Unified Communications Category Archives

February 19, 2008

Ideas in Motion In Barcelona and the UC Mobility Industry

Last week, 55,000 attendees and 1,300 vendors converged in Barcelona at the Mobile World Congress to debate the future of mobility. In John Chambers' opening keynote, he shared Cisco’s view that “‘mobility’ is no longer about particular devices, technologies or services. It is about using any device to access any content over any network, with IP as the basis for all communication.’” The writing is on the wall - the days of just making telephone calls on cell phones are over.

Cisco and Nokia share this vision, and have been collaborating to deliver richer, more consistent experiences for mobile users in the unified workspace, as well as the connected home, for the past five years.

Building upon the Mobile Business Solution that the two companies announced last year at Mobile World Congress, Cisco has turned Nokia dual-mode mobile handsets into wireless extensions of campus IP desk phones, providing users with the same rich calling experience “on the go” as they are accustomed to enjoying at their desks. What’s even more exciting, though, is that we’ve integrated presence, conferencing and voicemail capabilities with this rich telephony experience to help customers dramatically increase workforce productivity and drive business transformation using the Cisco Mobile Communicator client for Symbian handsets.

Customers are already enabling all of these capabilities -- and more -- through Cisco’s Unified Workspace Licensing program, which includes third party phones like the Nokia E-series. Cisco, too, is reaping the benefits of these unified communications capabilities with our most mobile users, the Cisco sales force, who need and expect their mobile phones to do more than just make phone calls. Their ability to provide unparalleled customer service, drive revenues and stay connected with extended teams depends on it.

What’s next? Well, if you were fortunate enough to attend Mobile World Congress, you saw John Chamber’s demo of a Unified Communications video session, which moved seamlessly from a desk phone to a mobile device, and ultimately to a home TelePresence screen. With the network as a platform to connect different workspaces, and strong partnerships between industry leaders such as Nokia and Cisco, customers won’t have to wait long to realize the full potential of “any device, any content, any network.” Now that’s one mobile Unified Communications idea I can’t wait to see in motion.

Post by Julie O'Brien, manager of solutions marketing for Cisco Unified Communications

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January 16, 2008

Reducing Human Latency in the Human Network

Part 2 of 2

In my prior Collaboration blog entry, I reflected on the shift to rich media – how it enriches Unified Communications (UC) and heralds a shift back to more natural forms of interactions among people. Today I am thinking about undiscovered territory: cross-company, secure and flexible forms of communication, which, we believe, will unlock a new wave of productivity gains through reduction of “human latency.”

In looking at most UC productivity systems, traditionally the focus has been on intra-company communications. In the flat world, however, competitive advantage is created not only in how companies work inside, but how well they work outside – with customers, partners, suppliers, and, even competitors. In the world where command and control over one’s business is giving way to various forms of collaboration – albeit some that are only sustained for a few transactions – it is essential to look at the workforce and the workspace differently. Indeed we are caught between two paradigms:

• Traditional messaging and voice systems are not designed for inter-company ucommunications. There are a host of inhibitors in the way, including lack of adherence to standards or more significantly, security limitations
• Emerging Web 2.0 Collaboration technologies such as Facebook or video technologies are compelling, but cannot provide the compliance, auditing and security requirements that business requires?

This leaves innovative, fast-moving businesses caught between the Scylla and Charybdis of flexibility with security when trying to accelerate integration and collaboration outside of the enterprise.

The next frontier for UC is providing for a context-aware approach to entitlement and security that allows companies to collaborate across various borders in real-time. New policy capabilities that are provided by our Securent acquisition provide scalable, distributed policy platform that allow enterprises to administer, enforce, and audit access to data, communications, and applications in heterogeneous IT application environments. Said simpler, policy capabilities now can make inter-company communications safe, granular and fluid.

Traditional identity access management solutions have succeeded at the perimeter level (i.e., authenticating "who" is allowed inside) but once someone has been granted general access organizations do not have effective tools with which to manage access at the application level for fine-grained security controls (“what” is allowed). These fine-grained security policies must then be dealt with on a per-application basis. Think about it as a series of doors, each of which must be opened one at time. If one key is lost, transit is blocked.

