The white paper by Marty Parker, Principal, UniComm Consulting and Co-Founder, UC Strategies, emphasizes the ways in which improved collaboration maturity pays off for organizations. You will see how improved collaboration capabilities can provide great ROI by enabling your organization to go faster or to use less resources or be different from or better than your competition. Each of these types of returns are grounded in the actual case studies of real life customer successes.
SMART Technologies commissioned a global research study to get a better understanding of customer value as it relates to their investment in collaboration. The primary
goal was to determine if companies experienced value differently, depending on their approach to implementing collaboration.
In new study conducted by Filigree Consulting and commissioned by SMART Technologies, hundreds of
business users from around the world share their insights on the value of collaboration technologies.
The real question here is “how” - how does an enterprise truly change its culture to embrace collaboration? This paper is the second in a series of publications that explore the insights gathered from the SMART Technologies Collaboration Council. Here we summarize the Council’s views on the criticality and steps towards of establishing a collaborative culture. White paper by Bill Haskins, Senior Analyst at Wainhouse Research.
Every company, of every size, in every corner of the globe collaborates on one level or another. At one end of the spectrum lies tactical communication and coordination between people, teams, partners and customers. However, the other end of the spectrum is reserved for those who have established the tools, process and culture, and optimized their environment for Collaboration - those who are Collaborating with a "big C". White paper by Bill Haskins, Senior Analyst at Wainhouse Research.
Eleven lessons on achieving the broad deployment of collaboration technologie...SMART Technologies
Collaboration technologies are a tantalising prospect for today’s businesses. Not only can
they deliver marked improvements to existing business processes, they also hold the key to
unlocking completely new ways of working. They can drive up productivity and creativity.
They can save time, whether in the office, through remote working or by reducing travel
time. They can cut the carbon footprint of a business. They can deliver the most effective
and exciting collaboration experiences ever seen, irrespective of location, particularly as part
of a complete visual collaboration solution.
SMART Technologies commissioned a global research study to get a better understanding of customer value as it relates to their investment in collaboration. The primary
goal was to determine if companies experienced value differently, depending on their approach to implementing collaboration.
In new study conducted by Filigree Consulting and commissioned by SMART Technologies, hundreds of
business users from around the world share their insights on the value of collaboration technologies.
The real question here is “how” - how does an enterprise truly change its culture to embrace collaboration? This paper is the second in a series of publications that explore the insights gathered from the SMART Technologies Collaboration Council. Here we summarize the Council’s views on the criticality and steps towards of establishing a collaborative culture. White paper by Bill Haskins, Senior Analyst at Wainhouse Research.
Every company, of every size, in every corner of the globe collaborates on one level or another. At one end of the spectrum lies tactical communication and coordination between people, teams, partners and customers. However, the other end of the spectrum is reserved for those who have established the tools, process and culture, and optimized their environment for Collaboration - those who are Collaborating with a "big C". White paper by Bill Haskins, Senior Analyst at Wainhouse Research.
Eleven lessons on achieving the broad deployment of collaboration technologie...SMART Technologies
Collaboration technologies are a tantalising prospect for today’s businesses. Not only can
they deliver marked improvements to existing business processes, they also hold the key to
unlocking completely new ways of working. They can drive up productivity and creativity.
They can save time, whether in the office, through remote working or by reducing travel
time. They can cut the carbon footprint of a business. They can deliver the most effective
and exciting collaboration experiences ever seen, irrespective of location, particularly as part
of a complete visual collaboration solution.
Michael Sampson - Reimagining the way we workAmcom
The rapidly changing environment is changing the way that the public sector is expected to deliver services. How can organisations do more when they are expected to do more with less?
The key could be through better utilisation of our most important resource – our people.
And the way to deliver better outcomes is through the relationship of people and technology. International Collaboration specialist Michael Sampson, was a special guest of Amcom as he shared insights into his work with global organisation on how to unlock business value from the marriage between technology and people.
Read this Executive Brief to understand why your team should make the case to modernize your communications and collaboration infrastructure.
Understand why it's time to move forward with modernizing your communications infrastructure.
Discover the productivity and efficiency gains you can achieve.
Redefine how you think about communications.
Learn how to build a strategy that addresses both unified communications and collaboration.
Understand Info-Tech's methodology and approach to modernizing communications and collaboration infrastructure.
Continuous Innovation is a process and culture within an organisation that speeds up the process of Continuous change and improvement, where rather than incremental improvement we get more impactful and significant improvement as well. Adoption of Digital Technologies and services may be innovative in their own right; however, they also enable and require significant change in practices and behaviours, expand the eco-systems and resource base of the organisation, and release talent that enables Continuous Innovation. This paper informs the reader of the models and some approaches to create a new vision and aims for the organisation in setting & executing their “Digital Innovation Agenda” & “Building Innovation Capability”
Today’s most forward-thinking IT leaders view outsourcing not as a cost reduction tactic but rather as a strategic vehicle and catalyst for transforming the organization into a digital business. They have learned that taking an approach that drives alignment with business requirements, transforms the state of IT, and changes the “work” that is being done not only produces better service levels but also delivers exponentially greater cost savings. In this new white paper, "IT Outsourcing Is Not About Cost Savings", The Outsourcing Institute and WGroup have teamed up to provide guidance to help you rethink IT outsourcing and how you can deliver increased shareholder value.
