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Productivity Gains Through Culture, Visuality, and Collaboration (Part 3): Extended Workplace Visuality and Pervasive Collaboration

In Part 2, I explained why organizational culture and leadership are probably the most important factors contributing to gains in employee productivity and innovation. This week, I’d like to describe two additional, highly essential enablers: extended workplace visuality and pervasive collaboration.

Extended Workplace Visuality: A visual workplace is one in which information needed to collaborate, engage, and stay productive is made available at the right time and place, rather than hidden away in spreadsheets and other documents on various employees’ laptops.

Visual displays have complemented lean manufacturing practices on the plant floor for many years, significantly reducing work-in-process inventories and manufacturing lead times, while driving cost and quality improvements. Visual thinking has also been adopted in environments such as airports and hospitals to improve operations, customer service, safety, and quality. Read More »

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Summary: John Lewis Changes the Face of Shop Operations by Using Video

When John Lewis (JL), a leading U.K. retailer, faced challenges with running its new, geographically distributed at home shops, Cisco IBSG knew that the problems could be solved through the innovative use of video technology.

Working with John Lewis CIO Paul Coby, Cisco IBSG and JL picked two critical concepts to pilot for the core retail use cases:

  1.  High-definition, real-time video conferencing based in each store for communicating among the at home shops, and between the shops and head office
  2. A video portal for sharing and viewing videos on demand (via each shop’s PCs)

The pilot’s results proved the value and the business case for video in shops, including estimated annual savings of 28,000 man-hours across the eight shops, and estimated annual travel savings of 20 percent to date.

Read the full article John Lewis Changes the Face of Shop Operations by Using Video

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John Lewis Changes the Face of Shop Operations by Using Video

When John Lewis, a leading U.K. retailer, faced challenges with running its new, geographically distributed at home shops, Cisco IBSG knew that the problems could be solved through the innovative use of video technology. Within the retail industry, video collaboration has historically been regarded as a head-office capability, with the notion that video and mobile technology at the shop level were both too expensive to implement and too complex to use. This was an opportunity to prove otherwise and create a retail industry first.

 Maggie Porteous, head of at home for John Lewis, was challenged with helping the new teams get to know the new shop format and with bringing them together to share learnings and improve operations. And while she wanted the dispersed shop teams to be able to work together, frequent travel was time-consuming, costly, and, most important, meant time away from serving customers. 

 Working with John Lewis CIO Paul Coby, we chose two critical concepts to pilot for the core retail use cases:

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Productivity Gains Through Culture, Visuality, and Collaboration (Part 2): The Importance of Organizational Culture and Leadership

In my previous post, I described the challenges senior management faces in scaling collaboration capabilities to address business needs and the way work is done today.

Electronic and whiteboard displays, lean practices, and collaboration tools by themselves are clearly not enough. Management needs to take a holistic approach to develop and integrate capabilities in three areas to address the challenge of capturing the next wave of productivity gains: culture and leadership, extended workplace visuality, and pervasive collaboration.

Organizational culture and leadership are probably the single most important factors in enabling gains in employee productivity and innovation that result from knowledge work. Morten Hansen, in his book Collaboration: How Leaders Avoid the Traps, Create Unity, and Reap Big Results, provides an excellent perspective on what management can do to identify barriers to collaboration and design solutions to overcome them. Most of these barriers are cultural and particularly severe in large global corporations with multiple business units, complex matrix organizational structures, and operations that span multiple countries. Read More »

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What is Cisco IBSG? Find out more here!

Well, first of all, Cisco IBSG stands for Internet Business Solutions Group. IBSG is the premier thought-leadership group within Cisco when it comes to helping customers realize the benefits of the trends and advances in technology, networking and new business processes. Listen to one of the key IBSG leaders for Industry to find out more in the video.

The Cisco Internet Business Solutions Group (IBSG) is comprised of industry influencers and business strategists who have deep experience across multiple sectors and regions.  IBSG helps CXOs and public-sector leaders solve their most critical business challenges by developing strategic solutions based on business-process transformation and innovative technology.

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