Practical applications of this concept…situations in an investment bank, where stock analysts can instant message with each other but are prevented from doing so with stock brokers. And, an audit trail is created. Or, M&A teams from two companies, discretely working on a merger.

Now we have the ability to further dissolve the barriers and delays of cross-company, even cross-border and communications and information flows. By being able to embed policy by user, application, and role – to name a few approaches – we can unlock even greater productivity for business and support the increasing regulation and compliance requirements of the information economy. It’s now about asking the question, ‘What new things could I do if I could do them securely?’

The old adage goes, “time is money,” thus delay builds cost - an ancient paradigm made new by security issues of the Web 2.0 world. Perhaps Hamlet would have survived, had not the most procrastinator in literature spent nearly the entire play crippled by delay:

“For who would bear the whips and scorns of time,
The oppressor's wrong, the proud man's contumely,
The pangs of despised love, the law's delay,
The insolence of office and the spurns
That patient merit of the unworthy takes.”

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January 07, 2008

Is Fixed Mobile Convergence (FMC) part of your Unified Communications strategy?

Post by Priten Gandecha, Solutions Marketing Manager for Cisco Unified Communications

Fixed Mobile Convergence (FMC) brings together wired and wireless technologies in The Workspace. For industry constituents who are enthusiastic about FMC technologies and its promise, it stirs up a great deal of excitement and is a topic of spirited debates amongst advocates of different FMC technology approaches.

Customers interested in the promise of FMC have the opportunity to evaluate multiple options and choose a strategy best suited for their current and future business needs. A European Fixed Mobile Convergence survey conducted by Yankee Group found that customers have not shown dominant procurement preference amongst various FMC infrastructure or hardware vendors, application or independent software vendors, mobile carriers, fixed carriers, device vendors, or system integrators.

One possible explanation could be that the “one size fits all” approach does not fit everyone and building a FMC strategy on one technology component is potentially incomplete. A comprehensive FMC strategy requires coherent evaluation of multiple wireless and wired workspaces.

However, developing a comprehensive FMC strategy may be daunting and overwhelming for some. Which business applications (customer relationship management, employee resource planning, custom industry applications, business intelligence, desktop productivity, or unified communications) should be mobilized first to have the greatest top and bottom line business impact? Which FMC approach provides greatest flexibility to seamlessly transition between the wired and wireless networks most commonly used by different worker types in a business? Which approach to FMC provides workers with the flexibility to continue working with preferred mobile devices or the operating systems suited for their job function or region?

For many businesses, mobilizing unified communications (UC) applications first has the potential to make the highest positive business impact. Unlike previously mentioned applications that may be used by one or a handful of functional groups, everyone in a business can benefit from UC applications. For businesses primarily made up of “road-warriors”, teleworkers, and mobile professionals, the integrated presence, messaging, and conferencing capabilities found on UC applications for mobile phones and laptops would enable more streamlined and collaborative communications. Similarly, mobile workers in retail, manufacturing, or healthcare organizatio, for example, would be more reachable and productive with simultaneous ringing and consolidated voicemail boxes between wired phones scattered in their workspace and rugged mobile devices used on the go.

Additionally, a network-centric approach to UC enables businesses to anchor communications in the corporate network while simultaneously connecting workers -- independent of wired or wireless networks. This approach also gives businesses the flexibility to support their choice of mobile devices and operating systems in order to meet functional or regional requirements.

Are you considering FMC as part of your network-centric UC strategy? If your business is in the process of developing an FMC strategy and you already have UC applications (or will soon be implementing them) consider mobilizing UC applications first to maximize business top and bottom line impact.

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December 10, 2007

Once You’ve UCed with Rich Media, How Are You Going to Keep 'em on the Email/Text Farm?

(part 1 of a 2-part series)

I was having dinner this weekend with a friend of mine who is an entrepreneur and true science fiction aficionado. A few cups into the evening, we moved into a discussion of how much of the technology envisaged into the Star Trek television series as well as the Star Wars movies has come to fruition. Not one to argue with someone holding a light saber -- even if is a $40 toy – I gave him his due: most of the communications technologies used on the original television series has shown up in some form in commercialized offerings. Or as Rod Serling, creator of the Twilight Zone noted: “Science fiction is the improbable made possible":

- The “communicator” from the original show gave life to the original Motorola StarTac -
- Lieutenant Uhura’s wireless headset showed up as the now ubiquitous Bluetooth headset, best evidenced by the Jawbone
- The teleportation and video technologies shown in most science fiction are melded into the newest Telepresence offerings from Cisco and video products from other players.

