Presentationer ipt uc mobilitet 2010

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Leif-Olof Wallin

Preparing for the New UCC Paradigm

Clashing Organizational Roles

And I'm a SoftwareBased VoIP Guy• What's a PBX?• VoIP works just fine, and

when it doesn't, I always have my mobile.

• Who needs 100% uptime? I have lots of other ways to communicate and collaborate!

• I use Skype, AIM, Second Life and Facebook already. Why can't you offer me something like that?

• IT'S FREE (or nearly so).

Hi, I'm a Phone Guy• My PBXs have run our

business for decades. Why change now?

• We've invested millions in our infrastructure. We can't just junk it all.

• Who wants to shout at their screen when they already have a phone?

• You say you don't need support, but when it breaks, I get the blame!

• It's insecure! It's unreliable! You'll be sorry!

Presenter

Presentation Notes

Gartner analysts have often seen customer situations where internal departments are maneuvering against each other, suspicious of what "the other guys" are up to. Phone people are nervous about what the software people will do to their network and voice strategies. Software people can't understand why the phone group is being so difficult. Market shifts cause tension for vendors and among the customers they serve. As traditional collaboration vendors (such as Microsoft) offer voice services, and traditional communications vendors (such as Cisco) start to offer collaboration products, the different IT departments aligned with these areas are bumping up against each other. These groups need to stop talking past each other and talk to each other. Proactive communication is the key to defusing potentially tense situations. Make specific agreements to align strategies and discuss future plans. We have also seen some organizations combining the groups responsible for voice and collaboration to better support UCC. Action Item: Take specific steps to prevent stress and miscommunication between the organizational units that will be responsible for the combined UCC implementations.

Key Issues

1. What will be the key UC technology trends through 2014?

2. Which UC solutions will deliver the greatest value to enterprises?

3. How should enterprises develop a UC roadmap?

UCC: The Melding of Two Markets

TelephonyAudioConferencing

Voice Mail

VideoConferencing

InstantMessaging

WebConferencing

e-mail

Presence

UnifiedMessaging

CommunicationsUnified And

TelephonyAudioConferencing

Voice Mail

VideoConferencing

InstantMessaging

WebConferencing

E-mail

Presence

UnifiedMessaging

SocialSoftware

OtherCollab Tools

Wikis

TeamWorkspaces

InstantMessaging

WebConferencing

Email

Presence

UnifiedMessaging

Collaboration

SocialSoftware

TeamWorkspaces

Wikis

OtherCollab. Tools

• Some technologies remain distinctly in the realm of communications (telephony, for example), while others remain distinctly collaboration (for instance, team work spaces and social software).

• Mobility is a requirement of all these technologies.

Presenter

Presentation Notes

UCC is the juncture where the communications and collaboration markets overlap, forming a composite market where they intersect. Some technologies remain distinctly in the realm of communications; for example, voice infrastructure, fixed/mobile convergence, call center support and so on. Other technologies are clearly collaboration, with little influence on or from communications, such as team work spaces and social software. UCC straddles both areas to include e-mail, audio/Web/videoconferencing, voice mail, IM and VoIP. UCC is where communications and collaboration capabilities are strengthening each other in useful and synergistic ways. Combining communications with collaboration makes both sets of services easier to access and provides at least three specific benefits. Integration makes it more likely that users will collaborate or communicate. For example, if VoIP is easily accessible from within a collaboration work space, team members are more likely to talk to each other than if they had to look up phone numbers in a separate directory. Unification enables new ways of working. With easy and inexpensive access to Web, audio and video conferencing from within the context of their collaboration tools, geographically dispersed teams can talk with and see each other while showing other members what they mean. This layer of richer communications adds new ways for teams to work together. UCC makes better use of shared infrastructure and management efforts. When the collaboration and communications tools are deployed together, they can use common infrastructure such as directories, security, support desks and network management, thus reducing costs and increasing efficiencies. This area of overlap also contains most of the unified communications (UC) coverage. In fact, some vendors describe what Gartner calls UCC as UC. We believe that there are important differences between the two. UC is strongly weighted on the communications side of UCC and has traditionally been provided primarily by communications-oriented vendors. The kinds of developments described here are not simply a result of communications vendors moving into collaboration; the reverse is also happening. In fact, many of the most innovative and market-changing developments have come from traditional software vendors offering or integrating communications capabilities in their products. The term "UCC" emphasizes that the developments are coming from both sides. The move toward a UCC technology market will have profound effects on vendors, IT management and support roles, and user behavior.

The Business Value of UCC

Immediate, tangible,quantifiable benefits

Long-term value for employees and customers

DirectROI

Bundle

RevenueCreating

StrategicValue

TacticalValue

ProcessChanging

TCO

BusinessValue

PersonalGeared toward personal productivity.Makes individual's tasks easier and

more effectively accomplished.

CollaborativeSupport collaborative and team activity.

Improves the effectiveness of workgroups in planned and ad hoc activities.

EnterpriseImprove performance at an enterprise or

department level, on a scale beyond what is offered by personal or group UCC. Synergistic

UCC in one area benefits other areas.Leverages

investments acrossmultiple

applications.

Presenter

Presentation Notes

Justifying UC is difficult. It spans technology, market and application areas; there is a lack of proof points in actual deployment; there is limited experience with best practices; and, finally, individual and group requirements vary enormously. However, enterprises that wait for a clearly established ROI before conducting evaluations may lose potential competitive advantage. UC value can be seen in three functional areas: personal UC is geared toward supporting individual or personal productivity; workgroup UC is oriented toward supporting collaborative and team efforts; and enterprise UC adds value and is justified at the enterprise or division level. Synergistic benefits may also emerge as functionality used in one area assists in achieving objectives in other areas. Because benefits are difficult to measure in emerging communications technologies, the most successful approach is often to introduce new UC functionality along with major upgrades of existing applications. Frequently, licenses for new functionality can be funded as part of a major upgrade. Alternatively, limited trials can be funded as a stand-alone pilot. Action Item: Users should target benefits for each of the UC areas separately. This makes it easier to define the value and makes the business cases clearer.

Shifting Focus of UCC Technology

GartnerHypeCycle

Infrastructure Model

CommunicationServices

Business ApplicationIntegration

Management andAnalysis

Value to Business& Business Model

Separate serversPBX, e-mail and

more

Only TCP/IPin common

One-off serverintegrations

Separate admin. and reports

Preserve existinginvestment;tactical ROI

Pre-integratedservers

Standards forkey app. servers

Plug-ins forkey applications:

collaboration

Shared directoryand some reports

Consolidation: platform &vendors

IntegratedWeb and mobile

Data-center model;SOA & Web

services

Plug-ins forapp. suites:

such as ERP, SCM

Some shared admin., reports,

analytics

Process transformation

Personalized with control in clients

Blended carrier-premise model

Blendedbusiness-consumer

SLAs based on personal goals

On-demand;across-

organization

Value to Customer and to the Corporation

Willingness to Invest in TechnologyLowerHigher

IntegratedSilos

MultivendorPortfolios

Web-CentricFlexibility

Device & User-Centric

Focus:Area

Presenter

Presentation Notes

Unified communications is made up of a broad range of technologies and applications. As these mature, the focus of the solutions will change in four ways: The most mature is the Integrated Silos focus where existing communication applications are integrated. This preserves investments but may limit capabilities. The Multivendor focus enables a much better level of integration. One result is that enterprises obtain consolidation savings and productivity gains alike. The Web-Centric Flexibility focus represents the integration of Web- and service-based architectures into communications. This simplifies integration with business applications and consolidated administration. The Device and Client-Centric Focus shifts control strongly toward users, leveraging the important capabilities emerging for devices as well as the advanced consumer-based products. The distinction between business and personal communications will be reduced, but control will shift to the individual. Action Item: Enterprises should understand that the business value and model for communications will shift as UC technology matures.

