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Running a Collaboration Program is More than just the Technology

“We already have program management,” is a typical statement I hear when speaking with a customer about collaboration program management.  The unfortunate truth is, most organizations do not have formal program management or know how to effectively manage a Collaboration specific Program.

Instead, when talking about program management you should ask “Why is a collaboration program different and what should I consider?”  Here are a few explanations:

There are many misconceptions about Collaboration Programs, but one of the biggest, and potentially most impactful, is that you only need to focus on the technology design and build.  I can tell you from my experience in running many programs; a successful collaboration program requires a lot more than a successful technology implementation.

I’m not going to bore you with the formal definition of a program and how it differs from a project, but I will tell you that a successful collaboration program typically includes several non-technology projects (component projects) that must be planned and managed in order for the collaboration technology to be deemed a success.  Examples include operational readiness, organizational change management, migration readiness, and more.  Many times, programs fail to identify and manage these component projects.  As a result, the collaboration program slows, business cases fail, ROI isn’t realized, adoption lags, issues arise, and satisfaction declines.

On the other hand, I have personally managed programs where these component projects were properly managed at many large enterprise, commercial, service provider, and government customers.  The positive impacts of following the Collaboration Program Management best practices were obvious and tangible.  The below metrics are some of the major documented impacts.

Steven harriett collab blog _ program management 1_17_14

The impact of “doing it right” Read More »

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Collaboration, Video and Mobility Drive Value in the Internet of Everything Economy

In the Internet of Everything (IoE) economy, there will be leaders and laggards, winners and losers. And collaboration, video, and mobility technologies will play a crucial role in determining who captures their share of the value at stake, which Cisco projects as a staggering $14.4 trillion. That’s equivalent to a 21 percent increase in corporate profits over the next ten years.

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The Internet of Everything (IoE) is already changing our lives in unimaginable ways as everything from clothing, cars, jet engine parts, and roads, to name a few, become “lit up” with data-generating sensors. The resulting explosion in connectivity among people, processes, data, and things —

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How Are You Weathering Industry Storms? Five Ways To Help SPs Turn Disruption into Transformation

Service providers (SPs) have been wracked by wave after wave of disruption, creating new winners and losers on every front. Traditional carriers continue to look for ways to make up for lost voice revenues; over-the-top (OTT) players have redefined the ways video is delivered and consumed; exponential growth in mobile data traffic devours network capacity without creating comparable revenue; and new cloud services are transforming IT consumption and challenging old operating models. The industry is changing with whiplash speed—leaving service providers scrambling to get ahead of the next wave.

For years, the Cisco Internet Business Solutions Group has engaged with global and regional service providers to help them navigate and seize the opportunities afforded by industry disruptions. Now, as part of Cisco Consulting Services (CCS), we have identified key industry areas where SPs have transformative opportunities for new services, operations, and business models.

Five Areas of Opportunity for SP Growth and Transformation

Based on Cisco’s own market sensing of trends, tracking of customer behaviors and industry inflection points, and strategy engagements with leading SPs around the world, Cisco Consulting Services has developed unique expertise to help SPs address their challenges and capitalize on opportunities. We are specifically focused on transformative engagements with SPs in five key areas—helping them identify and address the strategic questions they need to answer to be successful: Read More »

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