Increasing project success rates using project behavioral coachingWGroup
This strategy brief discusses the use of project behavioral coaching, which is a technique based on the science of human behavior that can be used with any methodology to drive up success. Covers the high level steps used in performing the project behavioral coaching™ (PBC) technique as a guide for project professionals that desire an introduction to learning the basics.
Your Challenge
Infrastructure managers and change managers need to re-evaluate their change management process due to slow change turnaround time, too many unauthorized changes, too many incidents and outages because of poorly managed changes, or difficulty evaluating and prioritizing changes.
IT system owners often resist change management because they see it as slow and bureaucratic.
Infrastructure changes are often seen as “different” from application changes, and two (or more) processes may exist.
Our Advice
Critical Insight
ITIL provides a usable framework for change management, but full process rigor is not appropriate for every change request.
You need to design a process that is flexible enough to meet the demand for change, and strict enough to protect the live environment from change-related incidents.
A mature change management process will minimize review and approval activity. Counterintuitively, with experience in implementing changes, risk levels decline to a point where most changes are “preapproved.”
Impact and Result
Create a unified change management process that reduces risk and takes a balanced approach toward deploying changes, while also maintaining throughput of innovation and enhancements.
Categorize changes based on an industry-standard risk model with objective measures of impact and likelihood.
Establish and empower a change manager and change advisory board with the authority to manage, approve, and prioritize changes.
Establish easy-to-follow intake, assessment, and approval processes, and ensure that there is visibility into changes across the organization.
Lean Communications: Process Improvement in PR and Corporate Communications U...Annie Eissler
PR and corporate communications programs are critical to the success of your business. However, there is frequently a lack of clarity around the implementation, measurement, and success of many communications programs. Some believe it’s all about having a relationship with a few reporters or sending out the occasional well-written press release, but with the
fragmentation of the media, everyone is now a consumer and producer of “media.”
Is there a way to create innovative, clutter-busting programs with focused and quantifiable business results without wasting time and money?
This paper examines the application of Lean Six Sigma in the development and improvement of communication programs by showing that the processes involved result in data that can be measured and analyzed to deliver more insightful, targeted efforts with more impactful outcomes. Innovative companies can benefit from growth, adaptability and success while enhancing their brands and reputations with the faster and better results that emerge from improved
communications programs.
Your Challenge
As the market evolves, capabilities that were once cutting edge become default and new functionality becomes differentiating.
Vendors use a lot of marketing jargon, buzzwords, and statistics to sell their solutions, making objective evaluation rather difficult.
The endpoint protection (EPP) market is overcrowded and fragmented, resulting in information overload and consequently, a difficult vendor assessment.
Disparate product solutions are being bundled into one-off solutions or suites, often resulting in less efficient solutions than the more niche players.
Imminent obsolescence is an issue. Previous EPP solutions have not adapted with the rapidly evolving threat landscape and are no longer relevant, resulting in breaches or vulnerabilities.
Critical Insight
Don’t let vendors and market reports define your endpoint protection needs. Identify the use cases and corresponding feature sets that best align with your risk profile before evaluating the vendor marketspace.
Your security controls are diminishing in value (if they haven’t already). Develop a strategy that accounts for the rapid evolution and imminent obsolescence of your endpoint controls. Plan for future needs when making purchasing decisions today.
Endpoint protection is a matter of defense in depth and risk modelling, there is no silver bullet protection and mitigation solution. As end-client-technology providers release regular product/software updates, security tools will become outdated. Multiyear endpoint protection commitments will leave you playing a constant game of catch up.
Impact and Result
The solution is a holistic internal security assessment that not only identifies, but satisfies, your desired endpoint protection feature set with the corresponding endpoint protection suite and a comprehensive implementation strategy.
Use this blueprint to walk through the steps of selecting and implementing an endpoint protection solution that best aligns with your organizational needs.
Leveraging social technologies and particularly social workflow is a core part of how organizations today can manage the transition to a new way of working or usher in a more holistic cultural change.
How to make your corporate training more effective by incorporating visual collaboration solutions.
With increasingly dispersed teams and shrinking budgets, delivering corporate training that's truly effective poses a big challenge.
11 futuristic smart technology that can revolutionize your travellingOfficialTechSupport
Smart Technology provides us different Apps, gadgets and gizmos to provide us a real time support, synchronize your world with these technology. To know more visit: http://www.officialtechsupport.com/futuristic-smart-technology-revolutionize-travelling
Michael Sampson - Reimagining the way we workAmcom
The rapidly changing environment is changing the way that the public sector is expected to deliver services. How can organisations do more when they are expected to do more with less?
The key could be through better utilisation of our most important resource – our people.
And the way to deliver better outcomes is through the relationship of people and technology. International Collaboration specialist Michael Sampson, was a special guest of Amcom as he shared insights into his work with global organisation on how to unlock business value from the marriage between technology and people.