In fact, Sci-Fi fans, the recent introduction of On-Stage Telepresence, adding a 3D image next to our CEO during a recent keynote in India, showed the entire world that George Lucas was probably onto to something 30 years ago when he took us into a movie far, far away.

We are in the beginning phases of a communications revolution where two key trends are occurring:

- Every application is going to talk to every application because everyone wants to talk with everyone.
- Rich media is going to become HDTV where email is going to look like ASCii

In my next blog entry, I am going to tackle how business-class Unified Communications technologies support the unification of all communications technologies, across applications and corporate boundaries. This week, however, I want to touch on how rich media changes how we communicate and we work.

Rich media – whether it is business video, context-aware applications, a downloadable podcast/webcast, or interactive widgets in a webpage – implies some form of dynamism, something that is more “alive” than text.

While communications technology has changed how we work, it has not necessarily made work a more enjoyable or more human experience. The loneliness of trying to wade through a thousand emails after a week of vacation is neither particularly productive nor morale enhancing. Text forms of communications are a great way to share data and facts; they are lousy ways to share nuance and intent. As we have seen, instant messenger applications have rapidly surpassed email as the faster and easiest way to get information or stay in contact with a friend or co-worker. What was the first new invention in that universe? The emoticon! : )

Thus Web 2.0 is igniting a revolution in the way we communicate, integrating rich media and contextual information flows at every turn. The best way to insert into a dialogue or work session, even if you are entering in the middle of a project that is already underway, is to understand the context of who is working on said project: their dialogue, their attachment to various perspectives – not just the data they are working from. If you want to know someone is serious about something, seeing the look on their face or the tone of their voice is worth a thousand words.

Of course, the companies and communities that will benefit from rich media will depend. In the words of the late Douglas Adams; “Human beings, who are almost unique in having the ability to learn from the experience of others, are also remarkable for their apparent disinclination to do so.”

Coming Next: The Privacy and Legal Imperative in Unified Communications: How Enforcing Policy Changes Everything

Posted by Alan Cohen at 10:15 AM Permalink | Comments (0) | TrackBacks (0)

October 31, 2007

Ghostbusters and New "Law of Collaboration"

In the sprit of Halloween, I thought about the classic Dan Ackroyd and Harold Ramis film, Ghostbusters, after apparently defeating the evil spirit “Gozer,” the character Winston Zedmore joyously declares: “We have the tools. We have the talent.”

In an offbeat way, these comedians created a snapshot of many of the collaboration issues that businesses are dealing with in the area of Unified Communications and Web 2.0 social networking technologies. How do you marry the rich complex talent of your employees, partners and customers to solve a business challenge within the secure boundaries of your information and communication systems?

To be more pointed, a significant challenge arises when you try to break down command and control business cultures to create agile enterprises that embrace inclusion, while maintaining the boundaries of privacy and security and adhering to ever-increasing industry regulations such as accounting reform (Sarbanes-Oxley), health care information privacy (HIPPA), and account data security (PCI). While “the wall” on Facebook is a great place to post messages, I am not sure most people want their dentist or banker posting private information in this emerging communications environment.

The broad range of business-class unified communications – including IP telephony, messaging, presence, web and audio conferencing, email, contact center, CRM, business video and telepresence, and digital media systems – used among and across a range of device environments increasingly requires an open, yet secure way, to interoperate, even if such systems were not designed to work together.

The process of Collaboration is, at its heart, about effectively improving team output, and particularly the behavioral and communications capabilities of those teams – whether they are made up of 2 or 2000 people. It requires a view about diversity in business that is not political, but rather, about the power of talent inclusion. Hence the underlying power of Unified Communications technology -- which I see as the gearbox of Collaboration – requires a certain rethinking that spans both cultural and social mores.