Balancing What You Buy and What You Get Then Training to Maximize the Value

Supports• Softphone VoIP/UM• E-mail/PIM/UM• Instant Messaging

– Presence– VoIP– Audio/Video/Web

Conferencing• Audio Conferencing• Videoconferencing• Web Conferencing• SMS

Supports• Voice (Enterpris

and Cellular)• Vmail• PIM• Softphone VoWiFi• Softphone Vo3G• Email/PIM• Instant Messaging• Presence• 3-Way Calling• SMS

Supports• VoIP/UM• TTS E-mail/PIM/UM• Instant Messaging• Presence• Audio Conferencing• Videoconferencing

Duplication of functionality and costs will and should exist for multiple years. Training is essential to ensure that users become familiar with the new solutions while product and functional rationalization occurs.

Presenter

Presentation Notes

Most organizations make UC and device decisions independently. This is generally a short-sighted tactical view of the problem, which is further exacerbated by the fact that individual users often buy or influence the device decision based on look, feel or fashion sense. This can lead to suboptimal solutions as companies attempt to force-fit UC capabilities into devices that are simply not designed to support them. Gartner strongly recommends that you take a top-down approach to the problem by first determining what capabilities you wish to deliver to which devices. In the case of mobile devices there may be broader implications than for a wired device like a desktop PC. For example, screen size, network connections, keyboard or pointer limitations may make the use of a UC capability impossible or extremely painful. Action Item: Determine which UC capabilities you will deliver to each user and where, then decide on the most appropriate device to achieve that. Device decisions based on a "cool" factor will be short lived.

The Video You See and the Video You Don't

• Annual Volume: For Every Telepresence 20 HD Systems 3,000-4,000 Personal Video• Location: Dedicated Room Shared Room Where There's a User• Usage: Scheduled Scheduled Ad-Hoc• Bandwidth Design: Dedicated Priority Best Effort• Bandwidth per Call: 10-15Mbps 1.5-2Mbps .35Mbps• Network Impact: 1 Telepresence = 8 HD Systems = 30-40 Personal Video

Telepresence Videoconferencing Personal Video

Conclusion: • 2% Simultaneous Personal Video Usage > Telepresence Usage!• Personal Usage is Difficult to Anticipate, Size or Control

Presenter

Presentation Notes

Early adopters of telepresence are moving beyond initial deployments of 2-10 systems, but are also running into realistic constraints concerning real estate, network capacity and simultaneous use. Many adopters of telepresence technology also have existing video room systems that may be SD or HD in nature. As high-end video builds momentum, it will also drive adoption at the low end, in the form of desktop video systems; much of the required hardware for desktop systems is already being deployed (cameras, speakers, headsets) or is simple to add. The rapid acceptance of personal video streaming, collection, editing and sharing is another factor driving the low end. This dynamic is placing increased emphasis on interoperability between desktop video (either via appliances or as part of UC) and room system video. Plan for desktop usage. For interactive videoconferencing to provide a useful desktop experience, users require a repeatable experience that meets a minimum threshold of quality. Although bandwidth capacity is not the sole determinant of video performance, a lack of capacity can starve video performance. While different codecs can make a significant difference in the resiliency of video performance, based on variable network conditions, the absolute bandwidth required for high-quality interactive video remains remarkably consistent from Skype to UC. This requirement, when considered in the context of current network topologies, means committing to core design principles or guaranteeing that desktop videoconferencing will fail on arrival. These core principals include: Planning for 350 Kbps of average bandwidth for each desktop videoconferencing client. Expecting concurrent use ranging from 1:40 to 1:10, as adoption increases. Using a combination of explicit QoS, traffic shaping and gate keeping, and employing bandwidth classes effectively. Where capacity is constrained, focusing on scheduled calls to meter bandwidth demand. When calling externally, focusing on resilient codecs (such as SVC) to make optimal use of Internet capacity.

UCC Spans Many Markets

IM MarketScopeWeb Conferencing Magic Quadrant

E-Mail MarketScope

Social Software Magic Quadrant

Enterprise Telephony Magic Quadrant

Presenter

Presentation Notes

During the next five years, the number of different communications vendors may be reduced by at least 50%. This change is driven by increases in the capability of application servers and the general shift of communication applications to common off-the-shelf servers and operating systems. As this occurs, formerly distinct markets, each with distinct vendors, converge, resulting in massive consolidation in the communications industry. Enterprises will realize that they have multiple products and vendors performing the same communications functions, and that this redundancy creates additional expense (for licenses and operations alike), makes it more difficult for users to learn and increases the complexity of integration. Most midsize and large enterprises have significant existing investments in communications infrastructure, typically with specific technology partners. These investments need to be preserved. Therefore, the recommended approach is to develop convergence road maps and to migrate platforms, especially via standards, toward increasing levels of interoperability. The road map guides decisions for new purchases and upgrades, and Gartner expects, over the next three to five years, that the total number of strategic communication partners used by a company will be reduced.

Unified CommunicationsMagic Quadrant, 2009

ALU

Avaya

Cisco

Aastra

Siemens

InIn

IBM

Microsoft

Mitel

NEC

Nortel

+ Carrier base has potential..- Lacks U.S. market entry.

VendorTrendfrom 2008 Comment

+ Global position and products.- Multiple products, not well known.

+ Broad and comprehensive suite.- Lacking some UCC areas.

+ Strong voice products & mkt.- Lacks breadth & partnerships.

+ Product function, breadth, vision.- Chapter 11 filing. Uncertainty.

+ Increased UC solution breadth.- Not well known in UC market.

+ Mobile telephony integration.- Lacks product and marketing depth.

+ Broad, open & software solution.- Must re-establish itself.

+ Improved portfolio depth & breadth.- Poor UC marketing and sales.

+ Broad features in all-in-one bundle.- Not well known in many markets.

+ Leading products in key areas.- Lacks credibility in telecom.

+ VoIP telephony Microsoft integrations.- Lacks market breadth and partners.

+ Strengthening UC portfolio.- Uneven acceptance of products.

From "Magic Quadrant for Unified Communications," September 2009

ShoreTel &ToshibaTeleware

challengers leaders

niche players visionaries

completeness of vision

abili

ty to

exe

cute

As of September 2009

MicrosoftCisco

IBM

Alcatel-Lucent

Siemens Enterprise Communications

MitelInteractive Intelligence

NortelShoreTel

TeleWareToshiba

SAPAastra Technologies

AvayaNEC

Presenter

Presentation Notes

The UC market and its technologies continue to mature, and end-user companies have reported successful deployments. However, the market and products remain at an early stage of maturity, and adoption of well integrated solutions remains slow. The slow adoption is the result of multiple technical and organizational issues, including: Enterprises have large investments in existing communication infrastructures that must be preserved; this leads to a slower evolutionary approach, rather than to the faster, revolutionary "rip and replace" approach. Many applications and products are complex to deploy and may require organizational changes. The business case is frequently based on a soft return on investment (ROI) or a strategic investment, such as productivity improvements, rather than on hard ROIs, such as cost savings. As a result, in a conservative economy, deployments will occur more slowly, perhaps as part of a broader technology refresh. Gartner expects these barriers to slowly be resolved and that, by 2010, UC will be an accepted part of enterprise communications road maps and investments. As UC technology and products are deployed, challenging organizational issues will surface and will impede deployments.

A Few of the Vendors in the UCC market…

By 2015, large companies will reduce the numbers of

vendors they use to deploy UC solutions by 60%, but they will

still require at least three vendors for a full UC solution.

Presenter

Presentation Notes

UC is the unification and integration of voice, conferencing (audio, video and Web), messaging (e-mail, voice mail, instant messaging, Short Message Service and so on) and presence information. At present, organizations often use more than 15 communications vendors, but integrating products from this many suppliers is difficult, if not impossible. To succeed, UC planners need to balance the conflicting requirements of preserving key existing investments with introducing new functionality and increasing communications and IT integration. The large vendors will continue to increase the scope of their products and the breadth of their functionality across the UC spectrum. They will also offer attractive "free" bundles. For these vendors, broader solution scope brings opportunities to enter new market segments and a huge overall revenue opportunity that we forecast to grow from $6 billion in 2008 to $19 billion in 2015 — a compound annual growth rate of 17.7%. A new set of vendors will fill gaps in the UC portfolios of the larger vendors, in areas such as video, mobility and cloud-based UCaaS services. For many of the startups, the initial goal will be to fix an immediate problem — to do with integration or functionality, for example — but their long-term goal will be acquisition by a larger player as part of its UC portfolio. However, such acquisitions can take years to integrate with existing products. Marketing claims for UC capabilities will sometimes exceed the functionality delivered. In some cases, early announcements of future functionality will prove overly optimistic, with solutions unable to meet delivery targets. Interoperability between different vendors' products will be an important differentiator, especially for secondary players. Leading vendors may try to dominate accounts by providing only limited integration with third-party vendors. Enterprises will look for standards to increase interoperability.

