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Social Technologies for Collaboration
 

Social Technologies for Collaboration

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    Social Technologies for Collaboration Social Technologies for Collaboration Document Transcript

    • COLLABORATIVEAND MOBILEENGAGINGEXPERIENCESFLEXIBLEPROCESSESCUSTOMERCENTRICGlobal Survey:ConsumerTechnologiesare Changing Long-StandingBusiness Processes andWork Cultures – AndImpacting the Bottom-Line
    • Consumer devices are storming the workplaceWork RedesignedCompanies are redesigningbusiness processes tocapitalize on this realityCompanies are deriving greater value fromconsumer technologiesThe gap between C-levelexecutives and IT leaders hinderswidespread embrace of newtechnologies to enable new waysof getting work doneof companies report most employees usepersonal computing devices at workResearch shows that companies are enabling consumer technologies toallow employees to get work done in new ways.Employees usesmartphonesand tablets forbasic andadvancedbusinessfunctions:of companies have changed at leastone business processof companies have changed at leastfour or more business processes54%Basic42% Advanced33%Basic33% AdvancedLearn more.Visit us atwww.avanade.com/workredesignedof C-Suite executives are focused oncapitalizing on potential benefitsof IT Leaders are focusing onminimizing potential risks56%55%70%20%73%60%58%54%are more likely to report improved sales and newcustomer acquisition through the use of theircollaboration tools than other companiesreport greater ability in bringing newproducts and services to marketare more likely to reportincreased profits thanbusinesses notembracing change©2013 Avanade Inc. All rights reserved. 1Executive SummaryWork Redesigned
    • Recently this dynamic has begun to shift.By now, it’s well-known that the use ofcertain technologies in the workplace isincreasingly being influenced by employees.Corporate policies, business processes andorganizational roles are catching up withthe changes ushered in by these employee-driven technologies, especially mobiledevices and consumer technologies.What has been less known is if and howbusiness and IT leaders were capitalizing onthese disruptive technologies to improvebusiness results. Until now.Avanade research shows that the majorityof companies globally report widespreaduse of consumer and mobile technologiesin the workplace.This is accompanied byextensive change in more relaxed andinclusive workplace policies and improvedcollaboration among employees. As a result,these new technologies and policies areleading to fundamental changes in howwork gets done.In September 2012 Avanade surveyednearly 600 executives and IT decision-makers in 19 countries about the impactof the employee-driven workplace andhow companies are taking advantage ofthis shift. Results showed that the mostprogressive businesses are building entirelynew business processes around thesetrends – and seeing surprising impact ingrowth, product development, employeesatisfaction and collaboration.Mobile and Consumer Technologies Leadthe Shift; Executives Enable the ChangeMobility is becoming the norm. Accordingto Morgan Stanley Market Trends,in 2012more than half of network devices will shipwithout a wired port. Incredibly powerfuland convenient mobile phones andtablets are driving consumer technologiesdeeper into the workplace. According toJuniper Research, there are over 150 millionsmartphones and tablets used in theenterprise today and this figure is expectedto more than double to 350 million by 2014.New research from Avanade shows thatlarge companies are open to change – evenif it disrupts“business as usual.”Ratherthan shut out mobile and consumertechnologies,Avanade’s survey of businessand IT executives shows companies are notonly embracing these technologies in theworkplace, they’re enabling them.For example,more than six in ten companies(61 percent) report the majority of theiremployees now use personal computingdevices in the workplace. Avanade researchshows that 54 percent report the majority oftheir employees use smartphones for basicwork tasks such as checking email,readingonline documents and managing schedules.But the way tablets are being used in worksettings is more surprising – it breaks withconventional wisdom.In the past, technology useat work has been dictatedby business requirements.Executives authorizedtechnology purchasesbased on corporate needsand objectives – newregulations led to emailarchiving systems andbigger customer rostersled to centralized customerrelationship management(CRM) systems.60%of companies reportmost employees usepersonal computingdevices at workSurvey Methodology: Avanade’s survey wasconducted by independent research firmWakefieldResearch.It surveyed 599 C-level executives,businessunit leaders,and IT decision makers,ages 18 and older,at the top companies in the following countries:U.S.,Australia,Belgium,Brazil,Canada,Denmark,Finland,France,Germany,Italy,Malaysia,the Netherlands,Norway,Singapore,South Africa,Spain,Sweden,Switzerland and the U.K. The study was conductedbetween August 20 and September 13,2012©2013 Avanade Inc. All rights reserved. 2Executive SummaryWork Redesigned