Read this Executive Brief to understand why your team should make the case to modernize your communications and collaboration infrastructure.
Understand why it's time to move forward with modernizing your communications infrastructure.
Discover the productivity and efficiency gains you can achieve.
Redefine how you think about communications.
Learn how to build a strategy that addresses both unified communications and collaboration.
Understand Info-Tech's methodology and approach to modernizing communications and collaboration infrastructure.
Continuous Innovation is a process and culture within an organisation that speeds up the process of Continuous change and improvement, where rather than incremental improvement we get more impactful and significant improvement as well. Adoption of Digital Technologies and services may be innovative in their own right; however, they also enable and require significant change in practices and behaviours, expand the eco-systems and resource base of the organisation, and release talent that enables Continuous Innovation. This paper informs the reader of the models and some approaches to create a new vision and aims for the organisation in setting & executing their “Digital Innovation Agenda” & “Building Innovation Capability”
Today’s most forward-thinking IT leaders view outsourcing not as a cost reduction tactic but rather as a strategic vehicle and catalyst for transforming the organization into a digital business. They have learned that taking an approach that drives alignment with business requirements, transforms the state of IT, and changes the “work” that is being done not only produces better service levels but also delivers exponentially greater cost savings. In this new white paper, "IT Outsourcing Is Not About Cost Savings", The Outsourcing Institute and WGroup have teamed up to provide guidance to help you rethink IT outsourcing and how you can deliver increased shareholder value.
Increasing project success rates using project behavioral coachingWGroup
This strategy brief discusses the use of project behavioral coaching, which is a technique based on the science of human behavior that can be used with any methodology to drive up success. Covers the high level steps used in performing the project behavioral coaching™ (PBC) technique as a guide for project professionals that desire an introduction to learning the basics.
Your Challenge
Infrastructure managers and change managers need to re-evaluate their change management process due to slow change turnaround time, too many unauthorized changes, too many incidents and outages because of poorly managed changes, or difficulty evaluating and prioritizing changes.
IT system owners often resist change management because they see it as slow and bureaucratic.
Infrastructure changes are often seen as “different” from application changes, and two (or more) processes may exist.
Our Advice
Critical Insight
ITIL provides a usable framework for change management, but full process rigor is not appropriate for every change request.
You need to design a process that is flexible enough to meet the demand for change, and strict enough to protect the live environment from change-related incidents.
A mature change management process will minimize review and approval activity. Counterintuitively, with experience in implementing changes, risk levels decline to a point where most changes are “preapproved.”
Impact and Result
Create a unified change management process that reduces risk and takes a balanced approach toward deploying changes, while also maintaining throughput of innovation and enhancements.
Categorize changes based on an industry-standard risk model with objective measures of impact and likelihood.
Establish and empower a change manager and change advisory board with the authority to manage, approve, and prioritize changes.
Establish easy-to-follow intake, assessment, and approval processes, and ensure that there is visibility into changes across the organization.
Lean Communications: Process Improvement in PR and Corporate Communications U...Annie Eissler
PR and corporate communications programs are critical to the success of your business. However, there is frequently a lack of clarity around the implementation, measurement, and success of many communications programs. Some believe it’s all about having a relationship with a few reporters or sending out the occasional well-written press release, but with the
fragmentation of the media, everyone is now a consumer and producer of “media.”
Is there a way to create innovative, clutter-busting programs with focused and quantifiable business results without wasting time and money?
This paper examines the application of Lean Six Sigma in the development and improvement of communication programs by showing that the processes involved result in data that can be measured and analyzed to deliver more insightful, targeted efforts with more impactful outcomes. Innovative companies can benefit from growth, adaptability and success while enhancing their brands and reputations with the faster and better results that emerge from improved
communications programs.
Your Challenge
As the market evolves, capabilities that were once cutting edge become default and new functionality becomes differentiating.
Vendors use a lot of marketing jargon, buzzwords, and statistics to sell their solutions, making objective evaluation rather difficult.
The endpoint protection (EPP) market is overcrowded and fragmented, resulting in information overload and consequently, a difficult vendor assessment.
Disparate product solutions are being bundled into one-off solutions or suites, often resulting in less efficient solutions than the more niche players.
Imminent obsolescence is an issue. Previous EPP solutions have not adapted with the rapidly evolving threat landscape and are no longer relevant, resulting in breaches or vulnerabilities.
Critical Insight
Don’t let vendors and market reports define your endpoint protection needs. Identify the use cases and corresponding feature sets that best align with your risk profile before evaluating the vendor marketspace.
Your security controls are diminishing in value (if they haven’t already). Develop a strategy that accounts for the rapid evolution and imminent obsolescence of your endpoint controls. Plan for future needs when making purchasing decisions today.
Endpoint protection is a matter of defense in depth and risk modelling, there is no silver bullet protection and mitigation solution. As end-client-technology providers release regular product/software updates, security tools will become outdated. Multiyear endpoint protection commitments will leave you playing a constant game of catch up.