Microsoft, Cisco, IBM: Pushing Markets Together

• Positions Sametime IM/presence platform at center of UCC strategy• Partners with telecom equipment

providers by drawing a (sometimes moving) line between collaboration and communications

• Bulked up with WebEx, Jabber and PostPath acquisitions• Aggressive moves into collab. market,

led by voice and video with work on integration/interoperability• Positive step into collaboration with

Show-n-Share, Pulse and ECP

• Launched attack on voice spacewith OCS announcements• Special voice or communications

hardware not needed• Products complementary to existing

enterprise voice communications

Presenter

Presentation Notes

Microsoft, Cisco and IBM have been the most active in pushing UCC activities. Microsoft raised the level of interest in the combination of UC and collaboration when it announced Office Communications Server with voice, telephony and conferencing capabilities. Cisco has made large moves into collaboration by acquiring WebEx for $3.2 billion, followed by the smaller acquisitions of Jabber and PostPath for IM and e-mail respectively. Microsoft clearly wants a large part of Cisco's business, while Cisco is clearly bulking up to make a major push into the collaboration market. While, as of early 2009, Cisco really only can offer web/audio/videoconferencing capabilities, it has aggressive plans to push into e-mail, IM and other collaboration categories. IBM centers its UCC efforts (which it labels "UC2") around Sametime, its flagship IM, presence and Web conferencing platform. IBM has chosen more of a partner-based approach to UCC than Microsoft has, developing links with several major telephony suppliers, including Cisco. Microsoft also has partnerships but they appear to be more tactical, as Microsoft has made it clear that eventually it wants to offer products for the entire telephony and UC market. Action Item: Understand the long-term ambitions of each vendor before committing to anyone's stack.

What Do Enterprises Need to Do?Build a Plan!

Voice

Confer-encing

IM/Presence

Messaging

Clients

Apps.

Mobile

Fixed

Softphone

Web

Audio

Video

Rich Presence

IM

Prstnt. Chat

Unif. Msg.

E-Mail

Voice Mail

Thin-Web

Thick

Mobile

Contact Ctr.Collaboration

CEBP

A B C D E Next Monday:Inventory organization's UCC knowledge, products,partners, business owners, stakeholders and plansIdentify overlaps and holesTake the actions required to ensure that organizational structures don't get in the way of plansIdentify areas that produce the best returns (such as increased sales, faster product development and higher customer satisfaction)Build communication "vision" to drive the business case

Over the Year:Evaluate and test strategic partners' product directions,their integration options and plansDon't let vendors drive your plansMatch vendors' plans to yours, and theirs to each otherSelect partners, define road maps, migrations, contracts,start evaluations and trials

Over the Next Three Years:Re-evaluate partner performanceIncrementally expand function and roll-outTest assumptions about benefits and architecturesEvaluate how UCC is affecting change

Vendors

Presenter

Presentation Notes

Companies must develop a road map for migrating to unified communications. First, planners should identify and inventory current products that are deployed in each of the key UC areas. Most enterprises have a mixture of vendors and products. These were originally acquired by different departments and groups, based on entirely independent sets of requirements. This phase will take time, but once an initial pass has been accomplished, the more important vendors can usually be identified. In a second phase, planners should evaluate their possible strategic vendor migration, partnering and integration directions and plans. This will likely include incumbent vendors, but it may include additional vendors, as well as system integrators, designers and service providers. A key evaluation point for vendors is how well they will be able to work with the other vendors who will be part of the long-range picture. In a third phase, enterprises should execute their plans with selected strategic partners in phased plans. The number of products for each key UC area should be reduced. Not all users will need the same level or type of UC support, so targeting functions is a critical part of the process. Action Item: Use the strong competitive market and industry research to ensure the best solution and price.

MarketEvent

The Future Potential

Whenever human intervention or a decision is required, the process must stop and move to a different infrastructure/ process chain.

Each human intervention can add minutes, hours, days or weeks to the process.

Human intervention may still be required, but with communications integrated into the process — presence, messaging, real-time voice —the delays are minimal. The application will directly contact the appropriate person using a communication application.

Extended Enterprise

Communications-Enabled Business Processes (CEBP)

Real-Time Voice or Messaging Infrastructure

The Current Reality

MarketEvent

Industry App.

ERP II Back Office

CRM

Real-Time Voice or Messaging Infrastructure

Trading Grid

Presenter

Presentation Notes

The implications of business process management can be seen most readily in the evolution of business responsiveness in speed and scope. Business processes were traditionally considered from an enterprise perspective — this is now typically extended to a value chain and, in the future, we expect increasingly complex trading grids to emerge. As the scope increases in scale and complexity, the demand for flexibility becomes paramount and unitary control disappears. However, fusion will show dividends only where the management of process exceptions that require human intervention takes advantage of developments in communication applications. Business activity monitoring (BAM) middleware already performs a basic alert function for human consumers of alerts. However, these are very basic in nature and have little real-time intelligence. A BAM alert issued to a cellular phone by way of an SMS is of no value if the consumer is on vacation for two weeks. Unified communications enable BAM applications to reuse established routing rules to determine the most appropriate consumer to receive the alert. This would include consideration of holidays, calendaring and communications medium. Action Item: IT managers should examine how responses to event management can be better satisfied through the tighter integration of unified communications with business processes.

Best Practices: How to Take Advantage of UCC• Anticipate organizational and

vendor politics — plan how to handle it.• Clearly determine what you want

and can use. Don't let vendors lead you to want what they have.• Use new capabilities as a way to

justify or get users excited about upgrades.• Be careful when vendors cross

lines into new areas.

Related Gartner ResearchA Technology Framework for Enterprise Unified CommunicationsBern Elliot (G00173410)

Organizing for Unified CommunicationsBern Elliot and Bob Hafner (G00158462)

Magic Quadrant for Unified CommunicationsBern Elliot and Steve Blood (G00169996)

VoIP, Unified Communications and Collaboration Key Initiative OverviewSteve Blood (G00173584)

Critical Capabilities for Unified CommunicationsBern Elliot (G00169846)



Leif-Olof Wallin




Leif-Olof Wallin


Communications as a Service –the Great (R)evolution in Business Communications

IP-Telefonidagen & Unified Communications Summit 03.06.2010

Mika Tuominen, Director SAP BCM on-Demand, SAP

© 2010 SAP AG. All rights reserved. / Page 2

Agenda

1. What is Communication as a Service (CaaS)

2. What is the big advantage with CaaS and what does it mean for your company?

3. CaaS -From hype to mainstream

4. Customer Story: Fortum and Communications as a Service


Communication as a Service (CaaS)What is it?

Communication solution provided in Software as a Service model

The service provider takes care of the needed communications software and hardware

Enables flexible pricing models, for example based on users/month; pay as you go model.

