Softchoice: Why UC Projects Fail (and what to do about it)
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this presentation, Erika Van Noort, Director of our North American Consulting practice and Steve McDonald, Director of our Networking Business covered with our clients how to get to collaboration success and benefit from true ROI from UC investments: Why Culture Eats UC&C Strategies for Lunch: We reviewed the findings of Softchoice’s latest study – “Working Hard or Hardly Networking: The Impact of Communications Tools on Employees”. We explored the power of visioning in creating effective UC&C strategies and getting beyond TCO to look at new measures of success. Cisco vs. Microsoft: The Great Debate: We explored the latest Microsoft and Cisco UC&C solutions and provided the decision making framework on when organizations should choose a particular solution and the pros and cons for each. The Art of the Possible – Using real life examples, we wrapped up the session discussing how Softchoice is helping clients augment their existing network, voice, presence, IM and video investments to deliver widely adopted collaboration experiences that drive enhanced productivity and new business opportunities.
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Softchoice: Why UC Projects Fail (and what to do about it)
- 1. Why UC Projects Fail (And what to do about it)
- 3. Why Culture Eats UC Strategies for Lunch Erika Van Noort
- 4. Agenda • The changing role of IT • UC Study: The Impact of Communications Tools on Employees • Where UC and Collaboration projects go wrong • Best Practices for your own UC initiative • Scoring your organization
- 5. UC in your organization today How many of you have rolled out some type of UC in your organization? • Do people call to say “UC has helped me in ways I could not have imagined”? • Can you measure the ROI in terms the business and finance can relate to? • If you sent a survey – where 5 means ‘a home run’ – would you score 5’s?
- 6. Is this your organization? I am guessing you can relate….
- 7. Our Study We surveyed 250 IT leaders and 750 employees to determine the impact of Collaboration roll-outs on communication habits, preferences, and workplace satisfaction. What we learned: • People still like ‘Face-to-Face’ meetings • Lots of communications tools have been rolled out • People only use half the tools’ communication features • Many don’t know how to use the tools available • Usage and adoption is often an afterthought • Most are not consulted in advance of the roll-out • Many are just frustrated with the tool(s)
- 9. • Insert study slide – Finding #8 – Communication Breakdown
- 10. Where to start? How do you ensure the success of a UC and/or collaboration investment? • Knowing what you have today • Determining the problem you are trying to solve! • Keeping an open mind • Putting a plan in place to move forward • Involving the right people • Creating a vision for your collaboration success
- 11. The way forward • Creating a vision • Defining success • Understanding what the business really needs • Knowing who the stakeholders really are • Ensuring usage and adoption • Measuring success
- 12. Creating a Vision Transformative initiatives are often not linked to the larger company mission and vision. Many programs are rolled out without a clearly defined vision of their own. The way forward: • Determine the problem you are trying to solve • Knowing what collaboration truly means to the business • Don’t assume
- 14. Defining Success Most organizations don’t take the time to articulate what success will look like at the end of an initiative. The way forward: • How will you measure success in 18 months time? • Boiling it down to 3-5 “objective” measures • Setting a benchmark for those measures today
- 15. Understanding the business needs Because most initiatives are under tight time lines, the business is not consulted on what they need, how they would use it and which elements they would prioritize. The way forward: • Seek input from the business – not just an IT person • Understand what the business truly needs • Educate the business on what they may not know to ask
- 18. Knowing your stakeholders When we hear the term “stakeholder” many of us think of the senior leaders in the organization. The real stakeholders are the people who will be the most affected by a new technology. The way forward: • List all the roles that will be impacted by the investment • Bring your stakeholders together – listen to them • Get them to articulate success for their roles
- 21. Ensuring Usage and Adoption The success of transformative initiatives is dependent on how well they move the business forward. Ironically, training is seen as the way to educate employees on the value of the new investment. The way forward: • Determine what training is required • Ask about usage and adoption programs from your vendor/partner • Partner internally to build your own usage and adoption plan by role
- 22. • Insert – study slide Finding #4 – When IT Implements a new Communications tool
- 23. Measuring Success Most organizations struggle to demonstrate success beyond, “we rolled it out on-time and on-budget”. Many leaders wonder why they don’t see the savings they expected. The way forward: • Have IT involved 3-6 months beyond roll-out • Schedule meetings post roll-out • Identify gaps • Communicate success and adoption
- 25. A refresher • Start with creating a vision • Define what success looks like • Listen to what the business really needs • Determine who the stakeholders really are • Insisting on a usage and adoption program • Continually measure your success
- 26. So if you are here!