Impact and Result
The solution is a holistic internal security assessment that not only identifies, but satisfies, your desired endpoint protection feature set with the corresponding endpoint protection suite and a comprehensive implementation strategy.
Use this blueprint to walk through the steps of selecting and implementing an endpoint protection solution that best aligns with your organizational needs.
Leveraging social technologies and particularly social workflow is a core part of how organizations today can manage the transition to a new way of working or usher in a more holistic cultural change.
How to make your corporate training more effective by incorporating visual collaboration solutions.
With increasingly dispersed teams and shrinking budgets, delivering corporate training that's truly effective poses a big challenge.
11 futuristic smart technology that can revolutionize your travellingOfficialTechSupport
Smart Technology provides us different Apps, gadgets and gizmos to provide us a real time support, synchronize your world with these technology. To know more visit: http://www.officialtechsupport.com/futuristic-smart-technology-revolutionize-travelling
Presentation in the national congress Escuela 2.0 organized by the Ministry of Education in Madrid. SMART Technologies distributed by groupVision was one of the major players in this massive deployment of technology in public education in Spain.
The Digital Maturity Matrix -A Methodology for Digital TransformationJoakim Jansson
Based on the brand new book LEADING DIGITAL TRANSFORMATION. Available on Amazon.
This methodology is made to help boards, CEOs and management teams take command in its digital transformation. To gain control without controlling.
Digital disruption is changing industries one by one and business need to transform to stay competitive. But with so many digital opportunities, limited resources and let's face it, often limited understanding how should the digital transformation be carried out?
That´s what the Digital Maturity Matrix is all about. What we have come up with is a step by step method on how to transform a company into a winner in a digital world. It is about doing the right things at the right time and to know when it is time to answer Why? Where? How? What? and When?
The methodology is developed in co-creation with some 40 people including both researchers, CEO's and specialists. It is used in businesses today with great success.
It aims at providing:
-An understanding of the width and depth of digital transformation
-Control - without controlling
-Clear recommendations
-Buy-in at all levels
-Increased ROI
Hope you like it! Please contact us if you'd like to know more.
Multimedia Technologies Introduction Subject
Multimedia Technology introduction - I created these slides for my students to teach CMP 383 Multimedia Technology at Jazan Community College , Jazan University
Digital Transformation: What it is and how to get thereEconsultancy
Digital Transformation: What it is and how to get there.
Authored by Econsultancy CEO Ashley Friedlein, this presentation on the topic of 'Digital Transformation', is broken down into six sections covering:
1. Digital Transformation - what it is and recent data and research on the topic
2. Strategy - what a digital strategy should include
3. Technology - the challenges of technology and the skills gap
4. People - looking at organisational structure, culture, roles & responsibilities, environment recquired
5. Process - how to address the speed, innovation and agility required
6. Business Transformation - how digital transformation is actually business transformation
Moving from Collaboration Pilot to Successful ImplementationChristian Buckley
One of the most common SharePoint and Office 365 failures is deploying the platform without a pilot. The collaboration pilot is an essential step for any enterprise deployment – and there are most definitely “best practices” you should consider.
Presentation given by Beezy Chief Evangelist and 6-time Microsoft MVP Christian Buckley walking through a repeatable process for running successful collaboration pilots, from management buy-in through to customer adoption planning.
How to select Enterprise Social Network (ESN) Vendor (July13)KINSHIP enterprise
The Enterprise Social Network (ESN) meets a desired set of target features that's believed to be desired within the organisation, such as employee profiles, document sharing, microblogging, news feeds, file syncing, or mobile knowledge access, along with supporting technical capabilities like application integration, search, administration consoles, and governance features.
Selection of a standard collaboration platform and toolset used to be easy: Microsoft or IBM Lotus. Now there are many competitors in this market, fueled by the rise of Web 2.0 collaboration paradigms, requiring organizations to know what the problem is they are trying to solve.
This storyboard will help you:
•Understand and identify collaboration opportunities that exist within your organization.
•Identify leading vendors and compare capabilities.
•Select the right solution to implement.
Organizations are embracing the need to support teams with enterprise collaboration solutions.
Planning your Digital Workplace: A Systems-Based Planning ApproachChristian Buckley
When deploying a “Digital Workplace,” where do you begin? What is needed is an iterative, strategic, and systems-based approach of identifying core challenges at the team and company level, working with key stakeholders to identify appropriate strategies, building a solution using a scalable, repeatable, and sustainable change model. This approach drives stakeholder engagement, and ensures a more holistic solution that aligns with the needs of the business at every level. In this presentation, we walk through a systems-based planning approach for Enterprise Collaboration. Topics will include:
--Engaging leaders in a systems analysis, identifying high-priority needs and challenges
--Outlining a set of targeted and strategic actions based on common customer scenarios
--Developing an implementation plan to support successful operational and improvement strategies
The intent of this presentation is to help organizations incorporate systems-based planning into their Digital Workplace planning processes, using real-world customer examples, and to receive tips on how to fold these best practices into their own strategies.
