BYOD(Bring Your Own Device) 시대에 맞춰 회사 업무와 개인 기기를 가장 효율적으로 연결하는 방법은 무엇일까? 답은 '원격 기술'을 이용하는 것이다. 기업의 투자를 최소화하고 기존 시스템을 최대한 활용하면서도 직원들의 업무 환경까지 최적화할 수 있기 때문이다.
1. IT 소비자화에 대응하기 위한
기업의 직원 경험 최적화 전략
회사업무와개인기기를가장효율적으로연결해주는'원격기술'
인사말
회사 업무와 개인 기기를 가장 효율적으로 연결해 주는 "원격 기술"
IT 소비자화의 핵심은 "일관된 사용자 경험"
IT 기기 간의 가장 유연한 연결, "원격 연결"
정보 공유, 미팅, 스마트폰 사용 지원까지 "원격"으로 해결
사람 중심의 IT를 위한 원격 기술
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3. 3
스마트폰과 태블릿의 폭발적 증가로 직장에서 직원 소유
기기를 사용하는 경향이 강화되면서 ‘IT의 소비자화
(Consumerization of IT)’가 하나의 사회 현상으로 자리 잡
고 있다.
IT의 소비자화는 새로운 기술이 일반 소비자 시장에 먼저
자리 잡고, 기업이 그 변화를 나중에 받아들이는 것을 말한
다. 그 대표적인 예가 스마트폰이며, 개인 IT 기기를 사적
용도 외에 업무용으로 활용함으로써 소비자 IT 기술의 상당
수가 기업 분야로 이동하고 있는 것이다.
IT의 소비자화에 따라, 직원들이 자신의 개인 장비를 직장에
가지고 나와 업무에 활용하는 빈도가 늘어나고 있는 추세다.
기업의 일괄적인 장비 지급이 아니라 개인 선택의 자유를
존중하면서 누구나 자신의 IT기기로 회사 업무 시스템에 접
속해 업무를 하는 시대가 열린 것이다.
IT 소비자화는 시간과 장소에 유동성을 제공해 업무 생산성
향상에 기여하고 있다. 이에 따라 IT 부서가 직원들이 사용하
는 다양한 종류의 장비에 대한 지원을 막힘 없이 제공해야 한
다는 압력 또한 커지고 있다.
자신에게 최적화된 개인 장비를 포기하지 않으려는 인
재들이 늘어나면서, 이제는 기술이 기업의 인재 유치와도
관련된 이슈가 되고 있다. 또한 생산직과 물류 배송기
사 등 기존에 모바일 기기로 업무를 하지 않았던 부서
의 직원들, 즉 기업이 모바일 기기를 직접 지급하는 대
상이 아니었던 직원들도 모바일 오피스 영역으로 진입하
면서 기업 내의 개인 장비 활용의 영역은 무한히 늘어나
고 있다.
IT의 소비자화는 기업의 시스템 운영 방식에 많은 변화를
요구하고 있으나, 개인 IT 기기의 빠른 성장 속도에 맞춰
지속적으로 업무 환경 변화를 가져가기는 결코 쉽지 않은
것이 현실이다.
이러한 상황에서 기업의 투자를 최소화하고 기존 시스템
을 최대한 활용하면서도, 기기를 활용하는 사용자, 즉 직
원들의 업무 환경도 최적화할 수 있는 방법으로 ‘원격 기
술’이 매우 유용하게 활용되고 있다.
그렇다면 직원의 만족도를 높이는 유연한 업무 환경과 생
산성 향상을 가져오는 기업 전략으로 원격 기술을 활용할
수 있는 방안은 무엇인지 보다 구체적으로 알아 보도록
한다.
출처 : 알서포트
회사 업무와 개인 기기를 가장 효율적으로
연결해 주는 '원격 기술'
4. 4
이른바 소비사회라고 불리는 오늘날에는 직업(work)과 일
상생활(life) 간의 경계가 점점 모호해지고 있다. 한 때, 일과
삶의 균형(work & life balance)이 화두가 되어 두 가지 영
역을 서로 분리하면서 삶의 여유와 휴식을 강조하던 시절도
있었다. 그러나 현 시점에서 과연 이 두 가지가 분리될 수 있
을까?
이러한 패러다임 전환에는 일상(life)에서 사용하던 스마트
폰과 태블릿을 일터(work)에서도 그대로 사용하는 사용자
성향이 매우 중요하게 작용하였다. 무엇보다 중요한 것은
이러한 사용자 성향이 기업에서 직원에게 강요하거나 먼저
정책을 결정하여 만들어진 것이 아니라는 점이다.
이것은 그야말로 사용자의 자발적 욕구에 의한 자연 발생적
인 사회 현상이다. 그렇다면 IT 기기 사용자는 왜 집에서 쓰
던 기기를 회사에서도 쓰고자 하는 것일까?
IT 소비자화 추세의 핵심은 사람들의 ‘욕구’이다. 사람들은 자신
이 생활하는 방식을 ‘유지’하며 일하기를 원하는 것이다. 그들은
주어진 기기를 직장과 일상 생활 모두에서 자신들의 개성을 반
영하는 존재로 인식하며 이를 최적의 수준으로 활용할 방법을
고민하고 있다.
