Build a Business Intranet that Actually Works

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The term “intranet” won’t die. It should. I don’t think I have ever seen a good intranet in 24 years since I first started writing about business intranets in 1997 (yes – by writing about this market I was a part of the problem!). I’d even argue that there is no such concept as a “good intranet” – as it is an inherently flawed idea. An intranet effectively tries to bring together all the stuff that employees don’t access or don’t want to access and puts it somewhere that employees might actually use.

Intranets don’t help employees do their jobs

Why don’t we access these systems? Because they are generally not “core” to our jobs. Employees will find and access the systems and applications that are core to getting their jobs done – even if they are terrible to use (even in this “designed for humans, SaaS-world” there are still plenty of core systems that are terrible to use). Some companies try to integrate their intranet and core applications; making employees access the intranet to login to their essential apps. This might make life easier for IT responsible for deploying, managing and securing the applications. It also excites HR as they hope that along the way to accessing these systems, a “schmear” of company culture or information might rub off on them. But many employees quickly work out ways around these systems by bookmarking sites or using dedicated applications.

One of the reasons that company intranets are generally so poor is because they don’t actually help people do their job. There are often no guided processes or checklists to ensure follow through on tasks. Remember how many salespeople didn’t (or still don’t) use the CRM system because it didn’t help them actually sell? Well, intranets suffer from the same problem.

Some software providers looked to solve this problem by bringing the company intranet and core application together into a single interface. Salesforce has limited success with Chatter – but many users of Chatter spent much of their energy telling employees they “weren’t using Chatter the right way” – which sounds awfully like a design problem, not a user one.

Now is a good time to review your company intranet

Why now? Because the big collaboration players (Microsoft in particular) are improving their offerings in this space, creating partnerships, and painting a vision of a world where employees might actually WANT to access company intranets.

Which brings me to Microsoft Viva. We wrote about Viva when it was initially launched as a concept and businesses (and more importantly, their employees) can now experience the capabilities. Viva helps resolve some of the challenges with business intranets:

  • It makes some of the collaboration systems more usable and insightful
  • It actually provides outcomes for employees (through the learning module in particular)
  • It integrates with existing processes and exposes these application-centric processes through Teams

At the same time, it is trying to be a “cultural change agent” by having a single place to go to view company news and announcements. This is similar to many company intranets, and like many of them, is likely to be an abandoned sideshow – the only time many employees visit it will be when they are forced to – like when the CEO sends an all-company email saying that there is an announcement on the company intranet that everyone needs to see. Which is the digital equivalent of posting you a letter to inform you that you have an email!

The challenge for Viva is that employees need to be using Teams to get the most out of it – and I don’t just mean “using Teams for chat and calling” but using the collaboration elements effectively – ALL the time. And the challenge with this is that (a) many employees don’t EVER use these features of Teams (or use them sporadically), and (b) some companies (and teams within companies) have multiple platforms for collaboration and sharing (Slack, Trello, Basecamp, Jira etc).

But either way, Viva looks like a positive step forward for collaboration – and more importantly, it gives businesses some guidelines on how to improve their existing intranet.

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How to Make your Intranet work?

Integrate the work that people have KPIs on, with collaboration and intranet systems

Design processes so the intranet makes it EASIER for people to do their jobs – by removing unnecessary handing of information, copying and pasting, multiple levels of authentication and moving between many applications or screens. Leave requests or approving invoices have already been integrated into email – so managers can click a button in the email to send the approval. But what if there were a page on the intranet where all the leave requests or approvals for funding or payment were in a single spot? What if the system provided insight around these requests (such as Mary Singh only has 1 day leave left, or Company ABC takes 90 days to pay on average)? And if all leave requests could be approved with a single click, it actually makes the employees life easier.

Build processes into the systems to solve employee pain points

Many intranets are ostensibly used for helping employees find each other or find experts on specific topics. But they don’t guide this process – they just say “there’s lots of information here – use the search tool and good luck!”. Design guided processes for outcomes people actually want to achieve. Survey your employees to find out what they’d like the intranet to help them achieve – and build some employee journey maps across various roles to understand the challenges and pain points. If it makes sense, use the intranet to help resolve those pain points.

