The document discusses video market dynamics and trends in video adoption among companies. Nearly half of companies surveyed identified video technologies as a high or critical priority in 2011. Most companies have already implemented or plan to implement desktop and room-based videoconferencing. While access to and use of video tools is still limited, executives and managers are driving greater demand and adoption of video. Information workers currently use desktop video most for meetings and training.

1. Video Market Dynamics
Henry Dewing Phil Karcher
Principal Analyst Researcher
March 9, 2011
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2011

2. Video is a high or critical priority for nearly half of
companies in 2011
“Which of the following initiatives are likely to be your IT
organization’s top technology priorities over the next 12 months?”
Implement or expand use of videoconferencing,
video analysis, and other video technologies
Not on our Critical
agenda priority
15% 12%
Low High
priority priority
38% 35%
Base: 2,612 IT decision makers
Source: Forrsights Budgets And Priorities Tracker Survey, Q4 2010
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3. Most companies have implemented or plan to
implement videoconferencing technologies
“What are your firm’s plans to adopt the
following technologies?”
Implemented
28%
Desktop videoconferencing 27% Planning
17% Interested
Room-based 41%
20%
videoconferencing 19%
19%
Immersive videoconferencing 16%
28%
Base: 2,612 IT decision makers
Source: Forrsights Budgets And Priorities Tracker Survey, Q4 2010
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4. Most companies have implemented or plan to
implement videoconferencing technologies
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5. Yin and Yang of Video Solutions Buyers
Business Mangers
and
Users
Network
Administrators
and
Technology Buyers
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6. Broader trends are pushing video adoption
 Tablets and smartphones increase the number of touch points for video
 Video continues to be integrated into other parts of the collaboration toolkit
 The distributed workforce uses video to stay connected
 SaaS and managed service models allows buyers to easily try and buy
video solutions
 Consumer video use drives cultural, behavioral change
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7. Business video usage will approach consumer
penetration levels
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8. Executives and managers are driving demand for,
and use of, video today
Executive and
manager –driven
Consumerization
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9. Desktop video is mostly an upper management tool
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10. Forrester’s TechRadar: Video In The Enterprise
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11. Access is paltry but there is some willingness to try
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12. Access and lack of necessity are the main inhibitors
“You mentioned that you do not use the following tools at your job. Why?”
Room-based Desktop
My company does not provide the
42% 48%
tool for me to use
It is not something that I find
35% 34%
necessary to accomplish my job
I have not received adequate
4% 3%
training to properly use the tool
It would be too difficult and time-
2% 1%
consuming for me to use the tool
None of my colleagues use the tool 11% 10%
I have an alternative that is just as
4% 3%
effective for me to use
None of these/another reason 11% 10%
Base: US, Canadian, and UK information workers at companies with 100 or more employees who are currently not
using the tools listed above
Source: Workforce Technographics®, US, Canada, and UK Survey, Q3 2009
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13. Workers use desktop video for meetings and training
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14. IT faces a number of obstacles
 Selling the benefits – or holding off early adopter BUs
 Establishing a funding model
 Wading through complex deployments – bandwidth QoS
 Mitigating technology risk
 Measuring quality of experience
 Training users – not just how to use, but when and why too
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15. To push adoption forward vendors need to
 Deliver video onto desktops to drive familiarity
 Deliver higher quality experiences with current technologies
- and the tools to measure the experience
 Mitigate the technology risks of investment
 Do a better job of selling and measuring the benefits
 Help companies identify applicable use cases
 Pursue not only management buy-in, but management commitment to
nurture scenarios
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16. Services will be a critical delivery capability
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17. Thank you
Henry Dewing Phil Karcher
hdewing@forrester.com pkarcher@forrester.com
www.forrester.com www.forrester.com
© 2009 Forrester Research, Inc. Reproduction Prohibited