Easy and and low-risk model to update communications infrastructure to Voice over IP technology


Communications Technology (R)evolution

Y 1950 Y 2010

100%

100%

100%

TDM

Y 1990IP hw IP sw

TDM = Traditional HW-based communications solutions IP hw = IP HW communications solutionsIP sw = Applications based communications services

TDM Era

IP HW Era

IP applications based Era

Communication has becomean application and it is a part ofcompanies’ IT landscape =>This has opened new opportunities forCommunications as a Service Model


Communication Technology Trends and CaaS

Move to VoIP, driven by Voice/Data Convergence

VoIP also strongly penetrating Contact Centers

0

20

40

60

80

IP and Traditional PBX Mix in US Enterprises 1

In %

Traditional PBX

Pure-IP PBX

IP-Enabled PBX

1 Forrester Research, VOIP Liberates Voice From the Phone2 Yankee Group, 11/063 Frost & Sullivan, 2005; note: F&S use the term "Hosted Contact Center" synymous with what is today labeled on-Demand4 Yankee Group, 2008

Resulting in Communication going on-Demand

3


All-software based integrated communications and business process applications

Isolated communicationsand systems silos

Market Is Moving to Integrated Communication Solutions

Range of StandardTerminals

Software Applications

Communications apps

Office Contact MobileTelephony Center Telephony

Standard IT and NetworkInfrastructure

Agents Fieldworkers

Remoteagents

Corporatetelephony users

Travelingexperts

Automatedservices

Offi

ce T

elep

hony

Con

tact

Cen

ter

Mob

ile T

elep

hony

IT S

yste

ms

Diversity ofUsers

Multiple CommunicationsChannels

CRM/ERP(Process apps)

IPHardphones

PCDesktops

Mobile Terminals

PSTN/IN IP Mobile

Networks


Agenda

1. What is Communications as a Service (CaaS)


3. CaaS -from hype to mainstream



Communications as a Service -Business Drivers

Cost pressure Ownership or as a Service

TCO

Cost management

Cost elasticity

Multi vendor management

Hidden costs

Operational efficiency

Optimization of resources

Multi location environments

Measurement and reporting

Information utilization and sharing

System integrations

Knowledge and skills

Network quality and capacityTelco driven –> Solution & need driven

Integrations MaintenancePerformance

Technology revolution

Resources and knowledgeScantiness

Concentration Partnerships

Vendor managementSkill management


CaaS Principle and Benefits for Organizations

Enterprise users

IP-Network

Small upfront investmentsPay as you growFast and secure deployment Location and terminal independencyEasy integrationsCompetitive pricing

CaaS service centers

Telephone networks

CaaS Setup

Benefits


Agenda






From Hype to Mainstream –Nordic CustomersAcross Industries Are Benefiting From CaaS (1/3)

Finance HealthcareLogistics/TransportMedia

http://www.elake-fennia.fi/default.aspx

http://www.luottokunta.fi/

http://www.mandatumlife.fi/

http://www.varma.fi/default.htm

http://upload.wikimedia.org/wikipedia/fi/e/eb/Otavan_logo.png

http://www.itella.fi/index.html

http://www.medineuvo.com/fi/index.php


UtilitiesWholesales ConsumerProducts Manufacturing

From Hype to Mainstream– Nordic CustomersAcross Industries Are Benefiting from CaaS (2/3)

Espoon Vesi

http://www.fortum.fi/

http://upload.wikimedia.org/wikipedia/fi/a/a6/Stora_Enso_Oyj-n_logo.svg


Public SectorServices Real estate

/Housing UnionsTravel

From Hype to Mainstream– Nordic CustomersAcross Industries Are Benefiting from CaaS (3/3)

http://www.vvo.fi/

http://www.holidayclub.fi/index.jsp

http://www.royalravintolat.com/fi/index.asp

http://www.erto.fi/

http://www.vaestorekisterikeskus.fi/vrk/home.nsf


Agenda






Thank You!

IP TelefonidagenFortum

Communications as a Service

* BKK (Statkraft's stake 49.9%) och Agder (Statkraft's stake 45.5%) inkluderade1) 50,5% ägs av E.on Sverige – Kainoon Energia

0 200 400 600 800 1000 1200 1400 1600

Övriga

Göteborg

Syd Energi

Statkraft*

Helsinki

SEAS-NVE

Hafslund

Dong Energy

E.ON

Vattenfall

Fortum

1000 distribution customer, 2008

7 miljoner kunder

1)

Major player on the electricity distribution market

Fortum Customer Services

Provides customer services for Distribution and Electricity Sales & MarketingCustomer Interactions and SalesBilling and Debt collection380 employees in Sweden, Finland and Norway

Customer Interaction & SalesFacts

Approximately 200 employeesMore than 1,5 million calls handled annuallyMore than 200 000 emails answered per year

Delivery per yearMore than 200 000 contracts renewed or sold / yearMore than 200 000 customer moves managedMore than 100 000 electricity supplier switchesmanaged24/7 operation for outage calls in Swe and FinEnergy consumption reduction advisory services

Billing & Debt CollectionFacts

Approximately 130 employeesBilling of Fortum Markets’ and Distribution’s

customersMore than 10 million invoices produced annuallyMore than 10 million payments processed annually

Delivery per yearMore than 100 000 credit controls madeMore than 500 000 electronic invoices producedMore than 700 000 payment reminders sentMore than 10 000 disconnections managedContinuous financial reporting and biannual auditsMeter data management in Norway

Fortum Customer Services, situation one year ago

Communication system was based on Fortum PBX fixed telephone exchange and contact centre application with email add-on

Call recording was made in separate system

All PBX and communication system servers were located in Fortum’s own server room

Our present communication and call recording systems were not technically supported anymore and didn’t have enough licenses and channels for current operations need

Maintenance and upgrade of servers was expensive

Our need was to replace current communication and call recording functionalities with more cost-effective, user-friendly and more flexible solution

Fortum Customer Services, what we wanted

More cost-effective, user-friendly and flexible multichannel communication system

Integrated call recording functionalities

Turnkey solution, no server or PBX upfront investments or installations

Multi-location support

Open interfaces which increase possibilities to system integrations – for example Workforce Management (Teleopti) or Voice Recognition solutions - and process automations

Reliable vendor

Better support for continuously changing business requirements

Fortum Customer ServicesWhy did we choose CaaS and SAP BCM?

The CaaS vendor is responsible for all hardware and software management and offers guaranteed Quality of Service

CaaS allows businesses to selectively deploy communications devices and modes on a pay-as-you-go, as-needed basis

This approach eliminates the large capital investment and ongoing overhead for a system whose capacity may often exceed or fall short of current demand

CaaS offers flexibility and expandability allowing for the addition of devices, modes or coverage on demand

There is no risk of the system becoming obsolete and requiring periodic major upgrades or replacement

8

Markku [email protected]+358 40 721 8942

mailto:[email protected]

Flexibilitet och kontroll för ITEnkelt och kraftfulltför användarna

Unified Communications

Beslutsstöd(BI)

Dokument-hantering

Samarbete Sök

UC&C en del av affärsproduktivitets-plattformen

Flexibilitet och kontroll för ITEnkelt och kraftfulltför användarna

Authentication

Administration

Storage

Compliance

AudioConferencing

E-mail andCalendaring

WebConferencing Telephony

VideoConferencing Voicemail

InstantMessaging

Authentication

Administration

Storage

User ExperienceAuthentication

Administration

Storage

UserExperience

Authentication

Administration

Storage

User Experience

Authentication

Administration

Storage

UserExperience Authentication

Administration

Storage

User Experience

Authentication

Administration

Storage

UserExperience

Authentication

Administration

Storage

User Experience

Telephony and

Voicemail

InstantMessaging

E-mail/Calendaring

Unified Conferencing: Audio, Video,

Web

Framtidens kommunikationssätt

Snabbare kommunikation och effektivare samarbete med hjälp av IT

• Snabbfakta• Växjö Kommun • IT-enheten

• Ett IT• Vägen framåt i Växjö Kommun

• Strategi• Utmaningar• Förändringar• Personen och

dess närvaroi centrum

• Nästa steg för OCS• Vad vinner vi på detta?

Därför valde Växjö Kommun en framtidssäker UC- lösning från Microsoft, innehållande allt från Epost till Telefoni

Snabb fakta Växjö Kommun

I slutet av vikingatiden på 1000-talet kom, enligt legenden den engelske missionären Sigfrid som den förste kristne budbäraren till hednalandet Sverige och Växjö.

Han byggde stadens första kyrka som på 1170-talet ersattes av en stenkyrka, ursprunget till dagens domkyrka. 1342 fick Växjö sina stadsrättigheter av kung Magnus Eriksson.

År 1542 gjorde bönderna i Småland, under ledning av Nils Dacke, uppror mot Gustav Vasas skattepålagor. Upproret kom att kallas Dackefejden.

Växjö har brunnit ett flertal gånger men alltid byggts upp igen. Staden har lång tradition som skolstad, residensstad och stiftsstad. Fram till början av 1990-talet var Växjö även garnisonsstad.

Idag är Växjö en expansiv stad med över 82 000 invånare, ett varierat näringsliv och ett växande universitet.

Snabb fakta IT-enheten (1 av 2)

Vad är vår vision?