Make your existing tools more powerful and easier to use

Your employees generally want to collaborate. Don’t get me wrong – many don’t wake up each morning thinking that they’d love to share some documents with unknown team members today – but they do want to work together more easily than they do today. So take a look at what stops them from achieving this and look to solve those problems by making existing tools more powerful and easier to use. Adding analytics helps employees and their managers better manage their time and their interactions. Automating file sharing and discovery will help employees find the information they need without adding additional work for the content creator.

Businesses need to think of their intranets as “places to get things done”

Too many intranets seem to be designed for 4pm on Friday afternoon versus 9am Monday morning. And if this is yours, then don’t be surprised that employees don’t use it that often or give it little time. The more you can use an intranet to make employees lives easier, the more likely that you will be creating a resource which improves the productivity and happiness of the employees you serve.

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Zoom Joins the Contact Centre Fray with Five9 Acquisition

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An Update (1 October 2021): This acquisition did not go through even after the boards of directors of both companies had approved it. It was voted down by Five9 shareholders, citing growth and valuation concerns. This is an unusual example of an acquisition not going through because of unwillingness of one of the companies. In recent times, regulators have stopped some acquisitions. Incidentally, there were some concerns raised by the by Federal Communications Commission (FCC) as Zoom is based in US. but has product development operations in China.

The partnership arrangement between the two companies will continue including support for integrations between their respective Unified Communications as a Service (UCaaS) and Contact Centre as a Service (CCaaS) solutions and joint go-to-market initiatives.

Zoom has announced their intention to acquire cloud contact centre service provider Five9 in an all-stock deal for about USD 14.7 Billion. This is Zoom’s largest-ever acquisition as the communications platform continues to expand their services and launch new products. The deal is expected to be completed in the first half of 2022 and Five9 will be an operating unit of Zoom.

The last year has seen Zoom scaling up their product offerings, including cloud calling solution – Zoom Phone, conference hosting solution – Zoom Rooms, and applications and productivity tools – Zoom Apps and Zoom Marketplace. Zoom also acquired real-time translation startup Kites GmbH to offer multi-language translation capabilities, and Keybase – a secure messaging and file-sharing service to build end-to-end encryption for its video conferencing platform.

Ecosystm Analysts share their thoughts on Zoom’s strategy and roadmap, how Five9 will augment Zoom’s capabilities, and the impact the acquisition will have on Zoom’s competitors and the market.

Why Contact Centre?

Ecosystm Principal Advisor Tim Sheedy says, “Zoom is moving beyond its period of ‘organic hypergrowth’ brought on by the pandemic. While the paying customer base for their core video collaboration service will continue to grow, growth rates are likely to begin to track the market. To grow beyond market rates, Zoom needs to move into new markets – through product development or acquisition.”

Talking about the importance of voice services, Sheedy adds, “Voice services are an obvious adjacent market to help drive growth, and Zoom already has seen some success with their Zoom phone service and associated devices – in fact, they already have 1.5 million users. The Five9 acquisition gives the company a stronger and deeper capability in the voice sector; buying them a significant chunk of the voice services in business – the contact centre. In many businesses, the contact centre already accounts for over 50% of their voice minute usage, so winning this space will go a long way towards winning the overall voice and collaboration supplier in enterprises.”

Ecosystm Principal Advisor Audrey William predicts exciting times ahead for Zoom. “With Zoom already having a platform for video, then bringing voice into that equation and now a contact centre solution, makes them take on their competitors in an all-native cloud stack. There is a still a large installed base of on-prem UC customers and with Zoom seeing success with Zoom phones in the short time frame since its launch, this is where this will get exciting for Zoom. The telephony piece is still important in the race to simplify how we work, communicate, and collaborate today. It is that same voice/telephony discussion that can lead to a routing discussion, which then leads to a contact centre discussion.”  

Ecosystm research shows that 54% of organisations are challenged in their customer experience delivery because of integration issues between multiple platforms. William sees this as an opportunity for Zoom. “The use cases to integrate workflows into the video environment is going to be important for Zoom. Video is now being used to solve customer service issues like letting the agents take over the screen to see how to help solve the customer problem immediately by using video and contact centre applications. The ability to bring this natively together will be very powerful. Zoom is investing heavily into apps and working to partner with ISVs who can develop workflows suitable for easy customer communication in specific industries such as Healthcare and Financial Services.”

