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16 August 2021: Zoom is best known for its video conferencing solution, which set new standards for ease of use and quick adoption, which in turn saw its usage skyrocket during the first months of COVID-19 lockdowns. The firm’s brand is now so ingrained that staff often refer to video conferencing as ‘zoom calls’ and the public use the terms ‘zooming’ and ‘zoom me’, even when Zoom may not be technology in use. Unfortunately for Zoom, its strong brand recognition with video calls often obscured the breadth of its unified communications (UC) ecosystem.
Zoom is attempting to reposition its brand as an end-to-end UC platform. The topics for its planned Zoomtopia summit, scheduled for the 14th of September, are clear indicators of where Zoom will focus its efforts in the coming year:
IBRS recent interviews as part of the Cloud economic study found these four sectors have all been particularly impacted by COVID-19 in terms of service delivery volume and increasing expectations on multichannel (if not omnichannel) experiences. So Zoom’s targeting makes sense.
Why it’s Important.
The requirements for UC are shifting from internal standardisation (cost optimisation, ensuring staff can communicate efficiently and switch between communications modes) to external flexibility (delivering services using end-points that the public have on hand). It is for this reason that both Microsoft Teams and Zoom are finding their way into call centre strategies. It is not just that these video communications technologies fit within a larger communications ecosystem, but that the majority of the public are familiar with the services and likely have clients already installed on their devices. The mature wave of UC, which IBRS introduced 14 years ago, is moving from the trailblazers into the mainstream.
There two key triggers for replatforming an organisation’s UC environment, or at least introducing a new UC platform:
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Whilst many enterprises have successfully implemented a bring your own device (BYOD) mobile policy, many have put this in the too-hard basket fearing a human resources (HR) backlash.
Revisiting the workplace mobile policy can reduce operating costs associated with device loss, breakages, and unwarranted device allocation. IT service delivery operating costs have been increasing annually as more sophisticated and expensive handsets hit the market. Meanwhile, mobile applications are creating increased security concerns which add to asset management and monitoring costs.
Now is the time to take stock and transform the organisation’s mobility space by creating a shared responsibility with staff. Mobile phone allowances are fast becoming the norm with a multitude of different models now being adopted. Choose the one that delivers cost savings across the board as there are both direct and indirect costs associated with each option.
Fear of missing out (FOMO) drives information and communication technology (ICT) leaders to look at new ICT applications with the promise of greater benefits. Many organisations then fail to maximise the value of their existing applications and Power BI is no exception. Hidden under a Microsoft enterprise agreement, organisations and staff are often unaware of Power BIs full capabilities.
Excel still remains a default position for most data analytics. The main reason is familiarity and flexibility to construct, but it has limited access to data warehouses making it less efficient as a business intelligence (BI) tool. Complex problems require multiple spreadsheets to capture and analyse data from multiple sources. Changes are often tedious and time-consuming.
To generate meaningful business insights, ICT leaders need to initiate the use cases and upskill staff with BI tools such as Power BI which are capable of agility and real-time value add.
For many years Chief Information Officers (CIOs) have faced endless questions about whether Microsoft (MS) and other suppliers meet the requirements for an enterprise-grade solution. The main components of the office suite (Word, Excel and PowerPoint) and the Windows operating systems for desktops and servers, has been de facto standards for most organisations for many years.
With Microsoft’s success with Azure (Cloud and infrastructure), Dynamics (enterprise resource planning (ERP)), Office 365 (collaborative workplace platform) and the PowerPlatform (analytics and low-code workflow development), MS is now competitive in almost every aspect of the enterprise solution space. Your organisation’s approach to determining the value proposition for any supplier is the same as it has always been – maximum gain with minimum pain. The MS offering in both terms of capabilities, service support and security has matured significantly and now offers a much-improved value proposition that organisations should consider.
COVID-19 has presented a number of challenges for business and the underlying Information and Communication Technology (ICT) in particular. These challenges have presented both as crisis and opportunity but all have been compelling events. To paraphrase Winston Churchill, ‘never let a good crisis go to waste’. In each case, this will only be possible when the lessons learned are properly investigated and documented, allowing evidence-based decisions to ensure organisations improve the way business is done.