개인의 IT 기기는 사용자의 현재 상태를 정확하게 파악해 사용
자의 요구 사항을 제공하고 있다는 면에서 결코 버릴 수 없는
중요한 자아실현의 수단인 것이다. 이제는 PC, 노트북 뿐만 아
니라 태블릿, 스마트폰에서도 '일관된 사용자 경험', 즉 같은
맥락의 기능과 인터페이스, 같은 데이터를 공유하며 사용할
수 있느냐 여부가 기업 시장의 승자를 결정하는 핵심 경쟁력
으로 부상하고 있다.
이와 같은 ‘일관된 사용자 경험’ 추구 경향은 IT 소비자화를 가
속화하고 있으며 기업이 시장에서 살아남기 위해서는 이에 맞
게 적절히 대응해야만 한다.
출처 : 알서포트
IT 소비자화의 핵심은 "일관된 사용자 경험"
그렇다면, 기업이 개인 IT 기기 사용에 대응하기 위하여 기
존의 모든 장비 관리 방법을 뜯어 고치고 새로운 관리 방안
을 배포해야만 할까?
직원은 기업의 구성원이기 이전에 이미 IT 기기의 개인 사
용자이며, 업무 진행 환경을 자신에게 맞게 최적화하려는
니즈가 강한 상태이다. 이러한 상태에서 기업이 배포하는
새로운 관리 정책이나 추가적인 시스템은 사용자의 개인화
성향에 반하는 또 하나의 통제 도구가 될 뿐이다.
이러한 기업 중심적 사고에서 직원 중심으로 사고를 전환해
본다면 해결책을 찾을 수 있다. 직원 개인의 IT 기기 환경을
그대로 유지하면서, 개인의 기기에서 기업이 운영하는 시
스템과 다른 디바이스에도 ‘원격으로 접속할 수 있도록’ 하
는 것이다.
이를 통해 기업은 투자를 최소화하면서 IT 소비자화에 빠
르게 대응할 수 있고 직원의 사용자 경험 역시 일관되게 유
지할 수 있다.
이러한 기기 간의 원격 연결에서 특히 중요한 것은 ‘유연성’이
다. 여기서 말하는 유연성이란,
● 기기 간의 연결과 중단을 사용자가 스스로 통제할 수 있고,
● 원하는 어느 기기든 접속할 수 있어야 하며
● 원하는 방법으로 연결할 수 있어야 한다
는 의미이다.
즉, 사용자의 자유도가 최대한 확보되는 것이 중요하다.
만약, 원격 연결 또는 연결 중단 절차에 대해 일일이 기업의 승인
이 필요하거나, 연결 가능한 기기와 방법이 지극히 제한적이라
면 직원은 자신의 기기 내에서 원하는 바를 모두 달성할 수 없으
므로 결국 또 다른 기기가 필요하게 되어 비효율을 초래하기 때
문이다.
출처 : 알서포트
IT 기기 간의 가장 유연한 연결, "원격 연결"
5. 5
정보 공유, 미팅, 스마트폰 사용 지원까지
"원격"으로 해결
알서포트의 리모트콜 비주얼팩(RemoteCall + visual pack)을 통해 개인이 사용하는 스마트폰으로 건설 현장의 영상을
공유하면 이를 시공 부서에서 원격으로 실시간 확인할 수 있다.
내 스마트폰으로 실시간 현장 정보 공유
생산직이나 건설, 물류직 등 현장에서 일하는 직원들이 자신의 스마트폰과 태블릿을 이용해 현장 영상을 실시간 공유하고
현장 업무 자동화, 세일즈 업무 자동화와 같은 기업의 주요 시스템에 원격으로 접속할 수 있을 때, 어떤 효과가 발생할까?
현장에서의 실시간 정보 공유는 업무 공정 관리의 기본적인 출발점이다. 또한 현장 환경의 특성상 물리적으로 거리가 떨어
져 있는 중앙 시스템에 직접 접근하기가 어려운 직원들의 커뮤니케이션 격차를 없애는 중요한 역할을 한다. 현장과 사무실
내에 각각 위치한 IT기기 간의 원격 연결을 통해 업무를 진행하는 각 개인의 물리적 위치에 제약을 받지 않는 이상적인 업무
환경 조성이 가능해 진다.
FIGURE 1 원격 연결 사례 1
출처 : 알서포트
배관 설계 문제 발견 리모트콜 비주얼팩으로
현장 촬영하여 1차 보고
리모트콜 비주얼팩을 통해
원격으로 문제 확인
[대형 건설 현장] [현장 근무자] [시공 부서 담당자]
6. 6
내 스마트폰으로 어디서나 영상 회의 및 문서 공유
스마트폰이 가져온 업무 혁명 중 하나는 인터넷 접속이 가능한 환경이라면 "어디서든" 업무 참여가 가능하다는 것이다. 이제
회의 장소로 이동하는 시간과 비용을 소모하지 않고, 회의 장소도 별도로 확보할 필요가 없으며, 회의자료를 출력할 필요도
없어졌다. 개인이 평소에 사용하던 스마트폰만 있다면 회의 장소, 회의 참석, 회의 자료 공유까지 모두 해결된다.
