Research: The Collaboration Paradox

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A research paper that covers the attitudes and behaviours linked to changing working cultures and the role of influential groups within the workforce globally. It views how new collaboration tools enable global executives to get more out of teams and make decisions faster.
Find out more about BT's business collaboration solutions: http://www.globalservices.bt.com/uk/en/solutions_category/collaboration

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  • BT GS wanted to:
    Understand the take-up of UC in large global enterprises
    Capture the perspective of the end-user senior business executives in a range of functions in addition to the well-researched view of the CIO and IT departments
    Explore differences between cultures, generations, genders and job functions
    Calculate the cost of poor communication and collaboration on the global enterprise
    The research was carried out by Davies Hickman Partners and includes:
    A full review of published sources on collaboration and unified communications
    An independent survey of 1,042 senior business executives working predominately in large enterprises across Australia, Brazil, China, Germany, India, Italy, Singapore, Spain, the UK and US
    Self-reported use of time at work by 1,042 executives across the 10 countries working in General Management, Finance and Accounting, Sales and Marketing, HR, Operations, IT and Support Services
    Analysis of data using a Mokken scale to calculate take-up of unified communications on an ‘S-curve’ of adoption
    Infographic, full presentation and report.
    October 2012
  • Explanation of Collaboration Index
    1. The ‘S-curve’ describes the process of adoption of technology. According to Wikipedia, many natural processes, including those involving learning curves, exhibit a progression from small beginnings that accelerates and approaches a climax over time. Take up of mobile phones from the 1980s would be an example, where at first only a small proportion of people adopted these ‘brick’ like devices. When a detailed forecasts of take up over time is lacking, an ‘S-curve’ (or sigmund function) can been used.
    2. We asked 1,042 global executives if they regularly use any of 30 different UC technologies (set out below). This is in addition to basic technology like PCs and mobile phones which all respondents use already. In our analysis a Mokken scale was used to identify which UC technologies are harder to adopt than others based on 3 levels of difficulty. The Mokken scale enabled us to allocate each of the 1,042 executives to one of 5 segments depending on usage of the 3 levels of UC. Eg Univolved do not use UC but Leaders use all three levels of UC.
    3. The adoption of UC has a long way to go before it is saturated. Firstly, the 38% which make up Adopters, Inactives and Uninvolveds are not using UC extensively. Secondly, new UC technologies will be developed which will extend the ‘S-curve’ and will be adopted if useful.
    Level 1 – The easiest to adopt UC
    IM (workplace instant messaging) systems like Office Communicator
    Web conferencing such as Microsoft LiveMeeting or Cisco WebEx or Go To Meeting where you can show presentations and documents*
    Audio conferencing 
    Different ring tones to particular callers numbers 
    Desktop sharing (where you can share a screen from your PC/Mac with colleagues by an IM/online system)
    Voice mail to text/e-mail services
    Filtering incoming phone calls depending on the caller  
    Forwarding calls from one number to another phone 
    Giving control of your desktop PC/Mac to others so they can work on a document
    Level 2 – Difficult to adopt UC
    IM system (Lync, Jabber  Chatter Yammer Sametime) for work on your smartphone or iPad
    Up to date corporate contact list available on your smartphone or iPad 
    Presence online so you know where your colleagues are and what they are doing
    Sharing your location with colleagues using GPS on your smartphone 
    Mobile or smartphones which switch to office wi-fi when in range  and back to mobile when out of the office
    Voice over IP (VOIP) phone calls through your PC (similar to Skype)
    Video conferencing equipment in a room
    Recording conference calls 
    Video calls using your desktop 
    Sharepoint, Livelink or other document sharing software
    Documents linked to contacts so they appear when contact calls
    Cloud services to access and store work data 
    One telephone number which routes calls to your deskphone mobile or home phone depending on your choice
    Up to date corporate contact list available on your desk phone 
    Level 3 – Most difficult to adopt UC
    Telepresence or other 'life-size' or 'immersive' video 
    Listening back to conference calls
    Unified messaging where your voice mail messages are merged together into one mailbox with your e-mails
    Polling colleagues using software
    Video calls using your smartphone (similar to Facetime)
    Video calls from a desk phone
    Virtual 'white boarding' so you can work on ideas with others while online 
    Linking your contacts to relevant documents so when they call  the right document appears automatically on your screen
  • Research: The Collaboration Paradox