Why Five9?

Five9 is considered a pioneer in cloud contact centre solutions and owns a comprehensive suite of applications for contact centre delivery and customer management operations across different channels. Five9 has made several acquisitions and enhancements to their CCaaS solution in recent years to make their stack more complete with richer AI offerings. They include Inference Solutions to offer their customers a Conversational AI solution and Whendu’s iPaaS platform which provides a no-code, visual application workflow tool.

William says, “More contact centres want to do away with monolithic IVR systems that confuse customers with too many long menus. The Agent Assist solutions are also gaining importance especially in the hybrid work model where agents face challenges working in isolation and not being on a floor with their colleagues and managers.”  

Five9 has acquired a cloud workforce optimisation provider Virtual Observer. “So, we are not looking at just a basic level contact centre solution but an offering with important capabilities demanded by customers,” says William. “During the investor call this week, Zoom’s Eric Yuan and Rowan Trollope made it clear that they have been listening to customer feedback on how effective it would be to have a single platform that can accommodate UC and contact centres in the cloud. Zoom also sees Five9 as a good fit culturally; and their goal now will be to disrupt all legacy systems with cloud-native communications.”

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What lies ahead?

William thinks that Zoom’s competitors will be watching this integration closely, especially those that lack an all-in-one native cloud UCaaS and CCaaS stack. “However, some of Zoom’s competitors have an established base of large enterprise customers and have done well to grow revenues and defend their base over the years. Working with in-country partners and ISVs will be critical for Zoom’s growth across regions.”

Sheedy thinks that the most important takeaway from this acquisition is not that Zoom is moving into the contact centre space. “It is that Zoom realises they have a “once in a generation” opportunity to grow beyond their core and cement their position as a supplier of collaboration and communication services – and that they are willing to flex their balance sheet and share price to create their future. The competition – from Microsoft in particular – will be strong. Google, AWS, Salesforce, and Facebook are also making a play for this market. Zoom has found themselves in their current position of strength due to good luck and good timing – and they appear to be telling the market that they aren’t going to give up their leadership without a significant battle.”

“Enterprises will be the true winners in this battle – with better, more integrated, lower cost and easier to implement communications and collaboration solutions for their employees and customers,” adds Sheedy.

Experience Economy
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Juniper Acquires 128 Technology to Boost AI Expertise

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Juniper Networks has entered into an agreement to acquire Massachusetts-based 128 Technology for USD 450 million that will enhance its AI-driven enterprise networking portfolio. The deal is expected to close by the end of 2020. The combined portfolio of 128 Technology’s Session Smart™ networking and Juniper’s Mist AI platform will bolster Juniper’s AI expertise in SD-WAN technology.  

Ecosystm Principal Advisor, Ashok Kumar says, “Juniper Networks has been a major player in enterprise networking from the core to the edge of the network with SD-WAN, WLAN, and AI-driven applications aware network products. Juniper had strengthened their enterprise networks portfolio with the acquisition of WLAN vendor Mist Systems in 2019 which provided cloud-based management and an AI engine. With Juniper’s acquisition of 128 Technology the network transformation process in the industry will continue.”

The platform created by 128 Technology bases decisions on real-time sessions instead of legacy static systems and networking approaches. The newer system created through this by Juniper will use AI to automate sessions and policies for a full AI-driven WAN operation – from initial configuration to customisable actions across various levels, and AI-driven support.

In addition to this, the automation is expected to reduce overheads, minimise IT costs and deliver better client and user-experience through automated network optimised for client-to-cloud. The two companies also aim to optimise the network and user experiences for voice, 5G and collaboration. Juniper continues to evolve the enterprise networking portfolio adding to the acquisition of WLAN start up Mist Systems for USD 405 million last year. Juniper’s AI -driven SD-WAN and networking products and services for enterprises and end-users is a step towards smart LAN and WAN environments.