Ett IT inom Växjö Kommun och koncernenska bidra till en bättre IT-vardag för alla anställda,elever och kunder till kommunen och dess bolag.

Vi arbetar enligt visionen för Ett IT med samverkan inom koncernen och regionen och därmed sätter vi kunden i centrum.

Vad gör vi?• IT-enheten ansvarar för samordningen av kommunens IT-verksamhet och att ta fram de

standards som ska användas för kommunens IT-plattform.

• Sköta inköp och drift åt Växjö kommuns verksamhet gällandedatorer, servrar, datalagring etc. för det administrativa nätet, elevnätet, publika nätet och näten hos bolagen.

– 250+ servrar– 6500+ datorer (varav ca 250 Mac)– 22000+ användare

Snabb fakta IT-enheten (2 av 2)

Vad gör vi? • Ansvara för drift, utbyggnad och underhåll av datakommunikation

på Växjö kommuns datanät.– 387 fysiska platser med datakommunikation– Telefonväxel

• Systemdrift och applikationssupport– IT-system (AD, SCCM, ISA, SAN, Vmware mm)– Gemensamma system (E-post, antivirus mm)– Verksamhetssystem ( Agresso, Personec, LEX mm)– Applikationshantering– Licenshantering

• Arbeta med strategifrågor, utveckling, säkerhet, beslutstöd och projektledning mm

Hur många är vi?• Vi är idag ca 42 anställda och ca 10 konsulter som sköter drift och utveckling av IT åt Växjö

Kommun (10 st förvaltningar och 7 st bolag).

Ett IT – Varför gjorde vi det?

Ett IT kom till i juni/juli-2008 efter det att vi på IT fått det enkla, men ack så tydliga, uppdraget att som kommunchefen Ove Dahl uttryckte det:

- Se till att hela Växjö Kommun får en lösning för epost

- Koncerngemensamt intranät behöver vi också ha...

Från dessa tydliga krav kom vi ganska snart på att det inte räckte med att göra några små leveranser för att ordna detta. Det fanns allt för många kataloger och epost-lösningar. Bristen på en enda gemensam katalog försvårade möjligheten till gemensamt intranät. Flera IT-organisationer och flera IT-plattformar gjorde inte det lättare. Vi behövde helt enkelt renovera IT i hela Växjö Kommun.

Några veckor senare så stod det klart att renoveringen inte skulle bli lite ny färg på karossen, utan det var mer frågan om en "extreme IT make over" som behövdes.

Det ledde fram till idéer om en ny ekonomisk modell, en serviceportal, en IT-organisation, en IT-plattform och en tydlig satsning på tjänster och avtal.

Så kom Ett IT till och på den vägen är det.. Resan är startad. Projektet Ett IT är numera avslutat sedan 2010-01-15, men det har uppstått ett nytt Ett IT. Länge leve Ett IT!

Ett IT, men var har vi gjort mer då?

Epost och OCS. Under maj 2009 satte vi upp vår Exchange 2010 genom att aktivt delta i TAP-projektet. Under sommaren 2009 satte vi upp OCSR2 primärt för närvaro, snabb-meddelande och webbmöten.

Telefoni. Under 2008 fram till nyligen har lokala telefonilösningar hos våra bolag avvecklats och användarna integrerats i den centrala telefoni-lösningen med växel från Alcatel och hänvisningssystem från Visionsutveckling (kopplat till Exchange kalendern).

Nytt nät. Vi håller på med ett stort projekt som ska förnya hela vår nät och kommunikationsplattform.

IT-plattform 2010. Redan under Ett IT gjorde vi vissa förbättringar av den centrala IT-plattformen med avsikt på att kunna avveckla de mindre IT-plattformarna. Nu genomför vi resten ihop med Microsoft och konceptet MSKD 4.0. Detta projekt kommer verkligen skapa en enda IT-plattform där individens/rollens rättigheter styr allt.

Samarbetsplattform. Vi hade Sharepoint 2007 sedan tidigare för en applikation samt projektrum (främst använt av IT).

Vägen framåt i Växjö Kommun

Epost har sedan länge, jämsides med telefoni och tradionella fil mappar, varit det dominerande verktyget för kommunikation och samarbete inom Växjö Kommun.

De senaste åren har ny funktionalitet som t.ex snabbmeddelanden, delade kalendrar och projektrum dykt upp och gjort det enklare, snabbare och effektivare att samarbeta. Delar av detta finns redan hos vissa på Växjö Kommun, men det är inte heltäckande eller integrerat.

Samtidigt finns det ett behov att ha en mer integrerad kommunikation och samarbetsplattform. Telefoni kan t.ex inte leva sitt eget liv.

Låt oss beskriva vägen framåt:

Strategi för intern information och verktyg för kommunikation

Tänk om:All information som når en anställd är relevant för honom eller henne?

All nödvändig teknik vore på plats för effektiv kommunikation?

Intern information vore ett naturligt sätt att stödja verksamheten?

Då skulle:Intern information och effektiva verktyg starkt bidra till att de anställda på Växjö Kommun kan utföra sitt arbete på ett sätt så att det bidrar till högre service och kvalitet för Växjös medborgare och kunder.

Utmaningar Att kommunicera och samarbeta kan vara en utmaning...

Vem kan delta i mötet nästa vecka?Är Lisa på kontoret idag och vilket telefonnummer har

hon?Var är de senaste mötesanteckningarna?Jag har inte tid att resa till Stockholm, men jag

behöver vara med...Per arbetar hemma. Hur håller vi honom informerad?Jag använder Messenger hemma, men inte på jobbet. Vem är ansvarig för uppgiften ”Kick-off ”? Hur når jag snabbt 20 olika medarbetare som sitter

geografiskt åtskilda?

IdagVarje uppgift utförs enskilt utannaturliga kopplingar tillolika funktioner.

Min Kalender

FilMapparEpostMöten

ProjektrumDeladeKalendrar

MötenEpostFil mapparMin kalender

Förändra vårt sätt att kommunicera

ImorgonInformera, använda och dela medsig utan gränser genom att använda en integrerad person centrerad kommunikation och samarbetsplattform.

Du är i förarsätet!

Förändringar

Personen ochdess närvaroi centrum

Min kalenderMina uppgifterMin närvaro

Våra teamVåra delade kalendarVåra delade dokument

EpostSnabbmeddelandeTelefonWebb möte

Projekt rumDelade mapparCommunities

Org. övergripandeExterna leverantörerAndra företag

Vad har vi nu och vad gör vi framåt?

För två år sedan hade 5 olika epost-lösningar i Växjö Kommun (3 st Exchange, 1 st Lotus Notes och 1 st First Class).

Nu har vi en Exchange2010 integrerad med Live@edu (molnet) för eleverna i grundskolan tom högstadiet.

Eleverna på gymnasiet är kvar i First Class.

Inom kort ska vi börja nyttja OCS 14 för telefonifunktioner. Frågan är hur snabbt OCS14 kommer ta över telefonianvändare från vår nuvarande Alcatel-växel?

Ett nytt intranät som fungerar som ett arbetsredskap baserat på Sharepoint 2010 samt Office 2010 är också på gång.

Nästa steg för OCS

Under hösten 2009 hade vi planer på att integrera vår OCSR2 med vår Alcatel-växel.

Men då vi fick frågan från Microsoft om att vara med i TAP-projektet för nästa generation (OCS14) så beslöt vi att avvakta med den integrationen.

Genom det nya TAP-projektet för OCS14 som inleddes under våren 2010, så kommer vi att stegvis att ansluta ett antal telefonianknytningar till den nya OCS14-plattformen och därmed flytta dessa från dagens Alcatel.

Just nu är i vi i lab-fas med OCS14.

Efter sommaren är det dags att genomföra steg-1, dvs sätta upp OCS14 i produktion för all normal CS-funktionalitet samt 50 telefonianvändare. Detta parellellt med OCSR2.

Sedan kommer vi stegvis utöka med fler telefonianvändare fram tom releasen i höst/vinter 2010 och avveckla OCSR2

Vad vinner vi på detta?Det sägs i olika utredningar att man kan tjäna 5-30 minuter per användare och dag med en UC-lösning. Tid, pengar och miljö är möjliga att spara på med UC.