기존에는 영상회의를 위해 고가의 전용 장비를 구입하거나 영상 회의 전용 룸까지 필요한 경우도 있었다. 개인 IT 기기가 그
모든 것을 대체하는 역할을 해냄으로써 기업의 커뮤니케이션 비용이 크게 절감되고 있는 것이다.
내 스마트폰으로 다른 스마트폰을 원격 지원
스마트폰 사용량이 늘어남에 따라 대부분의 사람들이 스마트폰을 사용하고 있지만, 스마트폰 사용이 누구에게나 쉬운 것은
아니다. 특히 업무용 어플리케이션을 개인의 기기에 설치하여 사용하는 경우, 기존에 설정된 환경을 변경하거나 추가로 다른
어플리케이션을 함께 설치해야 하는 등의 별도의 추가 조작이 필요할 수 있다.
이런 경우, 개인이 자신의 기기를 업무 용도로 보다 원활하게 사용할 수 있도록 하기 위한 지원이 필요하게 된다. 특히 스마트
폰의 특성상, 지원 중에도 사용자가 계속 폰을 소지할 수 있어야 하고 지원 부서까지 직접 방문하지 않아도 실시간 해결이 가
능해야 한다는 것은 업무 지원 시 반드시 만족되어야 하는 조건이다.
이러한 스마트폰 지원은, 개인의 폰에서 또 다른 개인의 폰에 원격 연결하거나(Figure3) IT지원 부서 담당자의 PC에서 직원
개인의 폰으로 원격 연결하는(Figure4) 두 가지 방법 모두 가능하다.
FIGURE 2 원격 연결 사례 2
출처 : 알서포트
알서포트의 리모트미팅(RemoteMeeting)을 통해 개인의 스마트폰으로 어디서나 영상 회의에 참여할 수 있고,
리모트미팅에서 제공하는 문서 공유 기능을 활용하여 회의 중 문서를 자유롭게 공유할 수 있다.
7. 7
출처 : 알서포트
알서포트의 리모트뷰(RemoteView)는 개인의 스마트폰(Android/iOS)에서 다른 Android폰을 원격 연결하여 화
면을 공유할 수 있다. 공유된 화면에 레이저 포인터, 그리기 기능 등을 활용해 상대방의 스마트폰에 발생한 문제나
궁금한 점을 명확하게 설명해 줄 수 있다.
FIGURE 4 원격 연결 사례 4
출처 : 알서포트
알서포트의 리모트콜 모바일팩(RemoteCall + mobile pack)은 개인이 사용하는 스마트폰에 원격 지원
앱을 설치하고 접속코드를 입력하는 것만으로 지원 부서와 원격 지원 연결이 가능하다.
FIGURE 3 원격 연결 사례 3
출처 : 알서포트
콕 집어서 설명할 땐
"레이저 포인터"
특정 영역을 표시할 땐
"그림 그리기"
그린 그림을 수정할 땐
"지우기"
스마트폰의 메뉴, 홈, 취소 버튼을 원격으로 제어할 수 있습니다.2
1
상담원이
접속번호 안내
사용자가 모바일에서
접속번호 입력
상담원이 모바일 화면을
원격 공유/제어하여 문제 해결
원격 제어시 꼭 필요한 기능을 모은 '툴바'를 제공하여 스마트폰에서 간편하게
사용할 수 있습니다.
8. 8
앞서 강조한 "일관된 사용자 경험"과 "IT 기기 간의 유연한
연결"이 궁극적으로 지향하는 것은 무엇일까?
기술에 사람이 맞춰가는 것이 아닌 "사람을 위한 IT"일 것이
다. PC방을 찾아 헤매던 예전과 같이 '기술에 의해 만들어
진 IT 환경을 찾아 헤매야 했던 때'가 기술 중심의 IT 시대였
다면, 이제는 사용자가 '사용환경에 대한 기술'과 함께 움직
일 수 있게 되었고, 모든 것이 기기가 아닌 사람을 중심
(People Centric)으로 움직이고 있다. IT 기술은 그 사람이
늘 사용하던 환경을 적시적소에 제공해 주는 역할을 할 수
있어야 하는 것이다.
세상의 모든 장소가 직원들의 업무 현장이 될 수 있으려면, 그에
맞는 환경이 먼저 뒷받침 되어야 한다.
'원격 기술'은 사용자를 앞에서 끌어 당기는 기술이 아니라, 사용
자 뒤에서 든든히 밀어주고 받쳐주는 기반 기술로써 사용자 경
험 최적화와 유연한 연결을 근본 목적으로 하고 있다는 점에서
IT 소비자화 시대에 꼭 필요한 사람 중심의 IT라 할 수 있다.