Collaboration & Technology Survey Analysis Pdfmariannevoss
results from an industry survey on sharing and collaboration on supply chain compliance, asking for input from company and other industry CSR leaders on their current collaboration practices and future aspirations, as well as their perceptions on drivers and/or barriers to sharing & collaboration.
Research Assignment #4 Topic Security Management .docxronak56
Research Assignment #4
Topic: Security Management
1. Search the Web and locate three (3) Web sites that relate to the topic. These sites could be white
papers or research documents found on research databases, commercial or non-commercial sites that
have something to do with the topics, or news articles that discuss the topics. For each URL write a one-
paragraph summary of the Web site focusing on how it relates to the topic.
2. Create a Word document containing the following
A title page containing your name, course, assignment and date.
Abstract
A Background Section (minimum two pages) discussing what you found in your research from
reading the text and performing research on Internet. This is what the author’s think about the
topic and where most the readings should be cited. Don’t just reiterate your summaries here,
the point is to synthesize the readings into a coherent analysis that could be presented to an
executive.
An Analysis Section (minimum one page), which is what you learned about the topic. Other
authors may be cited here as well to support your analysis.
A URLs section containing the three URL’< s with their accompanying paragraph from step
Reference section.
This paper should follow APA guidelines with a title page; and APA style citations and reference
page. No table of contents or abstract is required.
3. Submit the Word document to the appropriate assignment in the Blackboard
Assignments area.
4. Refer to grading Rubric for how you will be graded.
THE TIPPING POINT I
BY WOODY DRIGGS AND ROB HOLLAND
Putting Customers Before Politics
COOs struggle to navigate a siloed culture
TO TRULY ADDRESS
BUSINESS
CHALLENGES,
ORGANIZATIONS NEED
TO VIEW CUSTOMER
OPERATIONS AS
A WHOLE.
T
H E C H I E F operating officer of a global
HR and payroll services provider threw up
her hands in despair. Month after month, she
received reports indicating that more than half
of the company's sales orders had errors. Sometimes it
was bad customer data; other times, the service options
offered to the customer had been bundled or priced incor-
rectly. For every error, the salesperson would return to the
customer to redo the order. This was incredibly inefficient
and eroded customers' confi-
dence in the company, some-
times to the point of canceling
orders altogether.
The COO had twice attempted
to implement a technology solu-
tion that would reduce the error
rate. Both times, the effort failed
because the business allowed
for inconsistent processes. Sales
processes and IT infrastructure
were slightly different from one business unit to the next,
and business unit leaders jostled to prioritize pet projects
over what was in the best interest of the organization as
a whole.
Navigating a culture built on silos, and challenging fief-
doms that ultimately hamper productivity and profitable
growth is an experience many COOs face. The key is to
involve the right stakeholders and el ...
Infosys - Aerospace Web 2.0 Social Computing | Digital Consumer EcommerceInfosys
Social computing platforms help aerospace social computing to popularize as business networks that cut across organizational, geographic, and functional titles.
The global research programmes that deliver the best value are not the most standardised - and they are not usually the most elaborate. Learn how brands have created strong, flexible protocols by focusing on shorter, smarter surveys, local engagement and active leadership at the centre.
Similar to Effective collaboration multiplies results (20)
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
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Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
2. Introduction
Collaboration is a key business process for most organizations, whether large or
small, whether public or private sector. The importance of collaboration can be
visualized as recurring business processes that can be accelerated or enriched in
order to produce a return for the enterprise.
Use New Collaboration Solutions To:
Enrich Results: 2 Cycles Per Period Save Costs: 2 Cycles Per PeriodIncrease Output: 3 Cycles Per Period
Cycle 1 Cycle 2
Cycle 1 Cycle 2 SavingsCycle 1 Cycle 2 Cycle 3
Current: 2 Cycles Per Period
Cycle 1 Cycle 2
Use New Collaboration Solutions To:
Enrich Results: 2 Cycles Per Period Save Costs: 2 Cycles Per PeriodIncrease Output: 3 Cycles Per Period
Cycle 1 Cycle 2
Cycle 1 Cycle 2 SavingsCycle 1 Cycle 2 Cycle 3
Current: 2 Cycles Per Period
Cycle 1 Cycle 2
The enterprise, organization or department can choose, depending on their
priorities and situation, to apply the gains from improved collaboration to:
• Increase output or grow revenues by completing more cycles per
time period
• Enrich the content or quality of the results by enabling more diverse and
effective interactions
• Reduce costs simply by completing the required cycles more quickly
The choice of approaches may be consistent across the enterprise. Some
enterprises may use all three methods depending on the specific business
processes that are targeted for collaborative improvement.
Each of these choices produce positive outcomes that justify investment in the
new collaborative tools.
For most organizations effective collaboration is crucial to their success for two
major reasons:
• Collaborative processes are essential to the organization’s ability to respond
to customers, clients, citizens, and supply chain partners. If collaborative
processes are ineffective, the organization will be increasingly unresponsive
or uncompetitive. Conversely, if collaborative processes are highly
effective the organization will be resilient, innovative, responsive, and likely
economically effective (i.e. profitable in the private sector).
