones, giving Toyota customers the ability to connect with their dealerships, Toyota itself and even their cars. The platform will be powered by Salesforce.com’s Chatter Migrating from point-to-point and Toyota’s telematics systems. The first cars to be communication to collaborative shipped with social networking capabilities will be Toyota’s battery electric vehicles and plug-in hybrids. While the communication means social network will primarily be private for Toyota car owners, customers will be able to expand the experience changing the day-to-day through public social networks such as Facebook and Twitter.5 (To learn more about extended communities, read operational culture. That’s our white paper, “Innovation Beyond the Four Walls.”) Meanwhile, Astra Zeneca, a leading pharma company, uses always going to be the greatest a partner community to source collaborative ideas in an ongoing collaboration activity called Ideas Forum. This challenge in managing truly forum provides an ongoing venue for bringing innovative marketing solutions to the company to overcome transformative change. challenges that many of its brands face. • Manage cultural change: Migrating from point-to-point communication to col- laborative communication means changing the day-to-day operational culture. That’s always going to be the greatest challenge in managing truly transforma- tive change. For virtual collaboration to succeed, it needs to be driven by top management. Senior management needs to understand the impact of unleash- ing evolutionary forces in the workplace, but just as important is managing the changes expected of staff resources. Workers need to understand and accept the new realities of working in this more collaborative and engaged way.6 FUTURE OF WORK October 2012
  • 7. Business leaders need to answer key questions about how to prepare the orga- nization for organic change: What are the possible outcomes? Which outcomes do you want to encourage vs. avoid? How should the management structure change? Managed well, transformative change is a huge opportuni- ty. Managed poorly, transformative change is an existential Accustomed to rigid, risk. These are not just technical changes but also cultural changes that strike at the very heart of how your enterprise hierarchical policies, defines itself. senior leaders will need• Adapt work policies: At a more granular level, senior lead- ership needs to examine and adapt work policies to fit the to understand and then new enterprise. In traditional companies that are accus- tomed to rigid, hierarchical policies, senior leaders will need embrace the collaborative to understand and then embrace the collaborative way in which most millennial-minded people work. This means le- way in which most millennial- veraging cloud-powered social and mobile tools that bypass traditional hierarchies and enable team members to engage minded people work. experts via more time-effective wirearchies. A good example is the BYOD phenomenon. Companies cannot expect employees to adopt more virtual ways of collaborating while forbidding the use of their smartphones in the workplace. With more and more people of all ages relying on their mobile devices nearly 24 hours a day, it is only natural that they would blend both work and personal activities on their smartphones. Not to mention, most companies could not afford to arm workers with the latest and greatest devices that support the new modes of real-time collaboration. Companies need to explore the many options for managing BYOD in a secure and cost-efficient way. (For more on BYOD, see our white paper, “Making BYOD Work for Your Organization.”)Call to ActionAs dramatic as the eventual transformation will be to virtual collaboration, there istime to get ahead of it. Part of it will be cultural change, part will be business modelchange, and part will be technical change.Once you know what kind of enterprise you want to be in the future, a trustedpartner can help you get there. You need to understand how prepared you are inareas that matter most, and where you have strengths and weaknesses related toyour strategic business priorities. It is wise to target specific areas where improve-ment is necessary and build a strategic roadmap to drive necessary change in apurposeful, effective manner. Additionally, establishing metrics can guide decision-makers to where to build out virtual collaboration capabilities and the obstaclesto avoid.The benefits of virtual collaboration are real, built on a solid foundation of maturetechnologies:• Ubiquitous mobile platforms.• Stable cloud-based service offerings that host core business applications.• A wide range of collaboration platforms, designed to integrate across your enterprise.• Mature and practical unified communications and telepresence technologies.Virtual collaboration has the potential to upend much of what you know about howyour business operates, driving dramatic, sustained change. In a very real sense,virtual collaboration introduces evolution as a force within the enterprise. FUTURE OF WORK ENABLER: VIRTUAL COLLABORATION (A MULTI-PART SERIES) 7