- 27. Let’s get you There… How would your organization score today? We have articulated what collaboration success looks like The business and IT have partnered to agree on priorities We know who all the stakeholders are that will measure success We have a usage and adoption plan - not just training I feel confident that we will show true ROI from our UC investments
- 28. Helping our clients leverage their existing technology investments and maximizing the return on new technology investments Thank You
- 29. Let’s Talk Tech Steve Mcdonald
- 31. Agenda • Softchoice Internal UC Journey • Cisco UC and MS Lync: Choice = Opportunity • Step 1.5 of the 5 Steps: Choosing Technology
- 32. We want UC… A Softchoice Story IT to the rescue! • Network/Telephony Team Said Cisco Voice/Video • Implemented in IT • Tested with IT • Good Quality • Line of Sight to Cost Reduction • Deployed • Success!!
- 33. The Good – 12 Months • Radically Reduced Voice Costs • Eliminated Dedicated Circuits Across the Country • Delivered Ext Dialing Across 30 Branch Offices • Eliminated Legacy PBX Architecture • Migrated Voice and Video Management to IT
- 34. The Reality of Lacking Vision We NAILED… • Voicemail Integration • Video Conferencing Between Key Offices • 1 Year Success Criteria – Implement and Cut Lines/Overhead We Missed… • Rapidly evolving feature sets • User demand for advanced collaboration • Opportunity to collaborate with partners and customers • Elimination of 3rd Party Teleconferencing
- 35. The End User UC Holy Wars
- 36. Unified Communications Technology Stack Content Sharing Video Voice Presence Messaging
- 38. The Reigning Ruler of Voice 2009 2013
- 39. Best of Breed 2010 2013
- 40. Comparing the MS Lync and Cisco UC Portfolios Capability Matrix Basic Telephony X X Desktop Phones X* X PC Clients X X Mobile Clients X X Audio Conferencing X X Contact Center X X IM/Presence X X Web Conferencing X X Federation Services X X Outlook Integration X X Peer-to-Peer Video X X Multipoint Video X* X Room System Integration X* X
- 42. How do we decide… The Organizational View Cisco Desired Features Microsoft Large Microsoft Support Team Extensive Cisco Network Investment Lync IM and Presence Deployed Call Center Limited IT Support Staff
- 43. How do we decide… The Functional View Cisco Required Features Microsoft HD Video – Rooms and Computers Microsoft Application Integration Multi-site Redundancy SaaS Integration
- 47. Step 1.5 • User Types • Current Tools • Primary Needs Profile your users • Deployed • Licensed • Support Profile your investments • Apply to Vision • Apply to Business Process Prioritize features • Deploy a proof of concept • Engage Non-IT Users Test your options
- 48. How can Softchoice help? Customer Satisfaction Excellence
- 49. Keystone by the Numbers
- 50. Summing Up
- 51. Recap How would your organization score today? We have articulated what collaboration success looks like The business and IT have partnered to agree on priorities We know who all the stakeholders are that will measure success We have a usage and adoption plan - not just training I feel confident that we will show true ROI from our UC investments
- 53. Thank you
Notas del editor
- Hello everyone and welcome! I'm <name> the District Sales Manager for <district>. I want to thank you all for coming to what will be a great discuss why collaborations projects fail … and more importantly how to them right! We know that's often easier said than done. After spending large amounts of time and resources on collaboration rollouts, we rarely seem to reap the promised rewards. We've seen this first hand ourselves several years ago. A big investment in a video teleconferencing room was greeted with great fanfare … and then sat unused. And travel between offices was just as high as ever. The issue isn't the technology per say, but how we approach the introduction of new communications tools. Are we clear on the vision and the outcomes we want to drive? Have engaged the right stakeholders? Do we understand how they work and how a given tool can help them become more productive? And do we have the right success measures in place beyond implementing something on time and within budget?
- I think you'll find fresh thinking and approaches - not just in today's presentation but from Softchoice in general. With any project, and especially collaboration, we take a consultative approach. Our goal is to bring clarity to the issues or opportunities you are solving for and to ensure that a given solution is aligned to the outcomes you're looking to achieve. Erika Van Noort, our first presenter, is the Director of our North American Consulting Practice. She has years of experience working with organizations to bridge the gap between what the business is seeking to accomplish and the technology required to get there. The growth in our consulting practice is a direct reflection of just how much the role of IT is changing and the need to involve a growing number of stakeholders in the technology decision making process. On the implementation side, we believe in providing access to a community of technologists with the experience to deliver holistic solutions. With so many heterogeneous collaboration environments, no one knows this better than Steve McDonald, our second presenter, who is the Director of our Networking business. A former CIO and solutions architect, Steve will take us through a look at the choices and opportunities we have - whether we're using Microsoft, Cisco collaboration tools or, as is increasingly the case, a combination of the two. Lastly, we help you optimize your investments over time, through our managed services offerings as well as ongoing touch points and reviews with people like Erika and Steve. And that really is the Softchoice difference - providing you with bright, capable people who are motivated to make a difference to your business. And that is the perfect segue way to welcome one very bright and accomplished consultant to the stage. Please welcome Erika Van Noort.