A recent study on The Future of the Secure Office Anywhere, conducted by Ecosystm on behalf of Asavie found that 56% of global organisations are looking to improve employee experience, as they look beyond the COVID-19 crisis. The feedback from over 1,000 business and technology leaders globally, also finds that 55% of the organisations are also focused on digital transformation. This will require a re-evaluation of enterprise network solutions, to give employees seamless access to company resources as they continue to work remotely.     

“Enterprise communications is being transformed to a user-centric, session-oriented distributed model from a legacy network-oriented centralised WAN model. In the new remote working environment of Office Anywhere, the traditional use of VPN in combination with first-generation SD-WAN will become an impediment going forward. Enterprises will need to re-design networks to address each end-user’s unique needs and their access to applications and all business resources as though they were a Branch of One.”

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A New State of Equilibrium: Thoughts on Post-COVID Predictions

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I recently came across an article which makes 7 predictions for a post COVID world. Upon reflection, I agree with the predictions to varying degrees and decided to comment further.

First, let me share a couple of general observations. Currently, we are still in the eye of the storm. Many are unable to see any light at the end of the tunnel. There is quite a bit of negative sentiments, and some fail to see that the situation will ever improve. I am sure similar thoughts occurred during other crises: the 1918 Pandemic (Spanish Flu); the Great Depression of the 1930s; the Dot.com bust of 2001; SARS in 2003; and the Global Financial Crisis/Great US Recession of 2007. During each of these events, a sense of impending Armageddon came over much of the population. Certainly, in each instance, people did experience some personal and social permanent changes, with which they learned to adapt and cope. But, inevitably, the world did go on and Armageddon did not occur.

One of the basic truths I believe, is that humans require and crave interaction with other humans. Think about the videoconferencing applications. The use of these apps grew exponentially as the main communication channel. Instead of just audio, it was audio and video. These mediums greatly assisted society in coping and adapting. Mankind, and the Natural World, will always find a way.

Here are the predictions from the article:

  • Companies that traffic in digital services and e-commerce will make immediate and lasting gains
  • Remote work will become the default
  • Many jobs will be automated, and the rest will be made remote-capable
  • Telemedicine will become the new normal, signaling an explosion in med-tech innovation
  • The nationwide student debt crisis will finally abate as higher education begins to move online
  • Goods and people will move less often and less freely across national and regional borders
  • After an initial wave of isolationism, multilateral cooperation may flourish

I very much agree with the author’s first prediction. This one is fairly obvious, as it has proven true throughout the crisis with providers such as Amazon, Zoom and others. It is expected to continue into the post COVID world. This is also evident from the findings of the Ecosystm research on the impacts of COVID-19. Organisations intend to continue to use digital technologies, even after the immediate crisis is over (Figure 1).

Top Measures to be retained by organisations Post COVID-19

A Natural State of Equilibrium will Emerge

I believe for each of the areas described in the predictions, there will be various levels of long-term modification. None of them will return to their pre COVID-19 state, as we have all experienced going down the rabbit hole. During the pandemic, due largely to the lockdowns, the pendulum swung significantly towards one side. Many times, when people predict a new view, the current state is considered the New Normal. For me, the relevant question is: Will things stay as they are now, or will there be a new natural state of equilibrium? If so, what will it look like, in each of these areas? I don’t believe there is one answer, or one New Normal for all the dimensions being discussed. I believe a new normal state will potentially be different for each individual, each company/entity and each condition. In a post COVID-19 world there could be 50 shades of grey in each of these areas. 

One of the predictions states that remote work will become the default. It must be remembered that part of work is a collaborative effort. While video conferencing has enabled collaborative efforts, the importance of the accidental interaction at the break room, printer, etc. can’t be under-estimated. It is these unscheduled interactions that enable accidental collaboration which can lead to great solutions. Thus, there will be many shades to the Future of Work – there will not be one absolute. 

A similar example is a prediction for higher education. Part of the learning process a university offers is interacting with people who are not similar to your background or beliefs. That is one of the benefits of a diverse university. Similar to the corporate environment, many different types of learning environments will enable a person to gain great experiences from the time at university.