출처 : 알서포트
사람 중심의 IT를 위한 원격 기술
9. 9
IT leaders have a significant opportunity to
contribute to the business by thoughtfully
embracing elements of the consumerization
trend. The end result is a more flexible work
environment that better accommodates a rapidly
changing workplace.
Key Findings
• We are on the brink of rapid and substantial
changes in the workplace, driven by numerous
consumerization-related workforce trends.
• The Nexus of Forces underlying
consumerization — mobility, information,
cloud and social — is fueling the emerging
era of the business consumer, creating an
opportunity for IT leaders to have a profound
business impact.
• IT leaders are in a unique position to
strategically sense and respond to a collection
of seemingly disconnected business initiatives
for employees, partners and customers, all of
which are tied to consumerization and other
workplace changes.
• In the absence of a strategic response, IT
leaders will be out of step with changing
business needs, potentially leading to
competitive disadvantage, estranged users
and marginalization of the IT group.
Recommendations
• IT leaders should work to boost workplace
agility through a flexible, intuitive
consumerlike computing environment that
emphasizes mobility, rich information access
and collaboration within and beyond the
firewall.
• IT leaders should start a continuing program
called the digital workplace that provides
the framework for a strategic response to
consumerization-related workplace changes.
• IT leaders must make investments in
organizational change competencies, drawing
from methods and practices associated with
social and data sciences.
• IT leaders should assemble a portfolio of
existing and new digital workplace skills, tools
and services to better manage and amplify the
strategic response to workplace changes.
Analysis
Introduction
Traditionally, IT leaders have focused on large-
scale project delivery and the operational fitness
of systems of record. But starting with the rise
of PCs and the Internet era, users have had a
greater influence on IT strategy. We are now
witnessing the rise of what Gartner is calling
the business consumer, which is an employee
for whom business activities are part of an
overall digital lifestyle. The business consumer
concept assumes that individuals do not stop
being consumers when they go to work. Given
a choice, business consumers often make
more consumerlike choices in their approach
to workplace computing tools and styles to
increase personal and group efficiency. Business
consumers are the natural outgrowth of the
consumerization trend.
At the same time, we stand on the brink of
rapid and substantial changes in the workplace,
including:
• A shift from routine, repeatable work patterns
to nonroutine work
• A focus on creating a more engaged workforce
via HR-led engagement programs
• New forms of corporate/customer interaction
enabled by social networking environments
• Accelerating shadow IT investments
• Rapidly changing workforce demographics
• New ways of working, such as crowdsourcing,
job sharing and microwork
Research from Gartner
Create a Digital Workplace to Respond to Critical
Changes in the Workforce
10. 10
The nexus forces of mobility, information,
cloud and social are acting as a catalyst for
consumerization and many of these workplace
trends. Most IT organizations are responding
to these trends in a piecemeal, project-based
fashion. We believe a strategic response to
consumerization and related trends is necessary.
We call this response the digital workplace. The
digital workplace enables new, more effective
ways of working; raises employee engagement
and agility; and exploits consumer-oriented styles
and technologies.
The digital workplace is an ongoing, deliberate
approach to delivering a more consumerlike
computing environment that is capable of
facilitating an agile response to workplace
changes. It does not specify one particular path,
but advocates an approach where the business
benefits of consumerization are soundly analyzed
and acted upon in a strategic fashion. Some
organizations will respond quickly while others
will move slowly, but the point is that there is a
strategy in place to guide investments.
In some cases, the HR group may be leading
a program that seeks to promote employee
engagement by focusing on employee-manager
relationships, workplace culture, autonomous
decision making, work-life balance and
personal growth opportunities. This effort is
synergistic with an IT-led digital workplace
because a movement toward a more consumer-
friendly computing environment profits from
HR-led engagement programs (for example,
engaged workers are more likely to be active
collaborators).
The digital workplace buttresses HR efforts
because a more consumerlike computing
environment contributes to overall employee
engagement by making computing resources
more accessible. Therefore, the best-case
scenario is when the IT and HR groups promote
engagement.
In the absence of a strategy, we believe IT leaders
will be out of step with the changing business
needs of employees, partners and customers,
which can lead to competitive disadvantage,
estranged users and marginalization of the
IT group. But if the pivot toward the business
consumer is done well, we believe organizations
will gain substantial benefits through a more
flexible partnership between the IT group and
business, including:
• A more flexible, consumerlike computing
environment that is more in tune with
employee preferences
• An emphasis on mobility, user experience and
choice, which facilitates employee autonomy
• Intuitive access to rich information stores and
personal expertise, providing better returns on
information assets
• A flexible, community-oriented collaboration/
social networking environment that extends
outside the firewall, promoting innovation and
expertise sharing
• A focus on shorter and iterative development
cycles and design simplicity, improving the
ability to exploit accelerating business cycles
IT leaders are in a unique position to strategically
sense and respond to a collection of seemingly
disconnected business initiatives for employees,
partners and customers, all of which are tied to
consumerization and other workplace changes.
