Accenture Technology Vision 2013

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Trend 4. Seamless Collaboration Accenture Technology Vision 2013 We recommend the following adoption model. Stop thinking about yesterday’s siloed collaboration channels that relied on ad hoc usage and general productivity gains. Start with a targeted, user-centric model that supports specific work activities; think about how you would develop such an application if you were rolling it out to customers rather than employees—that is, make it as enticing and easy to use as possible. Drive more job-specific usage and derive specific productivity gains within specific tasks. In one example from a Salesforce.com customer, the vice president of IT at Enterasys logged into Chatter and noticed that a salesperson was targeting a lower-level prospect at a company where the VP of IT employee knew the CIO. The VP connected the two, iv and the salesperson closed the deal. This requires looking at two goals: one short-term, the other long-term. In the short term, job-centric enablement will tie communication and collaboration to specific activities in order to increase their velocity and efficiency and make employees’ jobs easier. Done right, this will both entice and delight employees, spurring adoption and productivity gains for the most vital tasks within a company. In the long term, rising adoption feeds enterprise productivity. Leadership can have better insight into teams, groups, processes, and ultimately the entire enterprise’s activities. The potential is a virtuous circle in which individual activities become more efficient, thus triggering overall gains across the enterprise. By moving from ad hoc to business-centric usage, enterprises can better instrument and measure how collaboration helps people do their jobs, as opposed to the general, sometimes inaccurate, estimates of productivity boosts that enterprises must render today. Collaboration channels that are more process-specific will also lead to more easily measurable benefits, which in turn can be analyzed and optimized. Such channels also create an opportunity to make data-driven decisions about user productivity, informing both individual and workforce performance assessments. For example, it may be hard to measure the value of giving technical-support agents the ability to chat through text or video directly with higher-tier support staff. But by tying the collaboration tools directly to the trouble-ticket process, you can more easily measure its effectiveness. Comparing rates of ticket closures with and without the use of chat 48
Trend 4. Seamless Collaboration Accenture Technology Vision 2013 sessions, companies can see whether there’s an improvement that ties directly back to cost savings. Once the process is instrumented and quantified, an enterprise can use the data to reconsider how it can further optimize the dissemination of such calls. Instilling a collaborative culture Embedding collaboration requires a cultural shift within the enterprise to change the way it looks at both its workers and its business processes. It involves new ways of thinking about issues within and beyond technology, including new roles and responsibilities, for IT, for business leaders, and for employees across the enterprise. It will also redefine who—and now, what—people collaborate with. In this new paradigm, employees will be collaborating with objects too. First, collaboration becomes a partnership between the business and IT. Currently, it sits squarely under the purview of the CIO, who supports the channels. While IT will still own the channels, how employees collaborate will be the purview of the business, driven by the needs of the business processes. As part of this cultural shift, IT’s role will change. It must provide a flexible platform that will allow the business to integrate the collaboration channels it needs into the applications it uses. Because the requirements will differ within each line of business, one-size-fits-all collaboration tools will no longer suffice. IT must partner with the business, taking a business-centric view and actively understanding the business processes. The technologies must work for the process, rather than the other way around. There may still be separate channels for search, knowledge management, and workflow, but IT should work to either minimize fragmented use within the enterprise or figure out how to deploy them as part of a highly flexible collaboration platform. Enterprises will also need to begin looking at ways to automate sharing. Employees are willing to be more transparent, but taking the time to share information at each step of a process can quickly become a burden, especially when information must be distributed among large groups. But sharing is not limited to people; social metaphors can also be applied to objects. For example, the new GEnx jet engine—currently “ Because the requirements will differ within each line of business, one-sizefits-all collaboration tools will no longer suffice. IT must partner with the business, taking a business-centric view and actively understanding the business processes. ” 49
Page 1 and 2: Accenture Technology Vision 2013 Ev
Page 3 and 4: Foreword Accenture Technology Visio
Page 5 and 6: Introduction Accenture Technology V
Page 7 and 8: Trend 1. Relationships at Scale Acc
Page 19 and 20: Trend 2. Design for Analytics Accen
Page 33 and 34: Trend 3. Data Velocity Accenture Te
Page 43 and 44: Trend 4. Seamless Collaboration Acc
Page 47: Trend 4. Seamless Collaboration Acc
Page 53 and 54: Trend 5. Software-Defined Networkin
Page 63 and 64: Trend 1. Relationships at scale Acc
Page 65 and 66: Trend 6. Active Defense Accenture T
Page 77 and 78: Trend 1. Relationships at scale Acc
Page 79 and 80: Trend 7. Beyond the Cloud Accenture
Page 87 and 88: Conclusion Accenture Technology Vis
Page 89 and 90: Conclusion Accenture Technology Vis
Page 91 and 92: End Notes Accenture Technology Visi
Page 97 and 98: Contacts Accenture Technology Visio

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