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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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What can the Public Sector Learn from the Best Corporate Innovation Strategies? – Part 2

In my previous post, I described the “culture of innovation,” for which Bay Area companies have become renowned. And we looked, briefly, at what it could mean for the public sector.

It may come as something of a surprise that Bay Area companies are no more likely to follow a Technology Drivers innovation model than companies located elsewhere. Like many top innovators, companies in the Bay Area have not only found success in creating ground-breaking technologies, but they are almost twice as likely as other companies to have developed the capabilities needed to provide a superior understanding of the stated and unstated needs of their end customers. It isn’t just about how many transistors you can fit on a chip.  It’s about how such advances can lead to products and services that gain traction in the marketplace through superior insight into, and understanding of, customers’ needs. Read More »

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New Technologies for the Delivery of Services

Reduction in the complexity of deploying and managing services, accelerating new service introduction, and reducing capital/operational expenditure overhead are key priorities for network operators today. These priorities are in part driven by the need to generate more revenue per user. But competitive pressures and increasing demand from consumers are also pushing them to experiment with new and innovative services. These services may require unique capabilities that are specific to a given network operator and in addition may require the ability to tailor service characteristics on a per-consumer basis. This evolved service delivery paradigm mandates that the network operator have the ability to integrate policy enforcement alongside the deployment of services, applications, and content, while maintaining optimal use of available network capacity and resources. Read More »

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What can the Public Sector Learn from the Best Corporate Innovation Strategies?

Silicon Valley and the San Francisco Bay Area are famous for their long history of leadership in computing, semiconductors, software, biotechnology, internetworking, and innovation-based industries. But what makes it unique, beyond the laboratories, talent base, and access to capital? And what exactly is this oft-cited “culture of innovation”?

Sean Randolph and his team at the Bay Area Council Economic Institute (BACEI) set out to find the answers. Read More »

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