  • 8. Footnotes 1 Wirearchy is an emergent organizing principle for a new environment defined by interconnected networks of people. For more information: http://wirearchy.com/. 2 “PGI Unites Global Operations and Enables Sales with Jive,” Jive Web site, http://www.jivesoftware.com/customers/case-studies/pgi. 3 “Architect Firm Streamlines Projects, Ramps Up Green Collaboration,” Cisco Web site, http://www.cisco.com/web/telepresence/collateral/hok.pdf. 4 “Thinking Differently in a Flat Market and Down Economy to Strengthen Sales Channels,” Jive Web site, http://www.jivesoftware.com/customers/case-studies/ toshiba. 5 Stan Schroeder, “Toyota Owners To Get a Private Social Network,” Mashable, May 23, 2011, http://mashable.com/2011/05/23/toyota-friend-social-network/. About the Authors Dileep Srinivasan is Vice President and Venture Leader, Cognizant Social. In this role, he helps organizations across industries apply tra­ itional and emerging d social tools to generate long-term business value. He can be reached at Dileep. Srinivasan@cognizant.com | Twitter @dileepsri | Google+: https://plus.google. com/112784827747682586060#112784827747682586060/posts | LinkedIn: www. linkedin.com/in/dileepsri Edward Jenks is Vice President and global head of Cognizant’s Customer Solutions Practice. In this role, he focuses on helping our clients manage the Customer Experience by optimizing and integrating Sales, Service, and Marketing to deliver measurable improvements in revenue growth, customer retention, wallet share, and cost of sales. He can be reached at Edward.Jenks@cognizant.com | LinkedIn: www.linkedin.com/pub/edward-w-jenks/38/958/2378 FUTURE OF WORK October 2012
  • 9. CollaboratioVirtual FUTURE OF WORK ENABLER: VIRTUAL COLLABORATION (A MULTI-PART SERIES) 9
  • 10. About Cognizant Business Consulting With over 3,000 consultants worldwide, Cognizant Business Consulting (CBC) offers high-value consulting services that improve business performance and operational pro- ductivity, lower operational expenses and enhance overall performance. Clients draw World Headquarters upon our deep industry expertise, program and change management capabilities and 500 Frank W. Burr Blvd. analytical objectivity to help improve business Teaneck, NJ 07666 USA productivity, drive technology-enabled busi- Phone: +1 201 801 0233 ness transformation and increase shareholder Fax: +1 201 801 0243 value. To learn more, please visit http://www. Toll Free: +1 888 937 3277 cognizant.com/business-consulting or email inquiry@cognizant.com us at inquiry@cognizant.com. European Headquarters About Cognizant Cognizant (NASDAQ: CTSH) is a leading 1 Kingdom Street provider of information technology, Paddington Central consulting, and business process outsourc- London W2 6BD ing services, dedicated to helping the world’s Phone: +44 (0) 207 297 7600 leading companies build stronger businesses. Fax: +44 (0) 207 121 0102 Headquartered in Teaneck, New Jersey (U.S.), infouk@cognizant.com Cognizant combines a passion for client satis- faction, technology innovation, deep industry and business process expertise, and a global, Continental Europe Headquarters collaborative workforce that embodies the future of work. With over 50 delivery centers Zuidplein 54 worldwide and approximately 145,200 1077 XV Amsterdam employees as of June 30, 2012, Cognizant is The Netherlands a member of the NASDAQ-100, the S&P 500, Phone: +31 20 524 7700 the Forbes Global 2000, and the Fortune 500 Fax: +31 20 524 7799 and is ranked among the top performing and Infonl@cognizant.com fastest growing companies in the world. Visit us online at www.cognizant.com or follow us on Twitter: Cognizant. India Operations Headquarters #5/535, Old Mahabalipuram Road Okkiyam Pettai, Thoraipakkam Chennai, 600 096 India Phone: +91 (0) 44 4209 6000 Fax: +91 (0) 44 4209 6060 inquiryindia@cognizant.com© Copyright 2012, Cognizant. All rights reserved. No part of this document may be reproduced, stored in a retrieval system, transmitted in any form or by any means,electronic, mechanical, photocopying, recording, or otherwise, without the express written permission from Cognizant. The information contained herein is subject tochange without notice. All other trademarks mentioned herein are the property of their respective owners.

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