Culturebusters
The “Culturebusters” analog for Collaboration is a rich understanding that a diversity of talents and perspectives can improve a work product. At Cisco, many of our customers host and drive discussion forums about the efficacy and quality of our products. What was once reserved as a semi-annual set of ritual “Technical Advisory Boards” is now complemented by a real-time set of open discussion forums on our public website. Granted, it is not always pretty to get somewhat unvarnished input, but it makes for better products. As Harold Ramis says about Signourney Weaver after taking her through a polygraph early in Ghostbusters to verify a supernatural experience: “She's telling the truth -- or at least she thinks she is.”

Communicationsbusters
What we are now learning is that lots of communications tools that were not designed to work together actually benefit the work experience if you can bring them together. Business video enabled in WebEx bundled with call control and presence is a phenomenal “mash-up.” We are effectively “crossing the streams” on the “proton packs” by bringing traditional and disparate communications and desktop messaging architectures together, and more significantly, in a mobile environment.

The real next wave of communicationsbusters will come when we add even more speech recognition and visual input interfaces into unified communications, as I wrote about in a mobility blog about Gallaudet University last year. By allowing people with visual or hearing impairment to participate in our economy, we will be able to unlock the talent of more than 30 million Americans. That’s a lot of talent to include by not just depending on the keyboard or the keypad.

Business advantage enabled by Collaboration, I would posit, is best advantaged by those systems that securely flatten layers of communication and support the most diverse, unification across networks, applications and devices. Here is Cohen’s “Law of Collaboration” (with a clear “assist” from Bob Metcalfe): the power of the collaborative business environment is the sum of communications tools that are integrated to support rich media communications times the number of platforms it supports.

Now, who ya gonna call?

Posted by Alan Cohen at 08:00 AM Permalink | Comments (1) | TrackBacks (0)

October 26, 2007

"Play Nice"

Post by Phil Heyneker, executive communications manager

As has been the case with any industry in its earlier stages, unified communications is still in its “pie-growing phase”. A few years ago, we thought this would be a $19B market by 2010. Today, in 2007, unified communications is roughly a $25B market, and we see it growing another $10B over the next few years. As the industry matures, success for suppliers will depend on our ability to work together in the interest of our customers, and address a few understandable concerns along the way. This posting will cover a few of these industry challenges and customer concerns around UC, and what we need to do as an industry to address them.

Play Nice!
While we all agree on some common attributes, we haven’t really reached a unanimously agreed upon definition of UC in the market today. In fact, research has indicated that only 10-11% of customers are even aware of UC as a solution set. But it makes sense that this is happening, as dozens of suppliers are approaching the market from various angles. Traditional voice suppliers, network suppliers, messaging software players, business application providers, video players, and mobility players are all doing their best to tell a compelling story that caters to their business. But if, at its most basic level, UC is the integration of all forms of business communications (voice, video, data, mobility), then each of these suppliers is actually quite relevant to the UC industry, each has a right to tell its own story in the space, and each has to recognize the other’s right to be there.

For obvious reasons, customers don’t want this kind of fragmentation of the market, though. They don’t want to be forced into making an “either/or” decision on one flavor of UC versus another. They want a solution that works and they don’t want to be limited to a single vendor’s capabilities. The answer will lie in how we build partnerships across relevant technology areas to remove the risk for the customer of having to choose. This is going to require some pride swallowing on the behalf of all UC suppliers, but it’s an essential step in delivering UC to our customers.

Part of enabling choice for customers also lies in our ability to deliver them an open architecture on which to build. With UC, there’s no question that the innovation has just begun, and there’s a lot more to come. With as many big players approaching UC from so many angles, who are any of us to assume that the best innovations will all come from a single supplier? Suppliers who force customers to adopt a proprietary architecture for UC are making this assumption and are forcing their customers into that dreaded “either/or decision”. Not only are they choosing the solution to address their needs today but, more importantly, they’re pigeonholing themselves into using that solution to address their needs tomorrow. But wait….how do they know what their business needs will be tomorrow?

The alternative to a proprietary architecture is a true platform for UC, which is what most players in the industry are talking about today. A platform, by definition, is something that people can build things on top of. In the technology world, this means it must be open, extensible and pervasive such that the customer, the supplier, other suppliers, partners and developers can build new and custom technologies on top of it. A platform is not something that only the supplier can build on top of. It doesn’t count if everything has to come from the same company. As an industry, we need to work together and quickly adopt standards in order to offer customers as open, extensible and flexible a UC platform as possible.