Exchange 2010: Den nya epost-lösningen har redan genom det nya webbgränssnittet (OWA) skapat vinster tidsmässigt för användarma. Det krävs mindre tid av IT att drifta epost-lösningen, lagringen är billig och ingen backup behövs! Den nya Outlook 2010 kommer göra alla användare än mer nöjda och effektiva.

OCS14: Genom att få ut användandet av närvaro, snabbmeddelande, webbmöten, telefonifunktionerna i Växjö Kommuns verksamhet kommer vi spara mycket tid och göra miljön en tjänst genom minskat resande.

Telefoni: Enligt de beräkningar vi har gjort kommer vi sänka enbart telefonikostnaderna med minst 50% (främst specialiserad hårdvara, serviceavtal på växel och licenser).

Sharepoint 2010: Genom att få en modern samarbetsplattform så kommer vi bli mer effektiva inom/utom Växjö Kommun. Enklare att hitta information och att söka efter den.

Office 2010/Windows7: En ny klientplattform med Windows7 i botten kommer ge användarna bättre och moderna verktyg och ett säkrare, effektivare sätt att arbeta.

Vi syns imorgon i vår nya kommunikation och samarbetsplattform!

Per Andersson, IT-chef / Koncernstrateg IT, Växjö Kommun

Epost: [email protected] Mobil: 0703-417326

http://www.interoute.com/

http://www.isicom.se/

http://www.atea.se/

http://h40060.www4.hp.com/procurve/index.php?cc=se&lc=sv

http://www.aastra.se/

http://www.cypoint.se/

Presentation UC summit

Agenda

Sandvik GroupSandvik IT ServicesOur thoughts around Unified CommunicationPBX 2010 - Procurement of Communications as a Service with support for global deliverySupport organizationSuccess factors – implementation, experiences do´s and dont´s Next step

We are in places you would least expect

Sandvik investor presentation 2009 Page 4

Business concept

Sandvik shall develop, manufacture and market highly processed products, which contribute to improve the productivity and profitability of our customers.Operations are primarily concentrated on areas where Sandvik is – or has the potential to become – a world leader.

Order intakeInvoiced sales Operating marginSandvik 61% ownership in Seco Tools

No. of production units worldwideNo. of employees, 31 Dec 2009

SEK 71,285 MSEK 71,937 M

-2.0%

13744,355

Sandvik Group 2009

SANDVIK TOOLING SANDVIK MINING AND CONSTRUCTION SANDVIK MATERIALS TECHNOLOGY

19,078 MSEK 15,328 MSEK32,621 MSEK

Sandvik – Global leader

%

16%

Sales 2009, share of Group total

6%

10%

40%

17%

11%

Sandvik Global presence

Sandvik IT Services

Supports Sandvik Wherever Needed

900 employees Present in all major Sandvik countries1 200 MSEK turnover Partnership with major IT vendors

Supporting• 365+ applications• > 40 000 users

Main Platforms• iSeries• Java/J2EE• Lotus Notes/Domino• Mainframe (z/OS)• SAP/NetWeaver• Windows/.NET

Our thoughts aroundUnified Communications

MailChat

Audio conference

VideoconferencePresence

Mobility

Online meetingFile sharing

Voice

PBX 2010 - Procurement of Communications as a Service with support for global delivery

PBX procurement 2009Keywords

InnovativeSecureFlexibleGlobal deliveryGlobal supportPricingCentral Management

Scope for 2010SwedenSome sites in US, Spain and Australia

Telecom Service –Communication as a Service

Global governance – SGMT Telecom– Technical Service Architect Ozcar Ardfors– Service Manager Louise Ström– Operation Manager Urban Persson

Telecom as a service since.. 1985

Monthly subscription with additional servicesOperator related costAll cost presented on a user based level to resp. cost-center responsible

Support organization

First line support: Local IT Service CenterSecond line support: Global Telecom groupThird line support: Supporting vendor ex: Siemens GSC

Global Telecom team present in three time zonesMain support centers in: Sandviken, Sydney and New York

Success factors –implementation, experiences do´s and dont´s

Do´sClear objectivesAnchoringQoS WAN and LANPrepare for local deviationsVoice is core in collaborationSeek operator independent solutionsCentralization is the key driver for cost savings

Be patient, a big boom can make you crash…..Grow when there is a needRe-use what you have available if possible

Dont´sDon’t start with carrier traffic. –Very localizedDon’t buy a off-the shelf solution–must start with the business needs

Next step

Gradually rollout to all Sandvik (40.000 users…)UC integration (Video, Sametime etc)Central applications

Call CenterAttendants (switch board)Voice mailConferencing

www.sandvik.com

Från vision till verklighet -Erfarenheter från


Daniel Marberg – Brother InternationalMagnus Bjureblad - Atea

Mål

Visa vad Unified Communications kan tillföra idag.

Syfte

Delge våra erfarenheter.

Mål & Syfte

Vad är Unified Communications – teknist sett?

Rös

tbre

vlåd

a

Tele

foni

Snab

b-m

edde

land

e

Web

K

onfe

rens

Vide

oK

onfe

rens

E-po

st

Nätverk, Säkerhet, Policy

Ett gränssnitt mot användaren

Vad är UC - för användaren?

Vad gör Atea inom UC?

Telefoni

Närvaro & Frånvaro

Kundtjänst

Samarbete

Meddelanden

Fjärrmöten


Brother International i Norden

Bakgrund

Lösningen

Resultat

Vad gick inte som det var tänkt?

• Hur precense fungerar mellan kalender och telefon

• Delta i mötet LiveMeeting – OCS i Tyskland

• MEX funktionen

Resultatet

Vad gick bra?• Genomförandet – Helheten, konceptet, processen

• Kundtjänst och service– Bättre kontroll och överblick på samtal– Tappar färre samtal– Bättre service för kunder– Lättare & bättre för den enskilde användaren– Koppling till e-post

• Ringa från MOC direkt (via CUCIMOC)• Lätt hantering av röstbrevlådan för användaren• Integrering mellan SWE & NOR

• Nätverket– Är det bra nog?

• Köp inte massa bakelit– Mobiltelefoner– Softphones– IM-klient

• Mobila användare– Undvik parallella infrastukturer

• Telefonist och/eller kundtjänst?• Policys – var tydliga• Utbildning för alla• Köra själv eller köpa tjänst?

Att tänka på

Välkommen till vår monter!

Erbjudande

Tack för oss!

Daniel & Magnus

Morgan de RuiterRegional Manager UC Benelux & NordicsPlantronics

Who am I………..

1998 - introduction of the Argent Office - Lucent Technologies (AVAYA) 12 years experience in the field of UC.

Since then worked for/with global leaders of Unified communications like AVAYA, 3Com, Nortel, Vertical Networks, Alcatel, NEC-Philips, Cisco

Senior Consultant for Cisco Unified Communications

Benelux & Nordics UC specialist for Plantronics

Tulips & Wooden shoes.....

Ear & Mouth....

21st CENTURY WORK SPACENOTEBOOK, SMARTPHONE, WIRELESS BROADBAND

TOPOLOGY OF WORK STUDY - 2007

“ Your most valued activities? ”

“ Where do you do these best? ”

• Interacting with people

• Making space to think

• NOT at a desk in the office

15 Successful Knowledge Workers / Leaders

THE ELSEWHERE STUDY - 2008

“ What type of spaces would you like to work in other than at your desk? ”

• Quiet focus

• Team/meeting places

• Inspiring places

• At home

• Social hub

• Outdoor settings

150 people, all levels, different organisations

SMARTER WORKING STUDY - 2009

“ What kind of spaces really support Smarter Workers? ”

• Secluded areas for focus or privacy

• More collaborative and community space

• Super-efficient work tools and facilities

• More equality and less territories

15 leading organisations in Smarter Working

SMARTER WORKING STUDY – KEY INSIGHTS


PRODUCTIVE INFORMATION WORK BEHAVIOURS

Deliberation & Contemplation

Secludednot Office Immersion

Open Plan Office

ReflexiveThinking

Busy/Public Areas Refuelling

Away from Office

Joining Forces

Memorable & away from Work Zone

Birth of IdeaAlone

Stimulated

Fission-Fusion

Together

NEW SPACES TO WORK

TOPOLOGY OF WORK – TAKE AWAY

More than half of information/knowledge workerswork better NOT @ Desk, in Office, from 9-5

