Digital Collaboration SGI 27_09_09


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Digital Collaboration, Drivers and Opportunities by Ambient Performance.

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Digital Collaboration SGI 27_09_09

  1. 1. Digital Collaboration Drivers and Opportunities Ron Edwards Ambient Performance 1
  2. 2. Agenda 1. Collaboration: The Issues 2. Current Solutions 3. Virtual World Solutions 4. Implementing Digital Collaboration Tools 2
  3. 3. Trends: Transitioning to Knowledge Work 3
  4. 4. The Context • The World of Work has Changed – Widely distributed teams: co-located people in offices acting as though they are remote workers – Recruitment and retention: the demographic profile - ‘digital natives & digital immigrants’ – Diversity and Inclusion: it’s contribution that matters – Current methods of team collaboration e.g. mail, IM, videoconferencing, are only very partial solutions – Travel is an environmental issue 4
  5. 5. Trends: Knowledge Work: Where? 5
  6. 6. Mobile Broadband Use Will Double in 12 Months 6
  7. 7. The Issues 1. Business 1. Efficiency & Effectiveness: resulting from poor distributed co- ordination due to inadequate collaboration tools 2. Engagement for Innovation: high trust, close proximity teams perform. Distributed collaboration over distance with poor communication tools often leads to low trust and poor performance. 2. Costs 1. Travel 2. Telecommunications 3. Opportunity 3. Carbon: effect on environment from excessive/unnecessary travel 7
  8. 8. 1. Business: Efficiency & Effectiveness • Technology has made people more productive but most IT applications were not designed for collaboration. • Dominant model is that people work individually and then merge their respective efforts • “Collaboration often means pulling up your chair next to your colleague so that you can look at the same screen” ‘Mesh Collaboration’ Andy Mulholland. The Economist 25/10/08 8
  9. 9. 1. Business: Engagement for Innovation • Innovation remains key to growth. Trust is the key to innovation. • In distributed organisations technology is known barrier to developing trust • Existing collaboration technologies – audioconferencing, videoconferencing, team workspaces, document sharing – are only very partial substitutes to face-to-face meeting at best 9
  10. 10. 2. Cost • Travel: – “Considering air fare, car rental and hotel stay, we expect the average domestic trip for European companies to increase two per cent, or €21, to a total of approximately €1,020 - Amex Business Travel advisory services vice-president Joakim Johansson. October 2008 • Telecommunications: – ‘For our global distributed mobile professional workforce our biggest telecoms cost is mobile telephony’ Tier 1 Consultancy. • Opportunity – “The cost of an alternative that must be forgone in order to pursue a certain action. Put another way, the benefits you could have received by taking an alternative action.” 10
  11. 11. 3. Carbon Source: UK Dept. of Transport 11
  12. 12. Summary Carbon ? • Travel • Efficiency • Telecoms Cost Business • Engagement • Opportunity ICT ! 12
  13. 13. Much Of Today's Technology Leaves Communication Problems Unsolved “Today, information workers use technology pervasively to get their jobs done — to communicate with others, complete tasks, and learn new skills. – mobile and landline phones, – conference bridges, – email and calendaring, – instant messaging, – text messaging, – team workspaces, – Web conferencing, – videoconferencing, – project management software, – office productivity tools, – eLearning modules, – wikis, – blogs, – podcasts, – social networking tools. But the vast majority of organizations deploy just a small subset of these tools. Even if a broad portfolio of technology is in place, it's usually just a collection of nonintegrated, disparate tools. And where tools like these are available, widespread suboptimal utilization is common. Source: Forrester Research, Inc. 2008 13
  14. 14. Now add in….the Dominant Work Model • Dominant work model is that people labour individually and then merge their respective efforts • “Its not much different from the age of paper….Collaboration oftens means pulling up your chair next to your colleagues so that you can look at the same screen”. ‘Mesh Collaboration’. Andy Mulholland. 14
  15. 15. Virtual Worlds… 15
  16. 16. The Exploding Range of Virtual World Communities 16
  17. 17. Virtual World Capabilities 17
  18. 18. 2-D vs. 3-D Characteristic The World Wide Web Virtual worlds Dimensionality 2-D experience 3-D experience Organizational metaphor Web sites or Web pages, panels, windows, Rooms, buildings, islands, objects,.. and frames Experience is borrowed from the physical world. Representation of the user In most cases, a person's presence on a A person is represented by an avatar. In in the environment Web site is unknown to others some virtual worlds, the user can also be an invisible observer. Means of navigating Scrolling to view content not visible Walking, or typing in the name of a room, around the environment on the screen. object or location and"teleporting" there. Clicking on links or typing or copying and Zooming in and out and changing camera pasting URLs to go to other Web sites or angles to view content pages. Content Primarily text-based, though visuals of Primarily visual, though text (e.g., on virtual many types are supported (e.g., graphics, signs and on documents) is supported. icons, photos, and videos). Interactivity The average user cannot modify content User can create, view and manipulate on Web sites other than to post comments realistic or recognizable representations of on forums or blogs objects (e.g., furniture), Realism Does not simulate real-world conditions… Realistic or recognizable representation and simulation of objects, space, perspective, etc. Simulates gravity, day/night cycles, travel distances, collisions, picking up objects, and wearing clothes, etc. Source: Forrester Research, Inc. 2008 18
