The New Collaboration Experience


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Most companies have made significant IT investments in transactional systems over the past decade making significant gains in efficiency. Raising the productivity of employees whose jobs can't be automated is the next great performance challenge created by today’s borderless enterprise with its highly distributed, mobile, and empowered workforce. Collaboration technologies are key to eliminating the barriers of distance and time so organizations can Shorten decision times, Accelerate innovation and gain competitive advantage. Hear about the latest innovations in collaboration solutions and how customers have achieved real business results using the latest network based technologies.

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  • In the command/control model, primary collaborative tools have been primarily text or document-centric, with tools like email, IM and portals or workspaces as the primary tools. And these tools are best suited for 1 to 1 or 1 to few interactions.But increasingly, we see businesses adopting a much broader tool set – one that encompasses many people in the collaborative process, and incorporates video and voice capabilities.And these tools are changing the way we work within and between companies, partners, suppliers – even customers. Blogs, wikis and forums to allow for large numbers of people to submit and gain expertise in a text or document centric wayAnd increasingly, especially as budgets for travel are reduced, a new focus on video and voice as part of the collaborative solution.Solutions such as telepresence which enable that lifelike video experience for one to few or few-to-few interactions. A better experience, in fact, if the meeting would not have happened at all due to travel constraints.And broad-based video experiences through solutions such as video on demand or virtual events. Increasingly used by business leaders and executives to help align their organizations and teams around strategic initiatives or key business objectives. Because video conveys the emphasis, and emotion, that documents and text just can’t.
  • When asked about the limitations of applications and devices at work, end users identified restrictions placed on the technology they can use and the reliability of technology as primary frustrations. This correlates with the fact that 52 percent of ITDMs say that their company currently has a policy prohibiting use of social media applications by end users at work. However, end users are taking things into their own hands, in addition to those who admit to changing security settings, 50 percent admitted to ignoring the policy at least once a week. IT decision makers cited security and cost as the primary barriers to deploying collaboration tools and also identified the lack of interoperability and management expenses as primary frustrations when installing collaboration technology. When we asked end users whether they new that their organisation has a policy against using social media tools, 50% said ‘yes’, 38% said ‘no’ and 12 % said they don’t know.Enterprises should look to design a technology architecture that aligns more closely with employee collaboration requirements, but with the necessary corporate management controls and policies. These corporate tools need to match the usability and powerful nature of consumer applications or staff will continue to take things into their own hands and circumvent company policies
  • Our efforts to work more collaboratively have affected every aspect of our organization: our work processes, our culture, and our technology. We have changed our processes for working together. Instead of a command-and-control hierarchy, we have gone to a series of cross-functional councils and boards. These enable us to do more and do it faster, and with less time spent in both virtual and face-to-face meetings. The powerful example of collaboration that John Chambers offers in every decision he makes has had a profoundly positive company-wide impact on our culture. And finally, of course, we use and test out our collaborative technologies in our own everyday work—holding global meetings via TelePresence, and offering training via WebEx, to name just two examples.And it’s not just Cisco that sees these gains from collaboration. Industries across the globe are finding benefits from collaboration and recognize that it is not just about the technology, but integrating the processes and people together as stated here by the CEO of Statoi, one of the world’s leading gas and oil companies based in Norway.What we are doing with collaboration today mirrors the early days of the Internet when Cisco led “e-enablement” for taking business processes online and automating them.Cisco led this transition a decade ago, and now we’re doing the same with collaboration.With our commitment at all three levels – process, culture and technology – there is no better company for our customers to partner with as they develop their own collaboration strategy and continue their own collaboration journey.And it’s not just Cisco that sees these Transition: Collaboration intuitively feels like the right direction to increase business competitiveness. But what kinds of return can we gain from collaboration?
