Collaboration Technologies 1

Collaboration Technologies

In our preceding paper in the “Collaboration Series”,we described collaboration as a collective effort of individuals pursuing a solitary goal. Unaided intent alone does not suffice in such scenarios. The process has to be boosted with tools, especially collaborative tools. Technology tools that make collaboration easier, intuitive and seamless are spurring companies to embrace the mantra of ‘collaboration-based successes’. What are these tools? How do they work? We furnish you with a broader insight in the ensuing segments:

Collaboration Tools:The definition of collaboration tools is open to debate. Unintentionally, but frequently, we contemplate only a single dimension when addressing collaboration tools, Communication. Despite the fact that communication is an imperative portion of collaboration, it is not the only purpose to satisfy. Collaboration tools must do more than just bridge physical distance. A superior collaboration tool typically incorporates:

• Natural human interactions mimicking real-world meeting scenarios• Facilitated communication• Easy to use features• File sharing (document, images and videos)• Social updates

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Communication and the Demise of DistanceCommunication technologies are prime ingredients of collaboration tools and normally include video, with web and voice in a data rich world. By deploying the right communication technology, firms have reported a savings of between 20% to 25% in their operational costs and also reduction in decision making time.

Communication systems are becoming an integral part of enterprise software implementations. This is happening to the extent that the line between traditional communication tech developers (Cisco) and enterprise software vendors (Microsoft, IBM) are blurring. Both sets of companies today push flavors of communication-rich collaboration systems.

Support for audio, web and ‘Skype’ style video conferencing, file sharing, ‘follow-me’ telephony features and document sharing are de-rigueur features of such systems. Demands for such systems are growing at a steady rate of 8% (CAGR) and is predicted to remain so until 2018.In future, higher value-add features such as on-demand desktop video conferring, rapid creation of virtual

CORNERSTONES OF A RICHCOLLABORATIVE EXPERIENCE

workgroups with user-defined privileges, integration of collaboration tools into business processes, and mobility are likelyto push the collaboration efforteven further.

Availability Collaboration tools need to be available for all users across the collaboration space. Cost, of course, is a huge factor here. Around 53% of companies surveyed in a Forrester report last year considered cost as the prevalent factor inhibiting the adoption of communication and collaboration platforms. Cloud hosted tools can be a life saver in this case, making it possible for organisations to democratize the adoption of collaboration tools, both within the company and within external partners.

Usability The collaboration tool should try emulating the physical world and should be easy and intuitive. The training time for such a tool should be minimal, gaining acceptability amongst the critical mass. There is a clear use case for improving tool usability and the cost savings, considering the productivity that it brings. For example, a survey in

Ricoh revealed that 95% of the employees surveyed did not use an office wide tool as they did not understand or were not aware ofthe features.

Real-time Networking In the pre-web 2.0 era, a shared space for collaborators was enough. The common practice was to share documents and wait for each member to edit them. Today’s collaboration tools take that exercise to a new level with real-time features that allow a group to view, share and make changes in documents simultaneously over a conference call, instead of cycling them around in email over several days. Such real-time features, which are now available in consumer platforms like Google Docs, can have a tremendous impact on productivity.

Social Collaboration Social features within collaboration systems allow users to notify or update colleagues and workgroups, share calendars and track and follow interactions, internal blogs, co-worker requests and shared information that is updated periodically. But, social collaboration

1Build A Better Business Case For UC, CISCO - http://www.cisco.com/en/US/solutions/collateral/ns151/build_a_better_business.pdf2Collaboration Services: Deployment options for the Enterprise - http://www.cisco.com/en/US/prod/collateral/voicesw/ps6788/vcallcon/ps11363/ forrester_collaboration_services_deployment_options.pdf, CISCO Inc.3Cost Savings of Usability Engineering - http://interface.free.fr/Archives/SUN_usability_benefits_Cost.pdf, SUN Microsystems Usability Labs.

in the workspace still seems to be a toddler trying to find its foothold. According to a study by Avanade, majority of IT decision-makers (87%), business leaders (67%) and end users (68%) report using enterprise social networking technologies, but most lack true enterprise collaboration capabilities. Furthermore, 82% of businesses currently using social collaboration tools want to use more of them in the future. The future is bright but there are imminent refinements pending.

In spite of the skepticism, several big names across the world have ventured in to the field already. Caterpillar, Bosch and Regeneron Pharma are embracing IBM connect for newer customer experience and smarter commerce capabilities including social analytics to analyze sentiment in public social media, fast implementation and testing of online marketing campaigns, a new social media publisher that automatically publishes content to social channels, and quick creation of online communities through templates. Like as in other technology initiatives, there are pros and cons. Some are treading carefully while others are welcoming social collaboration with arms spread out wide.

Collaboration Technologies

Communication and the Demise of DistanceCommunication technologies are prime ingredients of collaboration tools and normally include video, with web and voice in a data rich world. By deploying the right communication technology, firms have reported a savings of between 20% to 25% in their operational costs and also reduction in decision making time.

Communication systems are becoming an integral part of enterprise software implementations. This is happening to the extent that the line between traditional communication tech developers (Cisco) and enterprise software vendors (Microsoft, IBM) are blurring. Both sets of companies today push flavors of communication-rich collaboration systems.