The IT group, for example, has the capability to
see the impact of authorized and unauthorized use
of consumer applications and devices. Similarly,
it has a front-seat view of social networking and
other collaborative activities, and it is aware
of shadow IT spending in areas such as digital
marketing and sales automation. There is no other
group within the organization that has such a
sweeping view of activities related to the changing
workplace.
Because the digital workplace presumes greater
dialogue — as well as an understanding of the
needs of business consumers and business
leaders — it brings IT leaders into critical “C-suite”
discussions about:
• Business performance, since much of the
digital workplace is about exploiting emerging
trends for improving business results
• Workforce management, because the digital
workplace directly impacts employee work
styles
• Management styles, since digital workplace
theory promotes changes in how teams are
managed
• Workplace design, since physical office layout
and locations can have a large impact on how
employees interact
• Customer and partner relationships, since
the digital workplace encompasses these
constituencies along with business consumers
• Organizational culture, because, if done well,
the digital workplace results in a shift toward
a more open, dynamic and innovative work
environment
11. 11
• Increased knowledge creation and
reuse capabilities by finding and
supporting communities of expertise inside
and outside the enterprise
• Increased volume and flow of information
from partners and customers inside the
organization, leading to more informed
product development, supply chain and
customer service, for example
• More closely aligned strategies of key work
teams, such as digital marketing, customer
relationship, HR, and product support and
development
Furthermore, societal, technology and workplace
changes are resulting in a demand for new
employee skill sets that will be best-served by
a more consumerlike computing environment,
such as social intelligence, adaptive thinking,
virtual collaboration, cognitive filtering, cross-
discipline competencies, quantitative analysis,
cross-culture awareness and data visualization.
A Focus on Consumerization
We believe IT leaders, in general, will and
should start the digital workplace with a focus
on consumerization. Consumerization is the
most influential of all the workplace trends, and
is both a byproduct and symptom of the other
trends.
The rigid distinction between customers and
employees is, in some ways, a false dichotomy.
Generally speaking, all customers are employees,
and all employees are customers, although most
employees are not necessarily customers of the
company for which they work. This fundamental
thought — that the distinction between
customers and employees is somewhat artificial
— informs the discussion around how fast and
how far to adopt consumer computing trends
inside the firewall.
Currently, the gap between the business
computing environment and the consumer
computing environment is large. Table 1
suggests some of the more profound distinctions.
Some IT leaders have already started to
strategically respond to these workplace trends.
By 2018, we believe most organizations will
be forced to employ something like a digital
workplace to coordinate a response to workplace
trends. Most new organizations will employ
digital workplace concepts from the start.
Benefits to the Business
Given the complexity of work environments and
the geographic distribution of expertise across
enterprises, a critical competitive advantage
will accrue for the enterprises that can create a
socially active workforce that can tap internal
and external knowledge and expertise easily. The
digital workplace provides significant advantages
in how business consumers work by delivering
the following:
• Increased ability to exploit new work styles,
such as crowdsourcing, social networking, job
sharing, swarming and microwork, across the
globe
• Exploitation of the substantial, consumer-
learned digital literacy of employees, partners
and customers, leading to more sharing and
information awareness, plus the creation of a
work environment that is more conducive to a
results-oriented work environment
• Increased productivity of distributed
workgroups through the introduction of
technology and engagement styles that
facilitate interactions similar to those
experienced by business consumers working
in the same physical location
• Higher returns on technology investments
by leveraging technology and skills across
partner, employee and customer channels
• Accelerated time to productivity, better
talent retention and coordinated counterpart
activities in corporate merger and acquisitions
(M&As)
• Better best-practice sharing, collaborative
problem solving and faster project execution
for sales, research, customer support and
other groups
12. 12
Table 1. Distinctions Between Business and
Consumer Computing Environments
Business Computing
Characteristic
Consumer
Computing
Characteristic
Email-centric Social-centric
Process-centric
interfaces
User-centric
interfaces
Limited application
choices
Limitless app stores
Application longevity Disposable
applications
Authorized device
types
Personal device types
Narrow communities Infinite communities
Limited content Rich content
Limited application
mobility
Assumed app
mobility
Source: Gartner (April 2014)
This substantial gap between the business
computing environment and the consumer
computing environment is traditionally
explained by reasons such as culture, security
and compliance. Those assumptions must be
re-examined. For many organizations, a partial
or wholesale embrace of a consumer style
of computing for business purposes will be
beneficial and, in some cases, transformational.
The digital workplace helps organizations
determine if and how rapidly they should
embrace consumer-style computing trends.
Digital Workplace Portfolio and
Activities
Most organizations are responding to
consumerization in an ad hoc fashion, with
IT groups and/or business units juggling the
following initiatives that are sourced internally
and externally:
• Bring your own device (BYOD) programs
• Mobile application development
• User experience design methodologies, often
targeting customer constituencies
• Enterprise social networks
• Customer interaction via rich social media
• Bring your own application (BYOA) programs
• Enterprise app stores
• Gamification initiatives
• DevOps development styles
• Implementation of cloud-based file
synchronization and sharing repositories
The problem is that these efforts are being
made tactically and in isolation, and many are
customer-facing, with little impact on the partner
or employee communities. We recommend that IT
leaders assemble a portfolio of digital workplace
tools and services to better manage and amplify
the impact of the investments. By corralling
related digital workplace tools and services into
a common portfolio, IT leaders can more easily
promote skills transfer and application reuse across
the three constituencies: employees, partners and
customers. Experience gained in mobile application
development for employees, for example, can be
applied to partner and customer communities,
or skills developed in user experience design for
customers can be applied to employees.