Each professional has to discover his portfolio of workspaces best for his job and personal work style

Professionals will often work in poor acoustic spaces

Headsets essential for high-fidelity communication


THE FOUNDATION ENABLERS – MUST HAVE

Portable HardwareSuperlight laptopsTwo mobile phones Long lasting battery

Ubiquitous ConnectivityHigh speed always onWireless voice and data

ReliabilityQuality, overspec’dHighly serviced

BEST TOOLS FOR THE DISPERSED WORKER

Simplified communications

Instant Messaging

One contact list, single mailbox

Click to Dial (PC telephony)

Headsets

Voice Data/Text

Image Video

Real-TimeDialogue

Analogue PhoneMobile PhonePC/Internet Phone

Video CallPersonalConference

InstantAsynchMessaging

Push to Talk SMSIM

MMSIMFlickr

YouTube

Store/ForwardMail

VoicemailGoldmail

Email EmailGoldmail

UNIFY MANY COMMUNICATION WORLDS

ONE PEOPLE Listfor ALL communication modalities and presence

Voice Data/Text

Image Video

Real-TimeDialogue

Analogue PhoneMobile PhonePC/Internet Phone

Video CallPersonalConference

InstantAsynchMessaging

Push to Talk SMSIM

MMSIMFlickr

YouTube

Store/ForwardMail

VoicemailGoldmail

Email EmailGoldmail

UNIFY THREE PHONE WORLDS

One HEADSET to UNIFYmultiple hard and soft phones

Beyond the notebook, smart phone and Wi-Fi

Unified Communications: To know who (in your core team) is there (for you) – presenceTo (quickly) dialogue with them – instant messaging

Headsets:To juggle various phones (desk, mobile, internet)To move and work ergonomicallyFor maximum remote intelligibility (audio presence, free of noise)

UNIFIED COMMUNICATIONS – TAKE AWAY

Intimacy & Impact

Virtual TeamWork


A NEW WORK DYNAMIC

Culture based on TrustRemote/mobile workers work harder/longer

Shared belief that people want to do a good job

Employer and Employee on the same sidePursuing same cause, vision, goal, objective, result

People are self-motivatedWith freedom, employees naturally take greater responsibility

Empowerment, a necessity & benefit of dispersed working

A NEW WORK DYNAMIC

Collaboration happens naturallyOpportunities born out of work needs/desire to connect

Greater mingling in newer spaces

Measured by results NOT presencePresence is not an indication/proxy for performance

Critical change is to shift to 100% result management

Applied with equality and consistencyNot just for mobile/remote worker

LEADERSHIP IN DISPERSED WORKING

Leading from the front, not micro-management

Belief in Smarter Working, remove fearsIf I can’t see them, do they work?How do I do my job if team operates autonomously?

Reinforce core leadership skillsBuild trust and empower peopleManage by outcomes and not inputFeedback: create virtuous circle (coach, don’t tell)

Organise your dayManaging liberty versus commitments

Set clear boundaries - manage expectationsAvailability and contactability

Maintain professionalism in telephone/virtual communications

Maintain undisturbed high focus/attention

Communicate with clarity in conference callsEngaging a ‘distant’ audience

SMARTER WORKER PROTOCOLS

ACOUSTIC INTELLIGENCE

Speech Impact

Voice Intelligibility

Audio Ergonomics

AUDIO ERGONOMICS

Head(set) ergonomics

Usability

Telephony/audio unification

Health and Safety

Psychology

Handsfree benefits

VOICE INTELLIGIBILITY

Challenges: noise, wind, networks

Consequences of poor audio

Increasing tele-work

What you hear, how you sound

Key ingredient: wideband

SPEECH IMPACT

Beyond voice transmit/receiveBeing understood (content)Engagement and impact (results)

How your voice worksLungs and cords ... keeping them fitPitch – tone – pace – power – inflection - pause

Storytelling

The art of powerful conversations Person-to-person, conference calls

FACE-TO-FACE VERSUS TELE-CONVERSATION

Body Language

55%

Face To Face: Mehrabian, A. (1971). Silent messages. Wadsworth, Belmont, California. Telephone: Mehrabian, Albert & Morton Wiener (1967): Decoding of inconsistent communications.

Journal of personality and social psychology 6(1): 109-114.

Tone of Voice 38%

Message 7%

Tone of Voice 87%

Message 13%

VOICE = CRITICAL FOR DISPERSED WORKING

Tune yourVoice Power

AcousticIntelligence

Speech Impact


Audio Ergonomics

Speech Impact


Audio Ergonomics

TOWARDS SMARTER WORKING

FACILITATING THE TRANSITION

Initial focus is on Tangible ChangeReal estate/workplace design and IT

Greatest challenge is transforming People and Work Dynamics

Allowing Information Workers to

work Where & When

they are

Most productive

Cost-effective

And environmentally respectful

SMART(ER) WORKING – DEFINITION

SMARTER WORKING – NEW PRACTICE AREA

Find YOUR Work Space(s)

Convergence around YOUR Head

Master YOUR Voice

21st CENTURY WORK SPACENOTEBOOK, SMARTPHONE, WIRELESS BROADBAND

UNIFIED COMMUNICATIONS & HEADSETS

PLANTRONICS UNIQUE PARTNER ADVANTAGE

The Plantronics Advantage

Voyager™

Savi™Blackwire™

Calisto®UC Office Phones

UC Office Wireless

UC Mobile Wireless

UC Corded Headsets

Compatibility Spring 2010

Optimized UC products provide plug and play call control with OCS –no software needed

Plug in provides call control with UC products and Sametime – no software needed

Call Control with UC products and leading softphones – requires software

http://www.cisco.com/en/US/hmpgs/index.html

http://www.avaya.com/gcm/master-usa/en-us/home/index.htm

Go to market model

Deliver Superior Customer Serviceat Lower Cost with SAP Contact Center Solution

SAP Business Communications Management

Is advanced routing enough for Superior Customer Service?

© SAP 2008 / Page 2

© SAP 2008 / Page 3

How can I make best use of the service resources I have?

How do I ensure the right resources with the right knowledge help solve customer problems?

How do I reduce service costs while maintaining service quality?

How do I manage system costs and reduce TCO?

SAP for Your Contact Center

Challenges SAP Solution

■ Optimize customer facing resourcesby combining multiple sites into one virtual contact center operation

■ Leverage expertise across the organizationfrom the front- and back-office, and in the field

■ Route contacts immediately to best available expert and automate routinesindependent of the contact channel in use

■ All IP and all software based solutionfor front-office contact center agents and back-office experts

■ Native integration to SAP CRM Interaction Centerand CRM processes

■ Short time to valuewith rapid deployment, and system flexibility, scalability and reliability

© SAP 2008 / Page 4

Uncoordinated and inefficient contact center operations, complex systems with limited end-to-end integration and low service levels with poor customer satisfaction drive costs and customer churn.

Contact Center Management CIO’s

Office

Contact Center

Site

■ Limited integration to back-end systems

■ Inflexibility to scale up or down capacity

■ Tedious system updates

Complex systems architecture

■ Inability to get the facts on performance

■ No visibility to how corrective actions are paying off

Limited visibility to performance

■ Complex customer service request leading to long response times and low quality responses

■ Inconsistent customer experience across channels

Low customer satisfaction

■ Distributed resources and know-how not used for customer service

■ Unable to temporarily upscale or downscale resources to respond with variations in customer demand over time

Inefficient resource utilization

Back-office and Field

Inefficient Operations and Poor Customer Service Drive Increased Costs and Customer Churn

Contact Center

Site

HQ

© SAP 2008 / Page 5

SAP enables efficient, consistent and superior delivery of customer service at lower costs.