Support for audio, web and ‘Skype’ style video conferencing, file sharing, ‘follow-me’ telephony features and document sharing are de-rigueur features of such systems. Demands for such systems are growing at a steady rate of 8% (CAGR) and is predicted to remain so until 2018.In future, higher value-add features such as on-demand desktop video conferring, rapid creation of virtual

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Principal Benefits of Collaboration Collaboration has become an imperativemerely because the globe has shrunkconsequential to the escalating globalization and companies tapping markets that were formerly unexplored. Companies are now choosing collaborative platforms solely because they trim down process cycle time, cut down travel and IT spends, refine operations with higher productivity cycles and above all provide strategic benefits.

For example, a global sales force working on a global account from different geographical territories would want to have faster inputs for RFPs, RFQs, ROI sheets, Needs Analysis Questionnaires etc. A collaborative tool would enable a global brainstorming with relevant inputs from several angles, supplementing faster decision making and swifter customer responses. A collaborative tool on the cloud saves the IT infrastructure cost and expenses of executives moving around the world. Virtual conferences with holographic images are no longer science fiction. They are in the pilot stage and are around the corner.

Unified collaborative tools provide proximity and access to the right people and the right information at the right time. Disparities and diversities are no longer excuses for delaying delivery timelines because project management and problem resolutions have become more collaborative with constant access to Subject Matter Experts.

workgroups with user-defined privileges, integration of collaboration tools into business processes, and mobility are likelyto push the collaboration efforteven further.

Availability Collaboration tools need to be available for all users across the collaboration space. Cost, of course, is a huge factor here. Around 53% of companies surveyed in a Forrester report last year considered cost as the prevalent factor inhibiting the adoption of communication and collaboration platforms. Cloud hosted tools can be a life saver in this case, making it possible for organisations to democratize the adoption of collaboration tools, both within the company and within external partners.

Usability The collaboration tool should try emulating the physical world and should be easy and intuitive. The training time for such a tool should be minimal, gaining acceptability amongst the critical mass. There is a clear use case for improving tool usability and the cost savings, considering the productivity that it brings. For example, a survey in

Ricoh revealed that 95% of the employees surveyed did not use an office wide tool as they did not understand or were not aware ofthe features.

Real-time Networking In the pre-web 2.0 era, a shared space for collaborators was enough. The common practice was to share documents and wait for each member to edit them. Today’s collaboration tools take that exercise to a new level with real-time features that allow a group to view, share and make changes in documents simultaneously over a conference call, instead of cycling them around in email over several days. Such real-time features, which are now available in consumer platforms like Google Docs, can have a tremendous impact on productivity.

Social Collaboration Social features within collaboration systems allow users to notify or update colleagues and workgroups, share calendars and track and follow interactions, internal blogs, co-worker requests and shared information that is updated periodically. But, social collaboration

4http://www.cmswire.com/cms/enterprise-collaboration/the-harsh-realities-of-enterprise-social-collaboration-020977.php5http://www.cmswire.com/cms/social-business/from-liking-to-leading-the-purposeful-application-of-social-technology-ibmconnect-019344.php

in the workspace still seems to be a toddler trying to find its foothold. According to a study by Avanade, majority of IT decision-makers (87%), business leaders (67%) and end users (68%) report using enterprise social networking technologies, but most lack true enterprise collaboration capabilities. Furthermore, 82% of businesses currently using social collaboration tools want to use more of them in the future. The future is bright but there are imminent refinements pending.

In spite of the skepticism, several big names across the world have ventured in to the field already. Caterpillar, Bosch and Regeneron Pharma are embracing IBM connect for newer customer experience and smarter commerce capabilities including social analytics to analyze sentiment in public social media, fast implementation and testing of online marketing campaigns, a new social media publisher that automatically publishes content to social channels, and quick creation of online communities through templates. Like as in other technology initiatives, there are pros and cons. Some are treading carefully while others are welcoming social collaboration with arms spread out wide.

Collaboration Technologies

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PRODUCTIVELY IMPLEMENTINGA COLLABORATION INITIATIVE

CONCLUSION

The former paper in this sequence pointed out that the choice of a collaboration tool is driven by organisational objectives. These could be driving innovation, increasing competitive advantage or productivity, boosting organisational learning etc., amongst others. These are linked to the organisation’s culture and vision, i.e., Does it wish to be a ‘green’ organisation by cutting down on air travel, moving to a paperless office and encouraging employees to telecommute? Does it wish to be at the cutting edge of technology by embracing new concepts like the social enterprise?

There are a plethora of collaboration tools to pick and choose from. But, choices depend on the people, rather than processes. An organisation is built on the shoulders of a multitude of individuals from diverse hierarchical levels and it is paramount that they collaborate approving the appropriate technology initiatives. There should be a vote of confidence from the human resources side in welcoming collaborative technology into an organisation. Ultimately, the success depends on how the usage is, not what the tool is.

If you are an enterpise in the process of contemplating a collaborative solution for your firm, the following checklist would be handy:

Determine what your existing tools can do, their shortcomings and gap between the current and desirable states

The new tool should help reduce silos at workplace and enable you to access information from various places

Look for an inter-operable, possibly, cloud-based solution in case your organisation uses various enterprise platforms

The collaboration tool should seamlessly interact with the existing information systems such as email or an instant messaging (IM) client

Security considerations are key if you are planning to link with external suppliers and partners. The tool should be able to work across the firewalls and the organisation should have control over the type of data being shared.

Mull over the gap the new collaboration tool is covering and the transition training needs of the employees from the existing tool they are availing. An incremental change will gain quick traction and understanding among the users driving productivity and efficiency.