  • Conferencing – we have 62 thousand registered users who used 533 million minutes in the last quarter (approx 2 hours per person per working day) and we’re seeing a 62% Y/Y increase in minutes used.Wiki’s – we have 378 thousand unique wiki pages and we had 561 thousand edits to these pages in the last quarter and saw a 58% Y/Y increase in the number of pages created (the Y/Y growth in number of edits was just 4% so usage isn’t growing as much as the service is fairly mature)Telepresence – we have 789 units and conducted 84.5 thousand meetings in the last quarter which is a 62% Y/Y increase in the number of meetingsJabber – we have 103 thousand users who conducted 14 million IM chats in the last quarter which is a 65% increase Y/Y in number of IM chatsCisco Directory – we have 27 thousand users with expertise filled in against their profile and last quarter there were 4.9 million expertise searches which was a 13% Y/Y growth in number of searchesForums -we have 6 thousand discussion threads and 22 thousand new messages were posted to those threads last quarter which was a 4% Y/Y increaseVideo – we have 25 thousand videos in our internal “YouTube” style video library and last quarter there were 111 thousand views of these videos. We’re seeing a 38% Y/Y growth in videos contributed per quarterLastly IWE we have 84 Communities and these were hit around 1.2 million times last quarter which is a 95% growth in hits Y/Y
  • Let’s move on to the second segment of this presentation and talk about the five core elements of Cisco’s strategy for handling these market requirements. The first is an interoperable, open architecture. It’s a fact that in today’s environment it is impossible for IT to control all the devices and applications. For this reason, an interoperable, open architecture that allows for device and application diversity. Our goal for interoperability is to enable any device or application to leverage that same core of collaborative services that our own devices and applications have access to. Related to this is the need for inter-company collaboration so organizations can work with partners, suppliers, customers and others outside their walls. It’s a fact that business processes extend outside organization firewalls. For that reason, our goal is to provide a secure unified communications and collaboration environment that spans organizations. Let’s talk about video communications, the third strategy element, and an increasingly central technology to collaboration. In today’s world of dispersed teams and reduced travel, communication and specifically video are more critical to rapidly build trust and help people work effectively as team members. We believe that video is a transformative element that will become as easy to use as documents are today. It will be everywhere – on the desktop, through video on demand, high def telepresence, video surveillance and security. It will be a core element of Cisco’s entire portfolio, integrated throughout rather than just in a number of point products. Next, we believe that enterprise social software will change the way organizations work. The rigidly structured, silo’d teams that were traditionally put in place in most enterprise will give way to more fluid, ad-hoc communities. These enterprise applications, designed to operate within an organization will provide the ease of use, speed and ubiquity that social networks offer in the consumer world. They will also combine these features with the security, availability, quality of service, and reliability required by the enterprise. The fifth strategy element is the support of flexible deployment models, based on the requirements of the company, its IT resources, and priorities.Both the enterprise network and the cloud will play key roles in enabling a comprehensive collaboration platform—especially for inter-company collaboration. Our vision is to blend the best of both worlds—to couple the robustness, security, and performance of the enterprise network with the openness and flexibility of the Cisco WebEx Collaboration Cloud. Solutions that focus on just one or a few of these elements will not be effective.Our goal is to provide an integrated experience for end users—whether it’s a customer in a store, an employee in a bank, a forklift operator on the manufacturing floor, or a nurse or doctor in a hospital. By this we mean that our solutions take a ‘whole stack’ approach to enable a great quality of experience. Participation depends on the quality of the experience – as anyone who has tired of waiting for online videos to ‘buffer’ can attest. To maintain a high quality rich experience regardless of the location, device or content being accessed requires intelligent infrastructure. Only Cisco delivers a combination of both great software and purpose-built hardware to deliver the experiences that most effectively bring people together. For IT this ultimately means lower cost of deployment and ongoing maintenance as you’re not left holding the bag figuring out how to make it work at scale witi the same performance. We don’t want to simply optimize business processes. We want to enable new and better experiences that translate into tangible and differentiated business value.Transition: Before I describe why Cisco is best positioned to deliver collaborative solutions that meet these requirements, let me first update you on Cisco’s collaboration portfolio – including some exciting new entrants.
  • Our collaboration architecture is our most important differentiator. From the ground up it is constructed to enable boundaryless collaboration—breaking down silos between content formats, individual tools and devices, companies, and between people working towards a common goal. The bottom layer of the network binds together today’s infrastructure domains of virtualized computing, network resources, and persistent storage. It provides unmatched agility, resilience, scalability and quality of experience. It allows an organization to securely expand beyond the firewall to collaborate with partners, customers, and suppliers. On top of this foundation lies a comprehensive set of network-based services that enrich collaborative applications. These services can: Turn data into information by providing associated context Construct social graphs of who you know—and need to know—to build a product, close deals faster, or spot market opportunities. Let you know who’s available. This is presence beyond the boundaries of instant messaging. It goes across different tools and devices and individual application silos by using standards-based protocols Locate people for you, whether in the office or on the road, and can manage collaborative sessions for you. These services operate consistently and reliably, with both Cisco and non-Cisco collaboration applications and they are consistently secured and managed via network-based policy.On top of this layer are communication and collaboration applications. Applications on this layer leverage these services to help companies deliver against the top line business imperatives they are facing today—such as saving on travel costs, improving employee productivity, increasing customer intimacy, and facilitating innovation.