Contact Center Management

Deliver Superior Customer Service at Lower Costs with SAP Contact Center Solution

■ Monetize existing investments with end-to-end integration

■ Scale up and down in single user increments

■ Short time-to-value with rapid deployment

Cost effective and simplified architecture

■ Know exactly what needs to be improved and where the required savings can be found

■ Take corrective actions with immediate effect

Real-time view and control over operations

■ Leverage expertise in the back-office and in the field to route customer contacts immediately to the best available people

■ Provide consistency and quality across multiple contact channels

Improve customer satisfaction

■ Reduced time spent on each interaction with intelligent routing to experts and automation of routine tasks

■ Flexibly increase or decrease capacity for customer interactions without increasing headcount by leveraging idle resources in the back-office

Flexibility in resource utilization

CIO’s Office

Contact Center

Site

Back-office and Field

Contact Center

Site

© SAP 2008 / Page 6

Business Communications Management Capabilities in SAP CRM

SAP BCM provides a flexible multi-channel, all-IP business communications platform with out-of-the box integration to SAP CRM Interaction Center.

Inboundcontact center

Outboundcontact center

Enterprise-wide communications

management

© SAP 2008 / Page 7

SAP CRM Interaction Center integrated softphone

Communication Mobile Client (CMC)running on Symbian mobile terminals

Browser based BCM softphone

Enterprise-wide Communications MgmtSelect phone terminal according to business need

Microsoft Office Outlook 2003 / 2007 embedded softphone

3rd party application integrated or tailored softphone

SIP desk phone or 3rd party PBX phone

© SAP 2008 / Page 8

Inbound Contact centerAgent tools – browser based BCM softphone

Personal presence management

Active customer interactions info

Real time queue view including login status management

Special call handling tools: e.g. recording, conference, callback, audio settings and quick dialing keys

Call handling tools: answer, hold, transfer, consult, hang-up

Link to Message Panel

Communication Desktop (CDT) offers comprehensive real time multi-channel queue management and monitoring functionality for agents

© SAP 2008 / Page 9

Directory view to access in-house directory and

presence data

Also other directories, e.g. customer, partner and personal can be

created.

Selected person current, future and past

availability information

Inbound Contact centerAgent tools – browser based BCM softphone

SAP BCM directory and presence services improve personnel availability and reduce unsuccessful contact transfers

Quick list to manage personal presence

information

Profiles are always customer specific

© SAP 2008 / Page 10

Inbound Contact centerOut-of-the-box SAP CRM integration

BCM softphone integrated with CRM Interaction Center 4Caller number based

customer recognition4 Answer /reject

incoming calls4 Hang up4 Transfer4 Consult4 Conference4 Toggle between calls4 End wrap-up4 Dial pad for calling out

SAP BCM – CRM integration enables customer service agents to use single user interface to manage incoming customer interactions

© SAP 2008 / Page 11


BCM email channel integrated with CRM:4CRM email analysis

integrated withBCM push routing

4Accept or reject incoming email

4Transfer email4End wrap-up4Dial pad for calling out


© SAP 2008 / Page 12


BCM chat channel integrated with CRM:4 Accept or reject

incoming chat4Transfer chat session

via queue4End /leave chat

session4End wrap-up4Dial pad for calling out


© SAP 2008 / Page 13

Online Monitoring

Location independent browser based tool

Summary view provides “current status at glance” view with a possibility to drill down to summary level or queue specific statistics.

Monitoring user can also define personal monitoring views, set alarm/threshold limits, compare statistics to e.g. previous day or previous weekday

Online Monitoring tool provides comprehensive real time statistics on current business day and current moment

© SAP 2008 / Page 14

Online Monitoring

Agent statistics view provides details for agent performance, current status and queue login statistics.

Monitoring user can control agent queue login statuses and skill settings via Agent statistics view

Online Monitoring enables manager to monitor current performance andtake corrective actions if needed

© SAP 2008 / Page 16

SAP BCM and CRM Blended Analytics

BCM contact handling statistics are feed up to SAP BW /Analytics through out-of-the-box integration

Blended Analytics provide blended communications and business statistics enabling a true 360° customer view

© SAP 2008 / Page 17

SAP CRM Interaction Center integrated softphone

Communication Mobile Client (CMC)running on Symbian mobile terminals

Browser based BCM softphone

Enterprise-wide Communications MgmtSelect phone terminal according to business need

Microsoft Office Outlook 2003 / 2007 embedded softphone

3rd party application integrated or tailored softphone

SIP desk phone or 3rd party PBX phone

© SAP 2007 / Page 18

Example of a Call Transfer Scenario with integrated communications

© SAP 2007 / Page 18

© SAP 2008 / Page 19

Thank you!

01

Unified Communications What to do?

Matthew Finnie CTO

The road to blue sky?

2

Unified Communications 2010

• Unified communications (UC) is the integration of real‐time communication services such as instant messaging (chat), presence information, Telephony (including IP telephony), video conferencing, call control and speech recognition with non real‐time communication services such as unified messaging(integrated voicemail, e‐mail, SMS and fax). UC is not a single product, but a set of products that provides a consistent unified user interface and user experience across multiple devices and media types.[1]

* Courtesy of Wikipedia

http://en.wikipedia.org/wiki/Instant_messaging

http://en.wikipedia.org/wiki/Presence_information

http://en.wikipedia.org/wiki/IP_telephony

http://en.wikipedia.org/wiki/Video_conferencing

http://en.wikipedia.org/wiki/Video_conferencing

http://en.wikipedia.org/wiki/Call_control

http://en.wikipedia.org/wiki/Computer_speech_recognition

http://en.wikipedia.org/wiki/Unified_messaging

http://en.wikipedia.org/wiki/Voicemail

http://en.wikipedia.org/wiki/E-mail

http://en.wikipedia.org/wiki/SMS

http://en.wikipedia.org/wiki/Fax

Unified Communications with Interoute One the communication network

PSTN

Mob

ile

Customers

InterouteOne

Platform

IPPBXe.g.

Cisco

TDM PBXe.g. Avaya

SIP End

Point

Interoute Network

Secu

re N

etw

ork

Inte

rfac

e

MicrosoftOCS

VVNCustomer Specific

or Interoute Partition

Interoute Network

• A multi technology and access agnostic communication platform for enterprise communication.

• It binds all legacy and new communication methods together through an open standards carrier platform

• PBX vendor and access type agnostic

• IP or TDM • Microsoft OCS R.2.0 compliant

• Onnet Calling

Core motivations

Cost: • Cost of calls; All office to office calls are zero rated regards of geography

• Flexibility in how you route calls and re route calls • Common communication in any location on any device Productivity:• Lower TCO through common administration of all communication services

• Integration of directory services centralised administration of corporate communications via enterprise directory services

• Desktop integration – call control and management as part of the desktop build

• Users can optimise communication around devices not get forced down a inappropriate technology paths

5

How to get started – current choices?

6

Or

Making the choice – challenges

• IUCN (International Union for Conservation of Nature), they headquartered in Geneva plan to roll out Microsoft OCS and Exchange 07 across their organisation with a view to ultimately replace their PBX.

• IUCN wanted to be able to control the migration themselves

• They didn’t want the big bang as they understand OCS is a “new” technology so the effects are “unknown”

Integrate – Separate ‐ Combine – Migrate • IUCN had PBX’s in every office • Rather than rip out the PBX and swing over to OCS “over a weekend” they wanted a controlled roll out of the new technology

• Interoute took over the existing numbers and connected the PBX to Interoute One

• IUCN connected their OCS mediation server to Interoute via our Microsoft Certified SIP trunk

• On a department by department basis they forwarded the numbers until they were satisfied the PBX was no longer needed

SIP Trunking

Worldwide Fixed Line

and Mobile calls

Interoute Hub Management

Portal

Active Directory

Mediation Serve

rOCS

ServerMain customer site 1

Customer site 2

Internet

Remote Customer site 3

Conclusion• Unified Communications is not blue sky and not simply an aspiration -

but it does challenge traditional approaches to buying building and creating services

• Find an approach that ticks the core motivations and allows you to achieve your goals

• Interoute has an approach that allows YOU to CONTROL the migration and the development of your roll out without sacrificing service

http://en.wikipedia.org/wiki/Image:BMW_Logo.svg

http://en.wikipedia.org/wiki/Image:Emirates_logo.png

http://en.wikipedia.org/wiki/Image:Mitsubishi_logo.svg

http://en.wikipedia.org/wiki/Image:Merrill_Lynch_logo.svg

http://en.wikipedia.org/wiki/Image:PricewaterhouseCoopers.svg

Thank you

For more information on migrating to Unified Communication please contact Interoute

10

Interoute’s diverse customer set