  19. 19. Getting Work Done In Virtual Worlds Versus More Traditional Alternatives Comparison criteria Using more traditional In virtual worlds alternatives Multisite conversations or meetings Conference calls, video conferencing, Build a virtual room as large or small as you telepresence. need. All attendees convene Presence Basic (usually self-administered) You can not only see a visual representation of who is in the meeting but what they are doing Non-verbal, non- text communication Can be done well using hyper-expensive Typically use a series of menus for facial telepresence systems and less well via in- expressions and body gestures. room video conferencing and Web cams. 3-D model sharing reality mechanisms (augmented reality). Or Put it on the virtual table in the center of reduce three dimensions to a 2-D the room and walk — or fly — through or around it. Document sharing Team workspaces, application sharing via All participants in the virtual room can edit enterprise IM clients. Real-time, in- line that document in real time. When done, the editing via a good user experience is sorely user can save the document back onto his lacking in most of today's information or her desktop. worker tool portfolios. Voice conversations Torturous teleconference systems requiring VoIP-enabled.. Easy to mix in multiple voice identification and 15- digit access remote parties. Sometimes tied in with codes. Some systems don't allow for traditional conferencing systems so speakers to hear while they are speaking, participants who are not in the virtual world which prevents them from noticing when (e.g., are on the road) can still participate others on the call want to speak. by voice. Videoconferencing Room-based videoconferencing, Web A shared video experience without high-end cameras (desktop video cameras), and expensive monitors. telepresence systems like Hewlett- Packard Halo or Cisco Telepresence at the top end of the market (for hundreds of thousands of dollars to outfit a single room). Source: Forrester Research, Inc. 2008 19
  20. 20. Value Proposition Virtual Audio Web Video Worlds Conferencing Conferencing Conferencing (OLIVE) • Familiar •Familiar •Face-to-face •Face-to-face • Ubiquitous •Ubiquitous like like • Perceived to be •Inexpensive •Multiple media Benefits sharing inexpensive •Appealing to Internet generation • Poor •Same as audio •Large download •Requires participant •Single media •Proven visiting installed attention span sharing effectiveness sites Challenges • Discussion •Pay extra for •Easy entry for context audio or VoIP employees • No display calling of data Costs • $500 to • $30 to $100 • $60 to $167 • $1000s (per person $1000s per year) Enterprise Virtual Worlds Yield Immersive, Engaging, Interactive Experiences 20
  21. 21. Virtual Worlds • Replicate with some accuracy the experience of working physically alongside others • Allow people to work with and share digital 3-D models of physical or theoretical objects. • Incorporate nonverbal communication into interactions where important. • Make remote training and counseling a more realistic option. 21
  22. 22. Virtual Worlds “Virtual worlds are relatively inexpensive, don't require a great deal of startup technology infrastructure, and provide a naturalistic, immersive approach to simulating space, people, and objects “ Forrester 2008 22
  23. 23. The Need • Shared private workspaces: secure, dedicated, accessible • Shared immersive and persistent spaces: real-time engagement; resulting actions and activities remain over time • Shared access to and control of office productivity applications: MS Office, corporate applications, video…. • Shared ability to manage and extend the team environment • Secure: inside the corporate firewall if required • Integration with corporate networks e.g. Active Directory or LDAP • Trusted: authentication; avatar identity • Carbon & Cost: cut carbon and cut costs ‘There must be a better way to collaborate’ 23
  24. 24. Accessible • Access via any suitable PC with broadband connection anywhere. • Simple to learn: mimics and extends everyday human interaction 24
  25. 25. Immersive: Realistic & Persistent • True persistent world • Real time voice – via VOIP • Highly realistic avatars – breathe, facial expressions and gestures • 3D asset development in-house or contracted out • Record and replay reviews on demand 25
  26. 26. Workplace Tools • Standard office tools available in-world: MS Office • Custom tools and data streams can be integrated 26
  27. 27. Secure Environment • Environment is secure not shared – no inadvertent or malicious access • In house or own outsourced server attached to secure network • Multiple locations ‘in world’ can be used simultaneously 27
  28. 28. Identity • Managed access to virtual workspaces • 2D photos wrap around avatar faces • Avatar name tags 28
  29. 29. NATO Meeting Source: Euro Atlantic Defense News April 2009 29
  30. 30. OLIVE Meeting 30
  31. 31. State of the Art: 3D Visualization Complex Data Sets GIS 31
  32. 32. State of the Art Immersion & Co-Presence 32
  33. 33. Intronetworks 33
  34. 34. Mapview 34
  35. 35. Ambient SocialNet 35
  36. 36. Why Bother? “Creativity is no longer about which companies have the most visionary executives, but who has the most compelling architecture of participation. That is, which companies make it easy, interesting and rewarding for a wide range of contributors to offer ideas, solve problems and improve products?” - Tim O’Reilly, of O’Reilly Media 36
  37. 37. Performance Pathfinder Step 1 Step 2 Step 3 Step 4 Decide Design Develop Deploy What is the problem? What are the best solutions? How best to deploy? 37
  38. 38. Questions? Ron Edwards Web: Blog: 38