• Collaborative processes consume one of the most valuable assets in
most organizations -- the highly-trained and usually highly-compensated
knowledge workers, information workers, and senior management. Highly
effective collaborative processes can magnify the effectiveness of these
resources while also improving the organization’s economics through more
effective utilization of these valuable assets.
These two reasons can be positively supported by understanding collaborative
processes in terms of the types of collaborations that occur within an organization
and by identifying where within organizations’ value chains or business processes
these collaborative activities occur.
• By understanding the types of collaborations, the broad range of new
collaborative communication technologies can be applied most effectively
to those collaborative activities.
• By identifying where within organizations the collaborative activities
occur, the collaborative technologies can be applied in the context of
the workflows. In many cases the new collaborative technologies may
be integrated directly into the work environment of the collaborative
team, ranging from the design of physical spaces to the integration of
collaborative technologies into document repositories or business
software applications.
3. SMART Technologies Inspired Collaboration Assessment
To assist businesses in better understanding the role of collaborative technologies
in their organizations, for the past year SMART Technologies has offered an online
assessment tool known as SMART Inspired Collaboration Assessment (ICA)1
. To
date, approximately 1,500 businesses have used this survey to report the current
state of their collaborative technology deployment as well as the type and degree
of results they are achieving with that collaborative technology. Participation
provides feedback against the total population that can guide collaboration
strategies and tactics. This database of enterprise customer inputs is a valuable
and unique guide to understanding collaborative technology deployments and
results. A report titled, “Visual Collaboration Best Practices” that describes ICA
results is available2
.
This white paper will make reference to the Inspired Collaboration Assessment
at various points to illustrate the current state of adoption of collaborative
technologies and to highlight ways in which enterprises are experiencing the best
results from their investments.
1. This organizational self-assessment tool is available at SMARTTech.com/assessment42.
2. Visual Collaboration Best Practices: http://downloads01.smarttech.com/media/research/whitepapers/business_collaboration.pdf
Defining Collaborative Activities
Before exploring the types and organizational locations of collaborative activities,
it is worth differentiating collaborative activities from transaction-based activities.
There has been a trend among the communications technology vendors to label
any form of communication as collaborative. This is clearly not the case. For
example, an email, text or voice call to place an order for a specific product or
to check on the delivery schedule for that order is a transaction, the exchange
of specific known information, not a collaborative activity in which new ideas or
information are created through interaction or discussion.
By contrast, collaboration means an activity or process in which two or more
people work jointly, usually interactively and iteratively, to reach a common goal
or to produce a shared outcome. Collaboration usually includes sharing of
knowledge, learning by the participants, and building consensus. Understanding
the distinction of collaboration in contrast to transactions is very important to
identifying the opportunities for leverage of new collaborative technologies and to
focusing of the new collaborative technologies in the areas of highest return.
4. Types of Collaboration
There are a number of interesting characterizations of collaborative activities from
reputable sources. One taxonomy that has been very helpful was provided by
IBM in 2010 and describes collaboration as falling into three categories, Ad Hoc,
Activity Centric and Formal:
• Ad Hoc is collaboration that occurs at a moment of opportunity as one
person seeks advice, information, confirmation or network building with
another, usually in presence-based directories or social network settings.
Discussion of a sales strategy or validation of a technical analysis are
examples of ad hoc collaboration.
• Activity Centric collaboration focuses on the steps that occur in a business
activity, but on an episodic basis more than in a formal process. The
collaboration could take many forms, from a live conversation, to a blog
or wiki post, to a presence-driven IM or Group Chat. The consultation by
a development engineer with the product manager to clarify customer
preferences or the consultation by a lead attorney with particular legal
specialist while preparing for a contract or a case are examples of activity
centric collaboration.
• Formal collaboration is the implementation of a specific approach to
defining or designing or deciding on organizational directions, activities or
choices. Often this occurs in context of written procedures and is performed
via enterprise portals and embedded communications, delivering both
optimized and standardized workflows with self-documenting features for
compliance and audit purposes. HR hiring processes, health care physician
consultations and aircraft designs are examples of formal collaboration.
The structure of these three collaboration categories can be used as guidelines
for acquiring, deploying, and supporting the technologies to achieve the best
organizational collaborative outcomes.
SMART Technologies Characterizations
In the SMART Technologies ICA, collaborative technology deployments are
described in terms that relate easily and logically to the types of collaboration
outlined above. The ICA differentiates between informal and structured/formal
deployments.
Informal deployments are available for quick and easy access in support of Ad
Hoc and Activity Centric, collaborations and may be deployed in break rooms,
common areas, small huddle rooms and on the users’ PCs/Macs and other
personal devices.
Structured/formal deployments support more process-driven collaborations
including both Activity-Centric and Formal collaborations and are usually
configured in larger conference rooms or other specific work areas while also
allowing participation from the users’ PCs/Macs and other personal devices.
The ICA also includes a deployment category for Dispersed technology
deployment and recognition of the mobile and distributed nature of most
organizations and the need to include customers, clients, citizens, and supply
chain partners in some types of collaborative activities. Dispersed deployments
may relate to any of the three collaboration Categories.