    • Like smartphone use above,one-third ofcompanies (33 percent) report the majorityof their employees use tablets for basicwork tasks. Further, the exact same numberof respondents – 33 percent – report themajority of their employees use tablets foradvanced business purposes such as CRM,project management,content creationand data analysis.This finding dispelsconventional wisdom that tablets areprimarily designed as content consumptiondevices. And it shows how engrained thesedevices have become in the workplace inless than three years since the original iPadlaunched.Avanade’s January 2012 study of theconsumerization of IT reveals thatbusiness leaders support the shift fromcontent consumption to the use of coreenterprise functions on personal devices.In fact, 65 percent of company leaders saidcreating content or accessing businessapplications is an acceptable use ofpersonal devices at work.Personal smartphones and tablets areincreasingly being used by employeesfor a wider variety of advancedbusiness purposes, including improvingcollaboration. In fact, collaboration isbecoming a key piece of the puzzle forcompanies focused on this new way ofwork. In an interview with CIO Magazine,Jacob Morgan, author of “The CollaborativeOrganization,” stressed the importanceof collaboration in the enterprise. Morgannoted that,“When organizations invest incollaboration tools and strategies, it notonly positively impacts the lives ofemployees at work but also outside ofwork. Employees will have more flexiblework schedules, feel less stressed outabout work and will feel more passionateand engaged about the work they do.”Companies are taking notice of the benefitsof emerging technologies. It turns out, thisbroad adoption of mobile and consumertechnologies is causing companies torethink their policies and business processesto manage and take advantage of thesetechnologies in the workplace.Business Processes are BeingBuilt to Capitalize on Mobile andConsumer TechnologiesWe are witnessing a profound redesign of thebuilding blocks of business – roles,processesand policies – in order to take advantageof mobile and consumer technologies inthe workplace.Avanade’s research revealsmany executives and IT decision-makersare modifying business processes in keyfunctions such as sales and marketing,andcritical roles inside companies,such as HR,©2013 Avanade Inc. All rights reserved. 3Executive SummaryWork RedesignedEmployees use smartphonesand tablets for both basic andadvanced business functionsOver 70% of companieshave changed at leastone business process
    • to leverage mobile devices and otherconsumer technologies to their company’sbenefit.Rather than dictating technology use,corporate policies and processes are,in thiscase,playing catch-up with technology.As a result,many executives are takingsteps to adjust their business to realize thepotential of this trend. In fact,more than 7out of 10 (71 percent) companies surveyedhave changed at least one business process– including IT management,sales andmarketing,HR,customer services – in aneffort to leverage these emerging mobileand consumer trends. Notably,20 percentof companies have changed four or morebusiness processes to capitalize on the riseof mobility and consumer technologies atwork.According to this survey, there is still aquestion of who owns this transformationin a company. Major business changeinvolves many functions and departments,but Avanade’s research shows that morethan half of respondents (56 percent) believethat IT departments are now responsiblefor managing elements of the company nottraditionally in the job description of IT –such as improving business processes andcollaboration across the business.The research shows that IT and HR are seenas each playing roles (51 percent cite IT; 28percent cite HR) in creating and supportingnew styles of work that include the useof consumer tablets and smartphones forboth basic and advanced business purposes.Mobile and consumer technologies arebeing more deeply embedded in businessorganizations and their processes.Over time,a growing number of companieshave become more comfortable withconsumer technologies in the workplace.Arguably,we have reached a tipping pointin acceptance,and now rather than fightingto keep personal devices out,companiesare embracing the use of consumertechnologies by mainstream employees.Companies that Capitalize on New Waysof Work are Seeing Stronger Growth andHappy CustomersIn early 2012,an Avanade survey (seeAvanade’s report) showed that executivesrecognized the potential of consumerdevices and began making investments tosupport their adoption.A year later, researchindicates these investments have helpedsome companies use mobile and consumertechnologies to improve the way work getsdone and realize important benefits.Business goals will dictate where companies are seeing the most benefits from capitalizingon these tools,but early indicators showthese changes are making a measureableimpact on sales,profits,product developmentand employee satisfaction.For example:• Stronger sales – Companies are deriving greater value from collaboration technologies.They are 73 percent more likely to report improved sales and new customer acquisition through the use of their collaboration tools than other companies.• Increased profits – Companies that have adopted emerging mobile and consumer technologies,and established progressive policies and business processes to support them,also see positive business impact. Those companies are 54 percent more likely to report increased profits than businesses not leveraging these technologies,policies and processes.• Greater agility – Similarly,those same companies that have embraced these new technologies in the workplace,policies and processes are more nimble than other companies.They are 58 percent more likely to report improvement in bringing products and services to market.• Improved job satisfaction –The benefits these new work methods bring to business are not just measured in time and money. Companies that redesign how work gets done also have happier employees.They are 37 percent more likely to reportimproved employee satisfaction.They also report a greater emphasis on creativity and greater ability to solve problems.Among thesemeasureablebusinessbenefits,the age-old hurdles of security andcontrol concerns exist,especially inside ITdepartments. But are these challenges greatenough to outweigh the benefits?©2013 Avanade Inc. All rights reserved. 4Executive SummaryWork RedesignedCompanies that haveembraced collaborationtechnologies aremore likely toreport improved sales andnew customer acquistion73%