    1. 1. BT One The Collaboration Paradox How new collaboration tools enable global executives to get more out of teams and make decisions faster
    2. 2. The Collaboration Paradox: How new collaboration tools enable global executives to get more out of teams and make decisions faster BT One. Communications that unify See notes page for explanation 2
    3. 3. Executives from Brazil, China and India are the most enthusiastic adopters of collaboration tools Brazil USA Germany Slow decision making by managers & colleagues is a major problem 56% 57% 57% Often or always have to wait too long for colleagues to respond to email 94% 42% Have to put forth a high degree of effort to keep track of your boss 66% Have to put forth a high degree of effort to work collaboratively with your customers Collaborating with people outside our organisation using social media will enable us to develop better products and services Italy Spain UK Australia China India Singapore 39% 57% 63% 58% 46% 64% 60% 33% 53% 42% 56% 46% 31% 56% 58% 50% 55% 70% 45% 53% 63% 87% 84% 62% 69% 47% 49% 65% 45% 65% 68% 84% 80% 79% 47% 30% 30% 52% 62% 41% 20% 78% 73% 50% GLOBAL EXECUTIVES AND COLLABORATION: GLOBAL EXECUTIVES WOULD LIKE THESE UNIFIED COMMUNICATIONS: Desktop sharing 85% 73% 60% 68% 79% 67% 58% 87% 89% 75% Phone to video calls – a system where you can switch a phone call to a video call when you want 73% 40% 38% 54% 63% 46% 37% 73% 87% 59% Integrated IM and E-mail 71% 54% 37% 56% 76% 52% 44% 81% 77% 70% Cloud base file storage 77% 65% 49% 64% 84% 62% 42% 83% 83% 69% Telepresence 65% 25% 27% 42% 56% 26% 31% 63% 70% 46% 74% 67% 74% 78% 88% 66% 62% 85% 76% 86% BENEFITS OF UNIFIED COMMUNICATIONS (FOR THOSE USING): Faster decisions BT One. Communications that unify 3
    4. 4. Travel, working styles of global executive Brazil USA Germany My daily commute takes me more than an hour (on average) each way 51% 12% 16% I travel overseas for work at least once a month on average 8% 0% I regularly spend a night away from home for work reasons (at least once a month) 11% Italy Spain UK Australia China India Singapore 27% 24% 23% 23% 36% 66% 38% 24% 9% 22% 11% 5% 15% 20% 13% 15% 33% 8% 31% 19% 9% 25% 24% 16% 48 44 51 31 55 48 36 50 52 65 54% 40% 39% 40% 60% 37% 26% 60% 71% 55% I need to keep in touch with my work in the evenings and at weekends 42% 22% 27% 27% 26% 28% 21% 55% 67% 45% It is better to work longer hours and have more money to spend on your family and children than to have more time with them 33% 4% 16% 25% 7% 8% 13% 45% 43% 19% I often work extra hours at home, so I expect to be able to deal with some personal affairs during normal working hours 40% 50% 34% 29% 40% 48% 35% 54% 54% 49% GLOBAL EXECUTIVES AND TRAVEL TODAY: Time lost each day due to travel for meetings and commuting (in minutes) Less travel for work is a major benefit of collaboration tools GLOBAL EXECUTIVES WORKING STYLES: BT One. Communications that unify 4
    5. 5. Executives see future growth in collaboration tools Brazil USA Germany Italy Spain UK Australia China India Singapore Thinking about types of communication and information sharing that will be used in 3 years time in the workplace, how much do you think organisations like yours will use the following… a lot more: Instant messaging/chat 44% 47% 38% 37% 70% 40% 33% 77% 61% 48% Webinars 14% 68% 38% 41% 56% 42% 27% 59% 49% 31% Audio conferences 35% 50% 41% 40% 48% 48% 41% 51% 57% 39% Video conferences 38% 61% 50% 49% 77% 62% 44% 65% 60% 45% Social media 38% 50% 37% 44% 62% 47% 36% 54% 53% 19% Rate their IT dept as excellent (9 or 10 out of 10) 10% 10% 3% 10% 6% 6% 9% 14% 22% 7% Our IT department seem unable to get enough budget to invest in the best technology 60% 43% 44% 57% 56% 61% 56% 45% 67% 60% Use an iPad your employer has provided 11% 11% 8% 15% 12% 5% 9% 13% 16% 7% Your own iPad 12% 11% 5% 18% 15% 10% 10% 27% 22% 18% 8% 40% 22% 0% 19% 47% 50% 13% 11% 14% IT DEPARTMENT: TRAINING AND UC: Agreeing I was given no training when new unified communications technologies were introduced BT One. Communications that unify 5
    6. 6. The Collaboration Index 2012 – Unified communications is taking off Segmenting global executives personal use of collaboration tools for work The benefits of collaboration tools Leader 24% Use Level 1, 2 & 3 UC Follower 38% Use Level 1 & Level 2 UC Adopter 12% Use Level 1 UC Inactive - 18% UC available but not used Uninvolved 8% UC not available See notes page for explanation BT One. Communications that unify 6
    7. 7. The Collaboration Index 2012 – Unified communications is taking off Segmenting global executives personal use of collaboration tools for work The benefits of collaboration tools Leader 24% Use Level 1, 2 & 3 UC Follower 38% Use Level 1 & Level 2 UC Adopter 12% Use Level 1 UC Inactive - 18% UC available but not used Uninvolved 8% UC not available See notes page for explanation BT One. Communications that unify 6

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