Using pace-layering concepts, the impact of the
digital workplace will mostly be on systems of
differentiation and systems of innovation, although,
in a few cases, organizations will apply it to systems
of record. The reality is that most application
portfolios do not have the architectural capability to
support a more consumerlike interaction model. The
starting point would be to develop an “appification”
approach that would decompose systems of record
to support specific user tasks, with a focus on the
business consumer experience.
The digital workplace portfolio also assists in
helping to determine the appeal of related
emerging technologies, such as sentiment analysis,
gamification, quantified self, semantic search, social
learning, collaborative co-editing, ideation software
and social analytics. One of the characteristics of
consumerization is that the volume and assimilation
rates of new technology are accelerating, and,
consequently, organizations need to establish a
deliberate approach to evaluating and exploiting
relevant emerging technologies. In a similar vein,
the digital workplace can be used to exploit and
guide investments in data science, particularly data
about human behavior (people analytics).
The digital workplace can also help inform decisions
about provisioning models. An organization
might choose a cloud model over an on-premises
deployment because the cloud vendor is likely to
be far more aggressive in adding mobile, social
and user experience options, compared to an on-
premises implementation.
13. 13
As Gartner’s Brian Prentice points out in
“Maverick* Research: The Digital Designer Is
the Linchpin in the Nexus of Forces,” there are
three intersecting types of design competency:
conceptual, technical and interaction. Traditional
developers have excelled at the technical design,
but user experience design puts a significant
emphasis on the conceptual and interactional
elements of design. With the digital workplace,
it is likely that the IT organization will be
responsible for technical design, and its staff will
work closely with other groups that have skills,
processes and cultures that enable them to excel
at conceptual and interactional design.
The Digital Workplace and the Social
Sciences
Responding to consumerization and other
workplace trends will require that IT groups
step outside their core competency of providing
reliable and secure infrastructure and operations.
Organizations that want to aggressively
respond to workplace changes will blend social
science disciplines, such as ethnography and
anthropology, into IT strategies. The pivot to
social sciences is predicated on IT leaders
expanding their charter beyond employee
productivity to include the need to foster a
culture of creativity, trust, reciprocity and
personal empowerment within the business.
Social science disciplines, such as psychology,
sociology and ethnography, can be employed
by IT leaders when determining the best way to
foster collaboration between groups, for example.
There are at least five styles of engagement:
• Extreme — The ability for focused groups
to rapidly form and intensely apply their
collective insight to resolve urgent issues,
regardless of boundary constraints (such as
time, place or organization)
• Engineered — The ability for different groups
to exploit a methodical approach to integrated
planning and decision making, from grass-
roots execution to very targeted, strategic
interactions
• Mass — The ability for multitudes of people
to quickly and effectively contribute to the
development or evolution of an idea, artifact,
process, plan or action
• Contextual — The ability for people in roles
to contextually connect, communicate,
share and collaborate with others within an
application or specific business process
Digital Workplace Concepts Foster New
Thinking
The digital workplace also seeks to promote new
approaches to routine IT actions. Table 2 includes
a list of how common IT initiatives might be
reframed when using the concepts of the digital
workplace.
Table 2. Rethinking IT Projects With the Digital
Workplace
Traditional Response Digital Workplace
Response
Upgrade email client Embed social
connectors in email
Deploy social network
software
Map engagement
styles to activities
Deploy corporate build Create enterprise app
store
Provide community-
building tools
Help identify
communities of
interest
Implement mobile
app/device
management
Match devices/apps
to need
Create standard user
interfaces
Tilt toward user
experience design
Source: Gartner (April 2014)
A common IT task, for example, is to upgrade the
email client as part of a regular desktop refresh
effort. But another way to execute that upgrade
is to examine employee needs and respond
accordingly. It might be determined that the
sales force needs more contextual information
about prospects and customers to expedite the
sales process. By including the Outlook Social
Connector in the Outlook 2013 deployment,
salespeople can get LinkedIn or Facebook profile
information embedded in each message from the
customer or prospect. With the digital workplace,
the IT response to business needs moves away
from the traditional to a more engaging response.
The Importance of User Experience Design
This last point in Table 2 — a tilt toward user
experience design — merits further investigation.
Traditional applications suffer from a serious
flaw. Because they are built to accommodate a
wide variety of needs, they end up promoting or
deprecating some user requirements over others.
A focus on user experience design — that is,
taking more of an “apps” approach — corrects
this one-size-fits-all mentality by focusing on a
well-defined group of people and their specific
goals. The app approach, therefore, increases
business consumers’ facility with the software.