    • C-level Executives Say“Go,”IT Leaders Cautious – Closing the GapAs with other emerging technologycycles,early adopters are optimistic whencalculating benefits,while mainstream usersfocus on challenges to overcome beforeadopting emerging technologies.In the caseof mobile and consumer technologies in theworkplace,the vast majority of business andIT executives view the use of mobile andconsumer technologies,and accompanyingpolicies,from significantly differentperspectives.The disconnect between C-levelexecutives and their IT staff may be thebiggest factor limiting more widespreadredesign of business processes enabled bymobile and consumer technologies.C-level executives tend to be more mobile,traveling to visit partners,suppliersand customers more than rank-and-fileemployees.So it’s no surprise that the C-suiteis leading the change in attituderegarding mobile technologies andaccompanying processes to benefit fromthem.When asked,71 percent of C-levelexecutives believed the rest of the companycould accomplish work tasks outside of theoffice walls – 39 percent higher than the rateof IT staff and business unit leaders whoreported the same.ConclusionCompanies have seen a rise of consumertechnologies at work and have begunredesigning processes to capitalize on thebenefits of these technologies. Avanaderesearch indicates that progressivecompanies are enabling the change withmany reporting a surprising impact ontheir business. For more insights on whereAvanade is seeing companies adjustprocesses,please readwww.avanade.com/WR-POV©2013 Avanade Inc. All rights reserved. 5Similarly,C-level respondents surveyed tendto be more optimistic when it comes toreaping the benefits of allowing consumerand mobile devices in the workplace,whileIT staff is more focused on security and policyenforcement risks that these technologiesmay bring.Take the top priorities theyreported,for example.When consideringallowing employees to use personalcomputing technologies in the workplace,the C-suite is more focused on capitalizingon potential business benefits (56 percent),while the IT department is more focusedon minimizing potential risks (55 percent).These are two different lenses through whichC-level executives and their IT counterpartsview the same emerging technologies andcorresponding business impacts.IT staff’s focus on managing risk is well-placed.Avanade’s January 2012 study shows55 percent of global companies report theyhave already experienced a security breachas a result of personal technologies floodingthe enterprise.But security measures only getan organization part way to the goal.Trainingemployees to use devices to the benefit ofthe business is part of the journey. In our 2013research more than one-third of businesses(35 percent) report“training for all employees”as the top investment in the next 12 monthsto better support consumer technologies inthe workplace.Clearly,companies must enable thesetechnologies to take advantage of theirbenefits while managing the risks.Executive SummaryWork Redesigned
    • About AvanadeAvanade provides business technology solutions andmanaged services that connect insight, innovation andexpertise in Microsoft® technologies to help customersrealize results. Our people have helped thousands oforganizations in all industries improve business agility,employee productivity and customer loyalty. Additionalinformation can be found at www.avanade.com.©2013 Avanade Inc. All rights reserved.The Avanadename and logo are registered trademarks in the U.S. andother countries. Other brand and product names aretrademarks of their respective owners.North AmericaSeattlePhone +1 206 239 5600America@avanade.comSouth AmericaSao PauloPhone +55 (11) 5188 3000LatinAmerica@avanade.comAfricaPretoriaPhone +27 12 6224400SouthAfrica@avanade.comAsia-PacificSingaporePhone +65 6592 2133AsiaPac@avanade.comEuropeLondonPhone +44 (0) 20 7025 1000Europe@avanade.comAbout AvanadeAvanade provides business technologysolutions and managed services thatconnect insight,innovation and expertise inMicrosoft technologies to help customersrealize results. Our people have helpedthousands of organizations in all industriesimprove business agility,employeeproductivity,and customer loyalty. Avanadecombines the collective business, technicaland industry expertise of its worldwidenetwork of experts with the rigor of anindustrialized delivery model to provide highquality solutions using proven and emergingtechnologies with flexible deploymentmodels–on premises,cloud-based oroutsourced. Avanade,which is majorityowned by Accenture,was founded in 2000by Accenture LLP and Microsoft Corporationand has 17,000 professionals in more than20 countries. Additional information canbe found at www.avanade.com. Moreinformation and materials around thisresearch and Avanade’sWork Redesignedvision can be found atwww.avanade.com/workredesignedExecutive SummaryWork Redesigned