5. Where Collaborative Activities Occur within Business Processes
Every organization can be understood in terms of a value chain3
by which
that organization creates and delivers its products or services to its intended
customers. It is both possible and useful to examine and enterprise’s value chain
to find the activities that are most dependent on successful collaboration since
that will determine the areas with the greatest potential for high return from
improvements in those collaborative activities. Examples are provided below for
two industries – Manufacturing and Professional Services.
Manufacturing
Effective collaboration can deliver high or very high ROI in these three value
chain categories:
Professional Services
Effective collaboration can deliver high or very high ROI in these three value
chain categories:
Product Design &
Development
The engine for future
revenues and growth.
Uses all 3 Collaboration
types.
Shortens product release
times by removing delays.
Improves product quality via
more, better insights.
Very high ROI both by
cutting dev. cycle time
and costs and by earning
revenue more quickly.
Marketing & Sales
High leverage for shares of
mind & market.
Ad Hoc & Activity-centric.
Speeds creation of
campaigns & proposals via
interaction with agencies,
customers, prospects.
High ROI from lower
campaign costs & from more
sales cycles and higher win
rates per period.
Managment & Planning
Effective organization &
direction of business.
Uses all 3 Collaboration
types.
Speeds and improves
planning, decision making,
approvals. Increases
effectiveness of feedback &
reviews.
High ROI from faster
response to change, more
agility vs. competition,
shorter project cycle times.
Client Relationships
Moves client service &
rapport to new levels.
Uses all 3 Collaboration
types.
Enriches interactions
at any time and place.
Increases engagement via
both software and room/
whiteboard tools.
High ROI from customer
satisfaction and Firm
differentiation. Rich
relationships drive
repeat business.
Services Production
Multiplies output of
professional staff.
Uses all 3 Collaboration
types, but esp. Formal.
Speeds completion
of projects, esp. multi-
discipline, consultative.
Shortens review cycles
while increasing quality.
High ROI by reducing
project completion
times, avoiding errors &
rework. Grow revenue
or reduce costs.
New Services &
Professional
Development
Creates new service offers,
new skills.
Activity-centric and Formal
Collaboration types.
Speeds design process
for new services; shortens
training of staff on new
offers, processses.
High ROI by more agile
response to markets,
clients, regulations. More
competitive at lower costs.
3. Porter, Michael E. (1985). Competitive Advantage: Creating and Sustaining Superior Performance.
6. Similar analysis can be applied to any enterprise in any industry. The key points
of these examples are to show that (1) collaborative activities are focused in
specific areas of an enterprise, not uniformly distributed; and (2) the payoffs from
improvements in collaborative activities are significant and also differentiated
across the elements of the value chain.
These examples also make clear that the returns from improvements in
collaborative activities can be categorized into three broad groupings:
• Go Faster: Effective use of collaborative technologies can enable certain
business processes to be completed much more quickly thereby multiplying
the return on the human resources or other assets of the enterprise. This
was illustrated in the examples by faster time-to-market for new products
which multiplies the future revenue stream; by faster completion of sales
cycles to increase revenues and possibly margins; and by faster completion
of engagement definition, engagement execution, and new service
development in a professional services firm all of which will increase the
overall revenues as well as the cost to revenue ratios.
• Use Less: Effective use of collaborative technologies can enable certain
business processes to be completed with less resource usage or cost.
This may be done by more effective engagement of external resources; by
more effective interaction with customers, clients, citizens or supply chain
partners; by faster problem solving in production and service operations;
and by more efficient, yet more insightful and thorough, professional service
engagement completion.
• Be Better or Different: Effective use of collaborative technologies,
especially those for Ad Hoc and Activity Centric work is very likely to
improve the quality of the goods and services that an organization delivers
as well as stimulating and enabling differentiation through creativity and
innovation among the enterprise’s employees and broader ecosystem,
including customers.
The effect of these types of business process improvements usually results
in returns on investment exceeding the 100% per annum level, as illustrated by
a number of case studies available from SMART Technologies and others in
the industry.
7. Assuring Successful Collaboration
There is a lot of information available as a guide to successful collaboration within
an enterprise. The very comprehensive and industry thought-leading information
available from the SMART Technologies’ Inspired Collaboration Assessment (ICA)
is a very important source of such information guiding successful collaborative
technology investments and deployment. Here are some highlights of this report.
Collaboration Maturity Increases Returns.
As highlighted in the “Visual Collaboration Best Practices” reference above, the
reported level of business value increases dramatically from low to high or very
high when the collaborative technologies are delivered in environments that are
integrated (integrated with other communications systems and business software
tools) or collaborative (equipped with a variety of easily accessed and easily
used collaborative technologies designed for the users’ roles and activities) and/
or optimized (both integrated and collaborative plus thoroughly supported with
cultural leadership and pertinent training and information) environments.
As highlighted previously, since the leverage of effective collaboration,
i.e. collaboration maturity, is so high it is compelling to make the incremental
investment in collaborative technologies and the incremental investments
in integration, culture, and support that will drive those returns to
optimal levels.