14. 14
• Lean — The ability for everyday groups to
work together by the most efficient means
already available to maximize overall
productivity, as opposed to optimizing for
situational needs
Understanding the goals and behavior of the
actors helps match the style of engagement
with the business need. In this case, having a
good understanding of what motivates effective
collaboration (psychology), knowledge of the
cultural elements of collaboration (sociology)
and an understanding of the circumstances of the
collaboration (ethnography) is likely to result in
more effective business results.
Similarly, data science disciplines are likely
to become a core part of the workforce
optimization. A/B testing and multivariate
testing can be used to create compelling user
interfaces. This is critical for enhancing the
employee, partner or customer experience.
Analyzing interaction patterns inside and outside
the firewall via social network analysis can lead
to more effective collaboration across groups.
Taken to its logical conclusion, the IT group may
create the same type of participatory surveillance
system used by consumer websites, where
all actions are captured, and data science is
employed to motivate and change behavior.
Barriers to the Digital Workplace
The digital workplace is likely to have a broad
impact on business and technology strategies,
and as a result, it will face significant barriers to
success. Pursuing a digital workplace will require
IT leaders to:
• Step outside their traditional roles.
• Introduce more complexity and risk into the IT
environment.
• Encounter inertia, doubt and even hostility
within their organizations.
A strategic approach needs to include a full
assessment of these potential risks and the costs
of risk mitigation. Barriers to successful digital
workplace programs include the following:
• ROI — While certain elements of the
digital workplace will not require added
expenditures (such as high-level strategy
assessment, portfolio inventory or business
unit discussion), others will require funding,
such as user experience design and enterprise
app store creation. Supplying a rigid ROI
calculation for digital workplace activity will
be difficult at best because the benefits are
largely intangible. Instead, wholesale funding
of the digital workplace will require that top
management supports its core tenets.
• Prioritization — While the digital workplace
might appeal to some organizations, the
reality is that the IT group may not have any
cycles to devote to it. Priorities — moving
workloads to the cloud, delivering a new
customer-facing website and performing a
desktop refresh, for example — can leave
little time for focusing on higher-level and
less tangible projects, such as the digital
workplace. C-suite support is required to move
the digital workplace up the priority hierarchy.
• Change in mindset — Asking IT leaders
to shift from a focus on secure and stable
infrastructure and operations to a more
esoteric idea of workforce optimization
requires a substantial change in mindset. This
is a difficult transition at best, and unlikely
to occur in the majority of cases. The CIO’s
belief in the benefit of the digital workplace is
the starting point for changing the IT group’s
mindset.
• Lack of HR-IT affinity — It is not unusual
to find that the HR and IT groups have little
affinity for each other. Because the digital
workplace requires IT-HR group dialogue
on topics such as demographic shifts, the
changing nature of work and business-
led engagement initiatives, a contentious
relationship between the groups can prevent
progress. Regular discussions between IT
and HR leadership teams, with no required
deliverable, are needed to start creating more
affinity and understanding.
• Risk — Taken to its logical end, the digital
workplace results in a more open, social and
consumerlike IT environment, where more
choice and control are given to the business
consumer. These characteristics — open,
social and choice — increase risk from a
security and control perspective, and, in some
cases, desire for security and control will
thwart the uptake of the digital workplace.
• IT as change agent — In some organizations,
the IT group is viewed as conservative and
insular, and has little credibility and mandate
to promote workplace change. Lack of faith
and support within business units will work
against a well-intentioned digital workplace,
and success will require the IT group to gain
more credibility with the business. The IT
group must proactively become more engaged
with the business to gain the credibility
needed to execute the digital workplace.
15. 15
The digital workplace does the following:
• Provides a common framework for
addressing diverse, but overlapping,
workplace trends and a common framework
for managing diverse, but overlapping, IT
initiatives related to those trends.
• Packages IT concerns and goals in a more
business-friendly fashion, making it easier
to promote dialogue with business leaders.
• Delivers greater ROI from existing and new
IT investments by increasing utilization
rates, and leveraging tools and services
across partner, employee and customer
constituencies.
• Enables IT leaders to focus on delivering
more value to the business at a time when
many commodity workloads are shifting to
the cloud.
• Creates significant opportunities for IT
to contribute to partner and customer
initiatives.
• Fosters new dialogue with C-suite
executives, and creates partnership
opportunities with the HR department.
Conclusion
It seems inevitable that organizations will have
to accommodate consumerization trends, and
respond to broad changes in the workforce
and workplace. For some organizations, this
accommodation may not take place for a
decade, and, for others, the accommodation
has already taken place. Most organizations,
however, are somewhere between these two
extremes.
At a minimum, it is incumbent on IT
organizations, working with business leaders,
to identify workplace changes that will impact
the business and determine if a response is
warranted. The worst-case scenario — and,
unfortunately, the most common one — is that
the IT group either ignores these important
workplace changes or responds in a piecemeal
fashion. The need is for a thoughtful strategic
response, which is what the digital workplace is
designed to provide.