The advantage of all these alternatives will be the additional options and benefits to people post COVID compared to the pre COVID-19 world. It will present many great opportunities for entrepreneurs and innovators, as well as end-users and consumers. It will create new and iterative ‘middle spaces’. It will be possible for a David to emerge and challenge a Goliath(s).

The two Chinese characters for the word ‘crisis’ are “danger” and “opportunity”. Just as we are in a dangerous time now, it has also presented new and different opportunities. Those opportunities will continue to exist even when the danger has passed. I am also reminded of the old expression “May you live in interesting times”. It very much applies to all of us now and in the future. I wish the same for all of you.

Stay Safe. Stay Healthy. Stay Mentally Positive.


More insights on the impact of the COVID-19 pandemic and technology areas that will see transformation post COVID, as organisations get into the recovery phase, can be found in the Ecosystm Digital Priorities in the New Normal Study
Ecosystm COVID-19 Research Data

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The Path to Recovery – The Post COVID-19 World

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We continue to receive responses from the tech buyer community on the impact of COVID-19 on Digital Transformation initiatives, and the early business and technology measures that were implemented to combat the crisis. As the months go by, it is becoming apparent that organisations have implemented the early measures and are now looking ahead to their journey to recovery.

IT Teams realised that even if they had the right technology solutions, they were unprepared for the scale or capacity to extend these technology offerings to handle the sudden and enormous changes required to manage the crisis. Their cloud business applications, cybersecurity and collaboration solutions were simply not sufficient to meet the needs of the remote workforce. As organisations become more conscious of business continuity planning (BCP) for future eventualities, they will boost their technology capabilities, over the next 12 months.

Another area the study aims to explore is how optimistic is the business outlook, when it comes to expecting a return to normalcy. Only 3% of organisations are expecting a New Normal that is very different from where things were at the beginning of the year. About a third of organisations are expecting a return to normalcy by the end of the year, while the majority expect to recover by the middle of 2021. Also, some industries are more optimistic of a recovery than others. As an example, 35% of healthcare organisations expect a return to normalcy by the end of the year. This is a positive indicator, given that the industry has been in the forefront of the crisis, for nearly 6 months now.

Recovery Post COVID-19 World

More insights on the impact of the COVID-19 pandemic and technology areas that will see continued investments, as organisations get into the recovery phase, can be found in the Digital Priorities in the New Normal Study.


Ecosystm COVID-19 Research Data


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Negotiating the New Normal: Lessons from Tech Leaders

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5/5 (2) As organisations come to terms with the “new normal”, technology companies are presenting unique offerings to help them tide over the situation and lead them towards economic and social recovery. These companies are also leading from the front and demonstrating how to transform with agility and pace – evolving their business and delivery models.

Organisations are dependent on digital technologies more than ever before. In 2020, we have already seen unprecedented and rapid adoption of technologies such as audio and video conferencing, collaboration tools to engage with employees and clients, contactless services, and AI/automation. This will have a wider impact on the technology industry, community, and redefining the workplace of the future.

Ecosystm Principal Advisor, Tim Sheedy hosted a virtual roundtable with business leaders from some of the world’s largest technology service providers to discuss how they managed the challenges during the pandemic; and the measures they implemented to support not only their business operations and working environment, but also to help their customers negotiate these difficult times.

The Role of Technology During the COVID-19 Crisis

When the COVID-19 crisis hit, IT teams found themselves largely unprepared. Ecosystm research finds that only 9% of organisations considered their IT fully prepared for the changes that had to be implemented (Figure 1). More than a third did not have the right technology solutions and 41% were unprepared for the scale of the changes required and the capacity to extend the existing technology to meet client and employee needs.  Impact of COVID-19 on IT

While 27% of organisations felt that they needed more support from their IT provider, further questioning reveals that only 4% switched technology providers for better support during these difficult times. Organisations are looking to their technology partners for guidance, as they negotiate the new normal.

Here are some of the discussion points that emerged in the conversation with the technology providers.

Business Continuity Planning is Still Evolving

One of the early impacts on businesses was due to their dependence on outsourced services and offshore models. Several concerns emerged – how could their provider continue to operate offsite; would they be able to access the network remotely; how should fully remote teams be managed and so on. In addition to this, there were other challenges such as supply chain disruptions and a sudden change in business. Even technology providers felt that they were navigating uncharted territory.