- Before we get into the study – it would be great to know where some of you are today with UC and collaboration in your own organizations. So- show of hands – how many of you have rolled out come form of UC or communication in your organization – be it, video conferencing, instant messaging, screen sharing, social collaboration? Great – now if you were to send out a survey to all the people in your organization that have collaboration/commuiction tools and ask them to score the roll-out and how well those tools help them in their roles – what would that look like?
- We keep hearing from our customers that while they continue to invest in UC and Collaboration, the results are often not stellar and the business tends to measure success of a roll-out very differently that the IT group. Because of this disconnect, we wanted to go out and assess for ourselves with this study. While the overall results were not entirely surprising, they did further emphasize the things an organization needs to do in order to successfully rollout communications of any kind. What we learned overall: Most of you and others across our respondent base have rolled out a variety of communications tools Very few would give a high core to the satisfaction of users with what was rolled out There is a strong correlation between the business being consulted in advance and the satisfaction of the business with those tools.
- Where to start? Last winter I spent time in the dark – latterly, over the holidays we were without power and needed to figure out what we had on hand that could get us through the situation. My time in the dark inspired an article on UC. What I realized was that my time in the dark was similar to the conversations I had been having with clients on UC – Lots of investments had been made but no one was really sure what they had. My personal favorite – Determine what problem you are trying to solve for – I can’t tell you how many are unable to answer this basic yet fundamental question.
- The idea for today is that you come away with some steps that you can move forward in your own organization. I have put together the following 6 steps which are based on real life experiences with clients of many sizes.
- Creating a Vision Determine the problem you are trying to solve for – as I stated earlier – most cant answer this one! Know what collaboration really means to the business. Try to use the term “collaboration” rather than UC – as and example, I collaborate with my team by video bridge often – I generally don’t UC with my team!
- Defining Success
- Understanding the business needs: As we saw in our UC Study – 77% of respondents say they were not consulted in advance of the technology being rolled out to determine what their needs and priorities might be. This is really interesting. With some of the work I do with clients I often hear this same thing. The crazy part is that when IT acts alone, in many cases they over architect the solution well beyond the actual needs of the business. As a result, the roll-out can take longer and cost more money. If you know the business needs in the planning stages you have a much better understanding of use cases and how to drive adoption.
- Knowing your stakeholders If you know who your stakeholders are then it makes it much easier to sell this internally
- Ensuring usage and adoption If there was one area where most US projects fail – it is right here – usage and adoption We have been brainwashed to believe that as long as we train people Think about when you learned to ride a bicycle – chances are your parent talked about what it would be like to ride a bike – they talked about the two wheels, the handlebars, how to push the pedals back to make the bike stop. But it was not until you actually got to sit on the bike and get a feel for what you were told that you could actually connect. My guess, is that you couldn’t wait after that to use and adopt your bike! Too many time, we train people on the tool itself. This means taking a lot of feature and functionality training and applying it to large groups of people - no real understanding of use cases comes into play. As a result, only the real keeners may try it out and adopt to the point where it greatly impacts their role both effectively and in efficient ways. Let me give you an example of a bank I was working with. We were rolling out 4000 new phone sets as part of an overall UC transformational project. The project was underway when I joined the team and I asked about the training/ usage and adoption plan. I was told it had been cut in the negotiations as it was not deemed necessary and also provided a way to cut costs. Provide banking phone example.
- Measuring Success
- The idea for today is that you come away with some steps that you can move forward in your own organization. I have put together the following 6 steps which are based on real life experiences with clients of many sizes.
- Implementing in a state of EARLY convergence. Presence and IM still new. Video limited to purpose built solutions.
- WE were achieving our goals, but convergence was changing the game. Our users and technical consultants knew what they wanted before IT realized they were behind.
- It wasn’t a bad story by any means. We accomplished quite a lot. We reduced the bottom line and radically shifted to an agile and flexible communications platform. It was a world class implementation, but we weren’t looking at the next phase. The real challenge was that we didn’t have a plan to keep moving and we undestimated the user demand.
- Clear leadership in much of the UC stack was still being defined. Cisco had just acquired Jabber, Microsoft was making real progress with OCS and believe it or not, IBM Sametime was a huge player in the IM and presence client space. Video was still too bandwidth intensive for wide adoption outside of purpose built tools.
- The UC Stack was codified during our implementation. The ability to map the basic UC features to a technology solution had certainly become little bit easier, but we still had some complex decisions to make and needed a foundation.
- Literally back to the drawing board… This time, we are going to ask LOTS of questions
- The relative importance of voice.
- Both have a complete stack available. They are very different in how they deliver the stack.
- Discuss Organizational Concerns that influence the choices
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- How may people connect with the presenters after? Include presenter contact information – email, Twitter, LinkedIn