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October 22, 2007

Customer Loyalty and the Perils of Incorrect Routing

Post by Ross Daniels, Director of Contact Center Solutions Marketing

I care about customer service. Not just as a customer, but because my livelihood is somewhat dependent on it. I market Cisco's Unified Contact Center solutions. So, I think about customer care. Often. And I'm always on the lookout for examples of good, bad, and indifferent service. With that in mind, I'd like to kick off this blog with a recent travel story which illustrates two core themes in customer service today.

On a recent business trip to Toronto, I found myself at the wrong end of an airline's customer loyalty program. Attempting to fly home to Boston after a successful three-day business trip, I was "bumped" from my oversold flight. You might be reading this and think "Bumped? Who gets bumped from a flight?" Well, as best I can tell, it's the people that rarely, or never, fly that particular airline. I had arrived at the airport well in advance of the airline’s suggested check-in time (this makes me unlike many frequent fliers). When I was denied a seat assignment at the check-in kiosk, I was mildly surprised. When I asked a check-in agent for a boarding pass and was told, “You’ll have to handle that at the gate,” I was mildly concerned. When I was told by the gate agent, “You’ll have to wait until I board these other passengers first,” I was greatly concerned. I had followed all instructions, yet I (along with two other unfortunate travelers) was the one being bumped. The airline, I’m sure, was following its policy, and that policy must have included a check for a flier’s “status” with the airline. The airline differentiated its service based on customer loyalty. Ironically, that’s exactly the kind of thing a contact center marketer like me would have advised them, and it’s what Frost & Sullivan analyst Ian Jacobs advises in a recent article.

Now that I had been prioritized by the airline as a low value customer (oh, the shame), I began a 90-minute ordeal to get myself rebooked, housed for the evening, and compensated. First, a long wait in a line with a dozen travelers stranded from other flights, mostly due to weather problems. Two customer service reps (except for the few minutes when there was only one rep after the second rep cheerfully left the counter for the night with a line full of angry would-be travelers glaring at her), eight people in line ahead of me, and an eight minute transaction time. I don’t know much about Erlang and queuing theory, but I know that I waited in that line for a good long while. Finally reaching the front of the line, the customer service rep was unable to 1) book me on a flight the next day 2) book me into a hotel for the night 3) provide the compensation I was entitled to. “Why did they send you to this line,” she asked. I was a victim of mis-routing, one of the top complaints of callers to a contact center.

Having been involved in the contact center industry for the last eight years, I have seen some remarkable transformations in the business. We have seen the wide adoption of multi-channel solutions to enable web-based customer service. Companies have introduced speech recognition to their interactive voice response systems (although this hasn’t necessarily led to better customer service—more on this in another blog). Organizations have made use of IP telephony and unified communications to virtualize their customer care operations. But at the end of the day, most people—myself included—think that customer service experiences have gotten worse. I believe passionately that enterprises can do much to improve their customer service, and I’ll be writing more on this topic over the next several months.

In the meantime, I’ll be looking into the frequent flyer program for a certain Canadian airline.

Posted by Cisco PR at 12:32 PM Permalink | Comments (0) | TrackBacks (0)

October 18, 2007

Extend The Experience To All

Post by Salvatore Collora and Taylor Collyer

Cisco took the telecommunications world by storm in 1999 with the acquisition of Selsius Systems. In the past eight years, the stalwarts of the industry that once laughed at the notion of ubiquitous use of IP telephony now see it standing at the precipice of the next industry shift to unified communications. While some might call for “VOIP As You Are” (marketing spin and jargon abound), the reality is that people work differently now that in the past and companies cannot stand still and operate as they do now if they want to be leaders in their industry and attract the best next-generation talent.

My near ten-year career at Cisco has spanned Systems Engineering, Advanced Services Delivery and now Product Marketing. I have clearly seen the shift from information workers sitting in cubes all day to a more spatially independent and collaborative workforce. Key business decision makers as well as first-line managers realize that keeping the best talent often requires a diverse mix of incentives, foremost of which is the ability for people to work anywhere at any time and be more productive as a result.