  • Clearing: we have established a leadership position in smartphone-based collaborationWe delivered many collaboration experiences and applications alreadyClick to joinWebEx meetings, slide sharing, annotations in real timeMobile communicator---makes BB an extension of your office phoneNokia Call Connect for seamless handoff between WiFi and cellular environmentsAnd behind the scenes, but very importantly, security & wifi provides the connectivity to and within the enterprise.These are two essential building blocks in enabling enterprise to mobile convergenceMore than 100,000 Webex for iPhone downloadsTransition: And while these applications are driving incredible productivity, we see them as just the beginning of what’s possible…Let’s move to the next layer of the architecture, services
  • The New Collaboration Experience

    1. 1. The New Collaboration<br />Experience <br />Tim Stone<br />Marketing Director Collaboration Europe<br />
    2. 2. Business Impact<br />Personal Factors<br />Market Trends<br /><ul><li>Opex/CapexManagement
    3. 3. Heterogeneous Environment
    4. 4. Complex Deployments
    5. 5. Siloed Tools & Applications
    6. 6. Work Anywhere
    7. 7. Device Flexibility
    8. 8. Trust at a Distance
    9. 9. Expertise/Info on Demand
    10. 10. Dispersed Workforces
    11. 11. Video Proliferation
    12. 12. Content/Device Explosion
    13. 13. Social Media</li></ul>My people are MOBILE and DISPERSED<br />I need CLOSER RELATIONSHIPS with my partners<br />I’m worried aboutCUSTOMER SATISFACTION<br />There’s way <br />TOO MUCH INFORMATION<br />My IT budget is alreadySTRETCHED<br />The Need for a New ApproachTraditional tools do not address these challenges<br />
    14. 14. Collaborative Tools<br />Text<br />Voice, Video<br />Virtual Events<br />Many<br /> Social Networking<br />Video on Demand<br /> Discussion Forums<br />Number of Stakeholders<br />IP<br />Communications<br />Wikis<br />Customer Care<br />Blogs<br />Email<br />IM<br />Conferencing<br /> Documents<br /> TelePresence<br />One<br /> Vmail<br />“Raising the productivity of employees whose jobs can't be automatedis the next great performance challenge—and the stakes are high.”<br /> McKinsey & Company, The 21st Century Organization<br />CollaborationChanging the Way We Work<br />
    15. 15. End Users Ignore Social Media Policy“In Order To Do Their Jobs”<br /><ul><li>52% of organizations prohibit the use of social media applications
    16. 16. 50% of end users admit to ignoring company policy at least once a week
    17. 17. 27% admit to changing settings on corporate devices to get access to prohibited applications
    18. 18. Why? Top reason: “I need these technologies in order to do my job”</li></li></ul><li>Collaboration is Equal PartsProcess, Culture and Technology<br />Process<br />Culture<br />Technology<br /><ul><li>Collaboration isn’t just about technology
    19. 19. We’re using collaboration to change the way we work</li></ul>“Real-time competence sharing is necessary in a complex and demanding industry. It is all about integrated operations and people in a seamless collaboration, independent of organization, time, and place.” Helge Lund, CEO of Statoil<br />
    20. 20. Essential Elements of Collaboration<br />NOW<br />THEN<br />People<br />Communities<br />Content<br />
    21. 21. Wenglor sensoric gmbh, Tettnang - Germany<br />     <br />Business Overview and Challenge<br /><ul><li> Delivers Photoelectronic Sensors, Inductive Proximity Switches, Ident Products and Safety technology.
    22. 22. 50,000 customers and 500 employees worldwide.
    23. 23. Challenge: legacy telephony & heterogeneous networks unable to provide highly efficient communications in a globalized business environment.</li></ul>Solution deployed by xevIT<br /><ul><li> Telephony & Integrated Messaging
    24. 24. Presence & Personal Communicator
    25. 25. Contact Center
    26. 26. Mobility for mobile and wireless phones
    27. 27. Audio/Web/Video conferencing</li></ul>Business Benefits<br />Training<br />Reduced travel costs ($70k per year) for Sales and Technical support people worldwide.<br />R&D<br />Shorter time to market by sharing simultaneously design software application and video of the product.<br />Sales<br />Savings up to 20 mins per day per person with Personal Communicator and Single Number Reach.<br />Customer Service<br />Improved satisfaction using Presence to reach the right resource with customer context.<br />
    28. 28. Boeing collaborates Over 1m meetings per year<br />Largest customer of WebEx collaboration technologies worldwide<br />5 year increase over tenfold<br />168k employees / 70k WebEx accounts<br />Over 27,000 external suppliers<br />Reduced time to market<br />Currently investigating integration of UC, IM and Presence into the WebEx environment<br />Boeing Supplier Award (non manufacturer section)<br />
