business collaboration: leveraging your digital infrastructure to drive alignment and growth
TRANSCRIPT
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Drive productivity with real-time collaboration & communication
Enterprise Apps
•
Key Integrations
File Sharing
Enterprise Infrastructure
Chat & Presence
HD Meetings & Web Conferencing
Discussions
Notes
• Task & Project Management
File Sharing
Business Collaboration Leveraging Your Digital Infrastructure to Drive Alignment and Growth
8 October 2015
Vanessa Thompson, Research Vice President, Collaboration & Communities
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Is Your Phone Your Alarm Clock?
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Some “trends”
Broad “Platform” changes are very disruptive Fundamental changes are in play
Tech is not just an equalizer and a way to reduce costs
It’s a strategic advantageBusiness model innovation is / can be more disruptive than product / service innovation
Information is a new currency in this new age but “big” isn’t the point
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The Connected Worker
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The Conten
t Condui
t
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Adapting to Change...
Organizations can adapt to changes in their ecosystem by using mobile technologies to support and enhance current business models.
Create new customer
experiences
Generate new revenue
streams Rapidly respond
to changing conditions
Improve operational efficiencies
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Focus on strategic
partnerships to be best in class
N=510, Source: IDC Workforce Transformation Survey, February 2015
What do you believe will be the most important business priority for your organization in 12 months from now?
Don't know
Generate leads
Interact with internal business colleagues
Gather feedback or ideas from external audiences
Recruit for jobs and new talent
Gather feedback or ideas from internal sources
Interact with external audiences
Advertise new products or services
Build strong relationships with employees
Generate revenue through direct sales
Offer customer service and support
Gather information about new products and/or services
Promote your company, product and/or brand
Build strong relationships with customers
0% 5% 10% 15% 20% 25%
1%
4%
4%
4%
4%
5%
5%
5%
7%
10%
10%
11%
11%
20%
Building Strong Relationships...
Marketing
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Contribution to Overall Spend
Impact on Overall Business...
Marketing
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Customer careCustomer satisfaction
Overall effectiveness of business operations
Managing customer engagement
Collaborating with other business units
Opportunity qualification (Sales)
Continuous learningManaging corporate communications
Reputation building (company, brand, product)
Cost and safety initiatives
Managing partner services
Performance in new channels
Marketing message engagement (brand/campaign)
0%
50%
No impact(0%) Minimal Impact (1-10%)Moderate Impact (11-25%) Significant impact >25%
N=510, Source: IDC Workforce Transformation Survey, February 2015
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Upgrade to 24/7 support - Mobile focus PHONE
Social NetworkingAccess/Update
CalendarChecking Emails
TABLETPersonal Productivity
(Note Taking)Checking Emails
Participating in Online Communities DESK
Creating DocumentsEditing DocumentsFile Sync & Share
What is the primary device you would perform the following activities? Top three activities.
N=510, Source: IDC Workforce Transformation Survey, February 2015
Simple Mobile Tasks...
Customer Support
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Focus on Customer
Satisfaction
Customer Support
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Alignment of processes ensure that all relevant information is readily available and shared.
Flexibility to manage exceptions, returned goods, and delivery issues
Dynamic marketing with many offers, interesting content, discounts, and value add
Seamless collaboration experiences with other employees, customers, partners and suppliers
Account representatives or relationship managers with strong knowledge of me as a customer and my company's engagement
Great in-store / branch / outlet experience
Presence across many channels of communication, including mobile devices, social networks, chat, etc.
Excellent and extensive self-service capabilities on web or mobile apps
Personnel that are motivated, capable, and friendly
Consistent experience across different channels of interaction
0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0% 14.0%
3.9%
5.1%
5.4%
5.4%
6.3%
6.6%
6.8%
7.3%
11.7%
11.9%
A Consistent Experience...
N=419. Source: US Experiences Survey, IDC, February, 2015
In your opinion, what are the 3 most important factors in achieving a superior Customer Experience?
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N=419. Source: US Experiences Survey, IDC, February, 2015
In your opinion, what are the 3 most important factors in achieving a superior Employee Experience? Please select up to three choices
Self Service on Mobile...
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70%
60%
50%
40%
30%
20%
10%
0%Alignment of processes
Self-service capabilities on web or mobile
Seamless collaboration
with other employees
System that makes suggestions/
recommendations
Presence across communications
channels
Per
cent
age
of R
espo
nden
ts
40% select both 1 and 3
36% select both 1 and 2
16% select both 4 and 5
Growth though technology experiences
Sales
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N=419. Source: US Experiences Survey, IDC, February, 2015
Factors for Experience cross tabbed with top communication channels
Connecting on Social Networks...
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Dynamic Marketing
Consistent
experience across
channels
Capable, motivated personnel
Collaboration among
employees, customers, partners, suppliers
Account reps with strong
knowledge of customer
Excellent self-service capabilities on web or
mobile apps
In-store/ branch
experience
Flexibility to manage
expectations
Presence across
communication channels, including
mobile devices, social network,
chat,…
Alignment of processes ensure that
relevant information is available and
shared
50%
40%
30%
20%
10%
0%
Per
cent
age
of R
espo
nden
ts
Top “Communication Channels” Among Respondents Selecting Each Driving Factor
1. Social Networks
1. Social Networks
1. Social Networks
1. Website/ portals/
1. Social Networks
1. Company website
1. In-store experience
1. Social Networks
1. Company website
1. Company website
Customer Care starts in Sales
Sales
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Human Resources
Finding Experts is a Major Challenge
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Locating Talent in the Business
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How much time do you waste not being able to access the right information, data or people you need to get your job done? This is only when you are at your main work location, not remote. Please try to estimate this work by hours per week in terms of looking for information, data and/or people.
7.36
7.38
8.14 Information
Data (search/access)
People
N=510, Source: IDC Workforce Transformation Survey, February 2015
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Don't Know
Desktop or notebook refresh
New mobile application deployment strategy
C-level directive
Driving cultural change
Application deployment
finding experts
Mobile deployment strategy
Enhanced Mobile access
OS upgrade
Migration to public cloud
Activity based working strategy
securing mobile devices/applications
Access to information
regulation/compliance/policy/governance
Application modernization
Application consolidation
Cost reduction
0% 2% 4% 6% 8% 10% 12%2%
3%
4%
4%
4%
5%
5%
5%
5%
5%
6%
6%
7%
7%
7%
8%
8%
10% Human Resources
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Integrated Talent Practices
Getting Content Where it Needs to Be...
N=510, Source: IDC Workforce Transformation Survey, February 2015
Top driver for the next major change to Content Collaboration
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Takeaways
Create New Customer
Experiences
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Rapidly Respond to Changing Conditions
Generate New
Revenue Streams
Improve Operational Efficiencies
Personal Preference
as a Business
Metric
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