The COVID-19 pandemic has resulted in many changes to the way business is done, how employees contribute, and how customers interact. Taking the time to evaluate performance, document the lessons learned, and to improve your business decision processes is invaluable. Applying the technical and business lessons learned from the period of this pandemic will add value for many years to come. It will allow your organisation to reinforce successes, avoid possible errors, and potentially improve its position in the marketplace.
Conclusion: The need to see value from an enterprise architecture (EA) framework is essential, if for no other reason than to justify the cost. However, the business benefit of EA is not just the cost. It will also provide reduced risk and improved agility for the business in its use of ICT.
Many organisations struggle with how success or failure of EA should be measured. This paper provides the reader with guidance and advice on what to measure EA against and how that measurement could be presented as a key performance indicator (KPI).
In establishing KPIs for the EA framework your organisation has adopted, both business and ICT will jointly have a better understanding of the value EA brings to the enterprise, and be able to provide governance on the continuous improvement of your EA framework to achieve even better value.
Conclusion: Many organisations have integrated enterprise architecture (EA) into the business processes, whilst many have not. To some, it is a religious argument as to why the ICT group even needs to have people with ‘architect’ in their name; for others, the EA group is the watchdog of the system, ensuring both new capabilities and changes to existing capabilities will be fit for purpose.
Like most things in business, the cost versus benefit analysis to justify why any activity is a priority is essential before committing effort and resources to it. EA should be no different. Organisations should complete a business case assessment to justify why EA is necessary for their business model, and what form it should take.
In doing so, both business and ICT will jointly have a better understanding of the value EA brings to the enterprise, be able to manage expectations on what EA can deliver and judge its effectiveness.
Conclusion: As a result of COVID-19, has the criticality of web presence for your business changed? Is your organisation now exposed to threats and risks that previously were a lower order concern? Are there advantages to be gained in the realignment of the organisation’s web strategy?
IBRS recommends organisations assess the vision statement for its web presence. Once the vision is clear, review the framework for delivery and sustainment, the processes, and the roles and responsibilities for online web services, as a result of the impact of COVID-19. The purpose of the review is to ensure your organisation leverages the strengths and opportunities of the organisation’s online presence resulting from the impact of COVID-19.
Conclusion: More than one-third of businesses globally claim to have an omnichannel strategy, which is often predicated on the use of digital channels and platforms1. However, in this quest to leverage digital channels, many organisations are rushing to create omni-enablement plans that look good on paper, but in fact, fail in practice.
This paper covers the three measures that organisations can take to successfully evolve their multichannel foundational investment (walking) for sustainable future omnichannel enablement (running).
Conclusion: Organisations that are nearing the end of life for their current voice platforms or have a compelling event to hinge the replacement of their voice service, need to review their use of voice before replacing the technology. IBRS recommends organisations look to leverage voice as an application to operationalise the processes within the organisation, and improve customer satisfaction.
Today the newer technology offerings allow your organisation to get a better return from voice. However, the use of these new technologies will impact business processes and offer greater innovation for your customer interaction. It will not be a simple replacement of boxes.
The key is understanding the power of voice. It is now an application driven by smart software. Businesses need to assess their use of voice to determine the cost benefit of the changes in the technology stack now on offer.
Conclusion: It is no longer viable for telecommunication providers to simply offer Session Initiation Protocol (SIP) trunks for voice connectivity or Multi-Protocol Label Switching (MPLS) links to connect office and data centre locations. Nor does it make good business sense for the telco or for the customer.
The modern architectures of Cloud and Software-as-a-Service (SaaS), mixed with the need to maintain on-premise for critical elements are key components that support most digital strategies. Using older telecommunications architectures with fixed connections and physical infrastructure for routing and switching can be costly, and can stifle agility and therefore productivity.
However, modern telecommunication architectures bring an ability to virtualise connections and network switching. The abstraction of these capabilities allows dynamic management of the services providing substantial agility, as well as potential productivity gains and cost savings to the customer.
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