While organization leaders recognize cloud’s ability to reduce total cost of ownership (TCO), they often have difficulty evaluating the many other business benefits of cloud. Often this process is based on some combination of gut instinct and hard data. But the more quantifiable the data, the easier the decision; and the more the potential benefits can be sized, the clearer the opportunity. Since the process of embracing the cloud may be done in increments or by degrees, decision makers will want to weigh which aspects of their operation should be migrated to the cloud—or clouds—and what return on investment to expect from the decision.
Networked technologies have made work and learning increasingly mobile and highly flexible. So much so that employees are now choosing work-location flexibility over a higher salary and employers are providing workers with the tools to facilitate this. Cisco IBSG calls this “Smart Work.” Of course, the ability to make flexible working a viable option depends on a number of factors, including availability of good broadband connectivity, employer trust, the nature of the work in which an employee is engaged, and suitable social software and video technologies that enable the employee to remain in a connected (albeit virtual) work environment.
Employees, too, have to develop a new form of self-discipline that involves maintaining a good work-life balance; rather than working longer hours, this entails spending much of their extra time with family, in the community, or furthering their own personal and professional development. Read More »
Tags: Big Data, Cisco, cloud services, device proliferation, future of work, IBSG, infrastructure, network, S+CC, security, smart applications, Smart+Connected Communities, urban services, urban sustainability, work-life
One of the best things about my job at CISCO is the opportunity to work with innovators in government, business, the independent sector, and nonprofits and examine the problems of urban communities in new ways.
Over the past year, I’ve had the pleasure of supporting the launch of a new civic presence in our hometown of San Jose that does this very well: the San Jose office of the San Francisco Planning and Urban Research Association, SPUR San Jose. Read More »
Tags: #economic growth, Cisco, community engagement, IBSG, Integrated Workforce, networked work, Smart work, Smart Work Centers, Smart+Connected, Social Cohesion, Social Inclusion, social innovation, Sustainability, technological innovation, Technology benefits, transformation, Urban Future of Work, Work-Life Innovation
In my previous blog I explained the importance of collaborative testing between telecommunications service providers (SPs) and their network vendors in order to achieve higher service quality levels. I’d like to start where I left off and move on to exploring how this type of collaboration can extend into the planning process.
SPs with the highest service quality tend to have a strong planning capability within both their Network Engineering and Operations organizations, which is directly coordinated with their vendors. Leading SPs establish a joint Program Management Office (PMO) with their network equipment vendor, whose scope of responsibility includes early bug identification, bug remediation, and new feature deployment. This includes structured, joint planning meetings and performance reviews which are attended by VP-level engineering and operations executives, as well as senior members of the vendor’s account team, services organization, and the development organization.
The joint SP-vendor PMO performs several critical activities. First, it drives requirements gathering with senior network designers, and then works with them until actual code is released. The PMO also develops network architectures with the vendor and the SP’s engineers using “Plan-of-Record” (POR) documentation. Next, the PMO jointly prioritizes feature functionality with the vendor, keeping track of critical features needed by specified timeframes. It works closely with the vendor’s development organization to understand any design limitations, testing issues, and special conditions. In addition to performing classic management functions, the PMO makes use of “Bug Workbooks” to track all major, critical, and minor bugs and trends.
For example, Read More »
The world of transportation is rapidly changing, which is in turn driving rapid change in the world of manufacturing. Transportation products of all kinds have had connectivity in some form for many years however; the connectivity was confusing, unreliable and often deficient in adequate bandwidth and technology to sustain a continuous stream of interactions between equipment and operation centers. New means of M2M have emerged out of necessity, which have broadened the ecosystem of participants to include tech companies, service providers, and others. Read More »