    29. 29. HealthPresenceAn Alternative Healthcare Delivery Model<br />Healthcare Transformation<br />Challenge<br /><ul><li>Increased demand for health services
    30. 30. Difficult to access doctors in remote and rural areas
    31. 31. Shortage of medical experts</li></ul>Engagement & Solution<br />Engagement & Solution<br /><ul><li>Public-private partnership (Cisco+ Scottish Center for Telehealth + NHS Scotland)
    32. 32. Global cross-functional engagement to develop new solution
    33. 33. Solution based on Cisco IPC/UC, TP, UCC and IP-based Medical devices</li></ul>”HealthPresence is an asset to improve the quality of telephone advice and triage. Being able to visualise and have physiological parameters on a patient will improve patient care”<br />Dr Karyn Webster and Dr Fiona Mair<br />Customer Results<br /><ul><li>Opportunity to ’transform’ healthcare delivery systems radically
    34. 34. Improved citizen experience
    35. 35. More effective care delivery model</li></li></ul><li>Unique Value of Video<br />Learning & Tutorials<br />Product Demonstrations<br />Executive Messaging<br />Company Meetings<br />Meeting Recordings<br />HR Training<br />Customer/Partner<br />
    36. 36. Conferencing<br />62k users<br />533m mins/qtr.<br />62% growth Y/Y<br />Video<br />Wikis<br />25k videos<br />111k views/qtr.<br />38% growth Y/Y<br />378k pages<br />561k edits/qtr.<br /> 58% growth Y/Y <br />Growth in Collaboration Services isExploding! <br />IWE<br />TelePresence<br />802 units<br />84.5k meetings/qtr.<br />62% growth Y/Y<br />84 Communities<br />1.2m hits/qtr.<br />95% growth Y/Y<br />Instantmessaging<br />Forums<br />6k threads<br />22k messages/qtr.<br />4% growth Y/Y<br />103k users<br />14m IM chats/qtr.<br />65% growth Y/Y<br />Directory 3.0<br />27k Expertise profiles 4.9m searches/qtr.<br />13% growth Y/Y<br />
    37. 37. A Year in the Life of a Cisco iWorker<br />Car/Train<br />298 hours<br />12%<br />Car/Train<br />263 hours<br />10%<br />Flights<br />20 hours<br />1%<br />Flights<br />235 hours<br />9%<br />Home<br />902 hours<br />35%<br />Offsite<br />297 hours<br /> 12%<br />Home<br />1232 hours<br />49%<br />Offsite<br />282 hours<br />11%<br />2009<br />2008<br />Office<br />639 hours<br />26%<br />Office<br />900 hours<br />35%<br />Total hours = 2,486<br />Productive hours = 2,168 (87%)<br />2 short-haul return flights<br />(none at the weekend)<br />Carbon footprint = 4.66 tonnes*<br />Commuting cost = £473<br />Cost to Cisco = £1,935<br />Total hours (work + travel) = 2,582<br />Productive hours = 2,084 (81%)<br />3 long-haul + 16 short-haul <br />return flights (6 at the weekend)<br />Carbon footprint = 17.25 tonnes*<br />Commuting cost = £666<br />Cost to Cisco = £10,501<br />* Figures from<br />
    38. 38. Cisco Strategic Direction<br />Interoperable,Open Architecture<br />Secure Inter-Company<br />Flexible<br />Consumption Models<br />Integrated <br />Experience<br />EnterpriseSocial Software<br />Video Communications<br />
    39. 39. Telepresence<br />Customer Care<br />Conferencing<br />Messaging<br />IP Communications<br />Mobile Applications<br />Key Collaboration Technologies<br />Enterprise Social Software<br />
    40. 40. Customer Care<br />Conferencing<br />Communicationand CollaborationApplications<br />Enterprise Social Software<br />IP Communications<br />Messaging<br />Mobile Applications<br />Telepresence<br />Content Mgmt<br />Presence<br />Session Mgmt<br />Location<br />Client Frameworks<br />Tagging<br />CollaborationServices<br />Policy and Security Management<br />Virtual Machines<br />Network<br />Storage<br />Infrastructure<br />ON-PREMISE<br />SAAS<br />HYBRID<br />Cisco Collaboration Architecture<br />
    41. 41. Delivering a Consistent ExperienceAnywhere, Any Content, on Any Device<br />Communicationand CollaborationApplications<br />CollaborationServices<br />Infrastructure<br />This core is then accessed by any combination of end-user clients, devices and applications from Cisco or third parties<br />
    42. 42. Integrated Workforce Experience<br />Personaldashboard<br />Directory<br />profile<br />Social & network-based auto-tagging<br />Blogs, wikis,<br />forums<br />Click to: call, IM, meet<br />Community<br />team space<br />People, communities, information, search<br />Video<br />Content management<br />UC-enabled<br />browser<br />Policy andSecurity<br />Micro-blogging<br />
    43. 43. Collaboration Applications Moving to Smartphones<br />