Certain Technologies Correlate To Highest Returns
The ICA also captures the use of specific collaborative technologies which
allows the correlation of technology usage to maturity level. As of early 2014,
the enterprises who reported a more mature environment of collaborative or
optimized collaborative technologies also indicated that their use of the following
five technologies were higher than the enterprises at the unsupported level by the
significant percentages shown below.
Collaborative Technology % Of Increased Adoption
Conferencing administration software 39%
Team collaboration software 38%
Integrated whiteboards 37%
Conferencing software 33%
Social software 32%
Clearly, there is a benefit of providing the appropriate tools to support:
• Easy use of conferencing software
• Including software that supports team collaboration, such as project-specific
collaborative workspaces or similar tools, as was suggested in the Activity
Centric and/or Formal collaboration activities in the manufacturing and
professional services examples above
• Equipping the conferencing and team collaboration tools with interactive
environments specifically represented by integrated whiteboards, which
certainly should include touch sensitive creation and image manipulation in
combination with background application software
• Supplementing these environments with social software to facilitate the
Ad Hoc interactions in addition to the Activity Centric and Formal
collaborative activities.
8. Benefits Are Focused In Certain Roles
The ICA analysis of the responses also reported the top six categories of returns
from investments in collaborative technologies as shown below.
Areas Of Improvement % Reporting
Team productivity 73%
Problem solving 65%
Process cycle times 55%
Decision making 53%
Enhanced customer experience 53%
Information quality 52%
These results are well aligned with the areas of improvement within an enterprise
value chain as highlighted in the manufacturing and professional services industry
examples above.
Culture Is Key
Effective adoption of the collaborative technologies is critical to achieving and
magnifying the returns from an enterprise’s collaborative activities. Enterprises
that reported a high level of cultural leadership and adoption support for their
collaborative technology investments were more likely to report positive returns
from their investments at a rate that ranges from 63% to 130% greater than
average. Enterprises that reported in the bottom 10% of cultural leadership and
adoption support reported positive returns at a rate that is 16% to 27% lower than
average. Given the importance of the results that are influenced by effective
collaboration, this range of varying results between high performance and low
performance collaboration is a matter for serious management attention all
the way up to the C-Suite. Certainly other factors can influence an enterprise’s
overall performance, but this data indicates that successful cultural leadership
and adoption support for the appropriate level of investment in collaborative
technologies is probably one of the top levers for overall enterprise performance.
9. Collaboration Investments Are Compelling
Investment in any new technology will face many hurdles. Often there is no on-
going budget category to fund these new investments. Thus the new technology
will either have to be more compelling than other investment options, such as
a new conveyor line in manufacturing, or an increased travel and entertainment
budget for client development in professional services.
The analysis offered above and the feedback from hundreds of organizations
as shown in the “Visual Collaboration Best Practices” white paper indicate
that investments in the new advanced collaboration technologies will be very
compelling in two ways.
1. Hard ROI from Cost Savings and Business Growth
The manufacturing and professional services examples point directly to the
areas where costs can be reduced for almost all types of project-oriented
work. These savings will pay back the investments and operating costs of
collaboration technologies in high multiples.
For some firms and in some markets, the improvements in collaboration
speed and quality can be converted directly into revenue growth. In
business value chain elements such as product development, sales cycle
times, or professional services team capacity, cycle times can be measured
to provide proof of the increased capacity and revenue that result in the
very high, compelling, ROI.
• At the unsupported level, only 45% of participants reported value above
average, compared to other technology investments, while 16% reported
value below average, compared to other technology investments.
• At the integrated level of maturity, 72% reported value exceeding the
average, compared to other technology investments.
• At the highest levels of maturity, 90% reported value exceeding the average,
compared to other technology investments. Furthermore, 30% reported
value that significantly exceeded the average.
Unsupported
Below Average About Average Exeeds Average
Not Integrated
Integrated
Collaborative & Optimized
2. Comparative Feedback from Peer Organizations
The ICA report includes this graphic, showing that higher maturity levels of
collaborative technology deployment and support produce higher returns
than alternative technologies for 72% to 90% of the respondents.
10. Summary and Conclusions
Collaboration is a high-leverage business process for most enterprises. An
evaluation of the enterprise value chain will highlight the types of collaborative
activities within the enterprise. The evaluation can then inform identification,
selection, and prioritization of investments in collaborative technologies that
can multiply the returns to the enterprise in each of those areas of collaborative
activities. Given the business value – both economic and cultural – of
collaborative activities in most enterprises, attention to this analysis on an
ongoing basis is certainly warranted and essentially crucial to the organization.
The ongoing, cumulative SMART Technologies ICA survey is a very powerful tool
for confirming the value of investments in effective collaborative technologies.
The scope of this database is unique in the industry both as to its size, its
breadth of information, and its duration. It is hard to imagine an enterprise that
would not benefit by participating in the ICA and in spending time with the
SMART Technologies team to understand the implications of the assessment in
context of the individual enterprise’s business goals, business processes and
industry situation.