Source: Gartner RAS Core Research Note G00263920
Matt Cain, Mike Gotta
25 April 2014
Digital Workplace First Steps
The initial step in creating a digital workplace
— discovery — is focused on understanding
how workplace trends, starting with
consumerization, are currently impacting the
organization and how they will impact the
business over the next several years. This
investigation will require cross-organizational
dialogue to identify pain points experienced by
executive management, HR, finance, strategic
partners and customers, as well as line-of-
business managers and employees.
The next step — assessment — is to determine
what the IT response has been so far to
the workplace trends. Responses typically
start with BYOD or BYOA programs and the
establishment of governing policies. Similarly,
an inventory of shadow IT projects related to a
digital workplace must be identified.
The third step — planning — is to develop a
plan to proactively respond to the workplace
trends over the next several years with a
portfolio of policies, skills, tools and services.
The critical element is not necessarily how
IT leaders will respond, but that there is
a program in place to strategically and
consistently respond to these changing
workplace dynamics.
One of the key barriers to strategy execution is
that there is typically no IT job role dedicated
to facilitating workplace change. Where
programs are in place, they are typically led by
the CIO or innovation teams. But we believe
that the importance of responding to workplace
changes will ultimately lead to dedicated roles
to assist in planning and execution by working
with a project and portfolio management
(PPM) organization. Gartner’s research team
will provide specific guidance on establishing,
staffing and executing a digital workplace over
the next 12 months.
Benefits for IT Leaders
IT leaders are in an excellent position to help
lead the response to changing workplace
trends because of their ability to see activities
across all areas of the organization, extending
to the partner and customer communities.
The potential returns to the IT leaders that
execute the digital workplace are significant.
Properly done, it brings IT leaders closer to the
long-sought-after goal of becoming a trusted
business advisor.
16. 16
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고객에게 빠르고 편리한 원격지원 서비스를 제공할 수 있습니다.
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의 특허 기술을 상용화한 이래로 원격 지원, 원격 제어 기술의 세
계 표준을 만들어 왔습니다. 뛰어난 기술력을 바탕으로 수 많은
특허를 획득하였고, 세계 시장에서 지적재산권으로 보호 받고 있
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완벽한 보안 시스템을 갖춘 최고의 솔루션으로 평가 받고 있습니
다 .알서포트는 속도, 안정성 그리고 보안이라는 요소를 바탕으로
고객이 신뢰하는 품질 높은 원격 솔루션을 만들기 위해 창립 이래
꾸준히 연구개발(R&D)에 아낌없이 투자하고 있습니다.
또한, 시장의 트렌드를 먼저 읽어내 모바일 분야에서도 앞선 행보
를 보이고 있으며, 모든 것이 인터넷으로 연결되는 사물인터넷
(IoT) 관련 기술 개발에서도 가장 주목 받는 기업으로 꼽히고 있
습니다. 알서포트는 원격 솔루션 선도 기업으로써의 사명감을 가
지고 친환경 무탄소 지원(Carbonless Support)캠페인에 앞장서
고 있습니다. 화석 연료 사용 감소에 일조하고 글로벌 환경 단체
에 기부하는 등 다양한 분야에서 지구 환경 보호 활동을 실천함으
로써 사회적 책임을 다하고 있습니다.
나날이 기술이 발전하고 모바일 인터넷 생태계가 진화함에 따라
사람들의 정보 습득과 지식 축적의 격차는 점점 벌어지고 있습니
다. 알서포트는 더 쉽고 편리한 사용환경(Interface), 강력한 보안
(Security), 국제 표준 기술(Global Standard) 정립으로 개개인
과 기업간의 차이(Gap)를 줄이고자 합니다.
고객이 좋아하고 감동 받을 만한 제품 개발로 건강한 인터넷 생태
계 조성에 앞장서겠습니다.
알서포트 소개
For more information about Rsupport,
please visit http://www.rsupport.com
USA
333 Sylvan Avenue Suite 110
Englewood Cliffs, NJ 07632
Phone : +1-888-348-6330
Fax : +1-888-348-6340
Tech : support.us@rsupport.com
Sales : sales.us@rsupport.com
Info : info.us@rsupport.com
Korea
11-15F S-Tower, 10 Wiryeseong-daero,
Songpa-gu, Seoul, Korea (138-827)
Phone : +82-70-7011-3900
Fax : +82-2-479-4429
Tech : support.kr@rsupport.com
Sales : sales.kr@rsupport.com
Info : info.kr@rsupport.com
Japan
Dai3 Toranomondenki Bldg., 1-2-20,
Toranomon, Minato-Ku, Tokyo,
105-0001, Japan
Phone : +81-3-3539-5761
Fax : +81-3-3539-5762
Tech: support.jp@rsupport.com
Sales : sales.jp@rsupport.com
Info : info.jp@rsupport.com
China
1210 Room, Camco Center,
16 Guangshun South Street,
Chao Yang District, Beijing, China (100102)
Phone : +86-10-8256-1810
Fax : +86-10-8256-2978
Tech : support.cn@rsupport.cn
Sales : sales.cn@rsupport.cn
Info : info.cn@rsupport.cn