My own experience reflects this reality. I mostly work from home. This saves the company real dollars and radically increases my productivity. I roll out of bed and immediately begin working rather than spending 45 minutes stuck in traffic on the way to the office. I easily mix synchronous and asynchronous tasks to fit the need. But when I need to be on the go, I work much the same way armed with a large communications toolset consisting of IP phones, a MacBook Pro, a Bluetooth headset, a mobile phone, and soft client that contains instant messaging, video, voicemail and directory lookups.
The point here is that my workspace shifts but my environment suits me. My meetings find me, my inbound calls find me; on many devices in many workspaces.

Cisco Unified Workspace Licensing, the product I manage, allows our customers to extend the workspace of every user by offering the full capability set in a single package. The concept is not a new one, but we improved upon the structure used by many companies by including all the necessary licensing components and software into a single package and letting customers engineer the proper designs at no added cost. We also tied this notion of a complete and available unified workspace to a blanket of 24x7 support and upgrades, both major and minor. In this way, the customer pays one price per user up front and then an ongoing yearly cost for full support and upgrades. As more functionality becomes available in software, the customer gets immediate access at a very low price.

As Cisco innovates and more functionality is built into the products and new products are added to the portfolio, this expands the capabilities and productivity to the end-user. In the end, that’s what it’s all about. It’s about evolution beyond the desktop – it’s about enabling and empowering your users in all their workspaces, whatever and wherever they may be.

Some further elaboration on this can be seen on the video blog post below by Taylor Collyer, Director of Product Management, Cisco’s Unified Communications Business Unit.

Posted by Christie Miranda at 01:37 PM Permalink | Comments (0) | TrackBacks (0)

October 11, 2007

Woody Allen, Malcolm Gladwell and Unified Communications

At Cisco’s recent CIO Summit, Malcolm Gladwell, the author of The Tipping Point and Blink, reminded us how people draw their conclusions from rapid cognition as much they do from detailed analysis. In discussing how companies could be more effective from a sales and marketing perspective, he suggested: “if you can personalize a product or service, you can find the crack in the door.”

Much of what I have been thinking about recently in the UC/Collaboration space follows a similar logic. I call it the “nose at the glass.”

Traditionally, when work occurred at the office -- instead of on the road, in your car, at the airport, from a hotel or at home – there was a time-honored idea that you would go find someone and deal with an issue if something was important enough. Even if they were on the phone, you could stand in front of their office window and make your urgency known. If the person you needed to work with was on the phone or ignoring you, you could inch your way into the office until you could get their attention. Your “presence server” was based on the relationship you had with the other person.

With today’s never-ending stream of asynchronous communications, including unanswered emails, vmails, and text messages, business communications are probably suffering from a volume/quality perspective. If Woody Allen was to channel this, he would say “the food was lousy and there was too much of it.”

As companies become flatter, more global and more decentralized, unified communications can play a key role in re-establishing the urgency and “body English” of business. To wit, the reason why video and mobile communications technologies (such as TelePresence and Cisco Unified Mobile Communicator) are getting so much attention and demand is because they bridge us back to a more human time of business: when people worked with other people more than when they worked with machines.

When people look at TelePresence, they need to understand value is about business transformation rather than 1080p. Putting your employees, customers, partners, and supplier back into your office is the most efficient way to communicate and collaborate, especially when time and distance are a challenge. Powerful video communications provide for a full-on experience driving people to work with each other, really understanding, at a sociological basis, the other person’s level of engagement. As we like to say, being there is about being here.

Mobility is my favorite though. Allowing my office to move with me provides a greater level of continuity in communications. Knowing who is trying to reach me – and having the right capabilities to deal with open privileges of a flat communications environment – is a powerful tool in tightening the human elements of collaboration
And of course, doing this is a secure manner eliminates privacy and business risk of using open capabilities on the Internet, issues that both inspire and scare IT and business decision-makers alike.

The next wave of UC will come from bringing people back into our business processes in a way that allows them to both have meaningful collaboration as well as deal with information overload of a flat communications system. Who knows, perhaps Alexander Graham Bell was thinking of a long unanswered queue of letters when he invented the telephone. In his own words: “When one door closes, another opens; but we often look so long and so regretfully upon the closed door that we do not see the one which has opened for us.”

Posted by Alan Cohen at 09:54 AM Permalink | Comments (1) | TrackBacks (1)