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A Real Look at Video Conferencing Outcomes

According to a new survey, video conferencing is expected to be a preferred business communication tool in 2016. In the survey, Redshift Research found:

  • 76% of respondents said they use video solutions at work today
  • 56% of video conferencing users participated in at least one video call a week

So, why is video conferencing a hot item?  It delivers connections that matter.

video conferencing

When integrated into an overall collaboration strategy, the benefits of video conferencing are a “win-win” for all involved. Simplified video conferencing:

  • Reduces geographical and organizational obstacles
  • Provides greater clarity on discussion topics
  • Enables more efficient meetings

These are just a few pieces of a collaboration puzzle that, when put together, result in amazing experiences and outcomes.

Defining “true” outcomes is a first step in understanding the full potential of video conferencing. And as the saying goes, “the proof is in the pudding.”  To explore the impact, take a look at three businesses that have overcome pressing challenges using video conferencing.

Critical Care Connections in Healthcare
Healthcare depends on swift collaboration between medical teams to provide the utmost in patient care. More than half of doctors (65%) report that they use video conferencing to work with peers; another 28% use it to communicate with patients. Read More »

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Limited Collaboration Will Limit Career Growth

In his most excellent book Collaboration, Morten T. Hansen identifies several barriers to good collaboration. One of these barriers is cultural in nature and is called hoarding.

Hoarding is where an individual or team keeps knowledge to themselves. This means that others have to ask them to ask them to do something for them, or to they’ll tell them how to do it with minimal information. I am constantly surprised that when I share this barrier to collaboration with customers, how many of them look at each other and say “That’s Dick” or “That’s Jane.” It’s then followed immediately with “They call it job security.”

You’re Not That Important
In the words of my mother “Eat a Twinkie and get over it.”   Read More »

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Make Some New Friends: Jimi Hendrix and Customer Experience Part 2

Do the names Linda Keith and Chas Chandler ring a bell? Well, without their influence, we may have never heard of Jim Hendrix.

In May 1966, Keith ran into the then-obscure Hendrix playing at the Cheetah club in New York.  “He was astonishing – the moods he could bring to music, his charisma, his skill and stage presence,” she recalls. “Yet nobody was leaping about with excitement. I couldn’t believe it.”

HENDRIXKeith convinced Chas Chandler to come see Hendrix on August 2, 1966 in Manhattan. Chandler was the bass player for the hit group “The Animals” at that time. “He was the best guitar player I had ever heard.,”  Chandler would later comment of the performance. Chandler became intent on making Hendrix a star – but to do that, Hendrix had to go to a new place to start fresh – the U.K.

Successful customer experience for contact center directors also means going to new places – organizationally. The contact center is a critical cog in the “Big 3” of customer engagement, where the propensity of customer interactions (vs. transactions) occurs between the web, the mobile device, and the contact center.  In contrast, many businesses are not organized holistically across these three critical elements. And on occasion, each domain architects conflicting business outcomes.

Leading companies view the customer journey as a singularity from a mobile, web, and contact center perspective. Managers of these domains are beginning to exist under common organizational designs. Many are beginning to report into chief experience of digital officers.

Much like Jimi Hendrix needed to make some new friends to achieve success, so it is in business. If you’re operating in isolation, expand your organizational boundaries if you haven’t yet. Make some new friends in your mobile and web application teams. Customer experience stardom may be right around the corner for you also!

Discover more about how Cisco’s customer experience offerings can help make music for your customers here: http://www.cisco.com/assets/sol/coll/use_case_tool/outcome.htm#~customersatisfaction

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5 Predictions for Customer Care in 2016, and Beyond

Who likes Tomorrowland?

Some people go to the futuristic part of Disney’s theme parks for the rides. The rides are certainly fun, but I go because it makes me think of the future. Perhaps that’s why people post so many predictions blogs every December: We like to dream about possibilities.

tomorrowland blog image

Photo courtesy of Disney Wiki

In my role, I have the privilege of helping our team shape the future of Cisco’s Customer Care solutions. We always start by listening. We talk to customers and partners to hear what they want. We try to understand what is driving and shaping their thoughts. And we think a lot about how we can help businesses better serve their own customers.

Here’s what our team sees for Customer Care in 2016.

5 Predictions: Read More »

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Devops Means “No, you cannot operate my cloud”

One of the things I really believe strongly is that modern SaaS software development – both the practices and code it produces – are significantly different from traditional enterprise premises-based software development. Yet, I find that for people who have never built and operated a modern SaaS platform, these differences are difficult to grasp. Let me replay for you a conversation I’ve had many times.

Jonathan: “We’ve built this awesome new Cisco Spark cloud platform, which powers the Cisco Spark app. We do continuous delivery, pushing new updates every day. Our engineers operate the platform – a.k.a. devops – and they track a bunch of metrics on quality and engagement that they use every day to make improvements in the code.”

Customer/Partner: “That sounds great! I’ve got a question though – do you have a packaged version that I can operate on premises?”

The answer is – of course not.

When I tell customers/partners this, they are surprised. The reason for this is NOT that we don’t want their money (trust me that’s not it), or that we have some kind of policy or strategic reason that we don’t want to do it. The reason is that it’s technically infeasible. And doing so would mean we’d have to destroy many of the benefits that we’ve built for our customers in the first place.

The reason ultimately comes down to Read More »

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