“Remote project delivery is not new, it’s been going on for a few years; but I think that there’s been a lot of non-believers out there. This experience has moved a lot of those non-believers to the believer category. A lot of our delivery can be done from home – think of the savings of time and money that can be realised through this.” – Andrew Campbell, Partner Asia Pacific for Talent and Transformation, IBM

Moreover, the rising workload and client expectation has led businesses to move towards exploring automation and AI.

“The thing that is changing now is, when we approach a new opportunity or an existing customer with a new requirement, we look at using automation. Typically, when you go in to design a solution you always think of the human aspect. We’re working very hard to move our thinking to automation first and then supplementing it with the human side as a backup.” – Michael Horton, Executive VP, ANZ, HCL Technologies

Data has become paramount in this time of crisis. The right use of data is helping organisations fulfil customer requirements, enhance their experience, and optimise services and products.

“Those organisations that have a good understanding of the data within their business, and how that data can be used to understand the impact on their business, are starting to have much better clarity on future requirements.” – Peter Lawther, Oceania Regional Technology Officer, Fujitsu

Organisations should take the learnings from managing this situation to keep evolving their business continuity plans – keeping in mind individual business needs and growth and business strategies.

Having the Right Infrastructure Means Employees are Productive

The lockdown and social distancing measures forced organisations to focus on the infrastructure that can support their remote and hybrid work environment.

“Before the pandemic around 20-30% of our staff logged on to a VPN, but with remote working, all of a sudden, we were at 90%.” – Lawther

The adoption of digital tools and online infrastructure led businesses to re-think how they were delivering their services. While some organisations had the tools, governance and the protocols in place, there is still a long way to go for organisations to solve their infrastructure and networking challenges.

“It gets down to the quality of the equipment that the staff use – which ranges from decent laptops, phones, and network connections. If you don’t have that now, people cannot work effectively.” – Horton

Several of these organisations, focused on ergonomics as well, when evaluating their employees’ infrastructural needs when working from home. This extra focus on infrastructural needs – with the employees firmly on their mind –  ensured that there was minimal impact on delivery.

Caring for Your People is More Important than Ever

The pandemic has changed the way people work, socialise, and interact. While this appears to have become the new norm, adjusting to it can create emotional stress. Simultaneously, as organisations focus on survival and recovery, workloads have increased. Employees are working extended hours, without taking adequate hours. There is an immediate need to involve organisations’ HR practices in evaluating the emotional well-being of employees and finding better ways to engage with remote staff, to reduce stress.

A key aspect of handling the crisis has been empathy, transparency and engagement with employees. In a business environment, we have all sorts of teams, cultures, clients, and so on. The common thread in this model is that everyone’s just become a lot friendlier, more empathic, more transparent.” – Sumit Nurpuri, COO, SE Asia Hong Kong and Taiwan, Capgemini

Organisations will have to be innovative in the way they manage these people challenges. For example, a common problem that has emerged is employees attending meetings, with interruptions from family, especially children.

“One of the things that we did as a part of our team meetings is that we assigned tasks to children at the beginning of the call and in the last few minutes, the children presented back to the teams on what they’ve been up to. It was a mechanism for us to make sure that we were involving our staff and understanding their current situation – and trying to make it as easy for them to work, as possible.” – Lawther

Taking the Opportunity to Drive Positive Outcomes

The other aspect businesses are trying to overcome is meeting the rising expectations of clients. This has led them to focus on skills training, mostly delivered through e-learning platforms. Organisations find that this has translated into increased employee performance and a future-ready workforce.

The crisis disrupted economies and societies across the globe, with business and industry coming to a standstill in most countries. Unexpected business benefits emerged from the necessity to comply with country regulations. By and large, employees have been more productive. Also, many organisations re-evaluated their commercial property requirements and many were able to reduce expenses on office rentals (for many this will not be immediate, but there is a future potentiality). Similarly, there were other areas where businesses saw reduced expenses – operational costs such as equipment maintenance and travel expenses.

“When you start global projects and global implementations, you typically do some kind of global design work and maybe fly in people from all over the world, typically to a centralised location. This has changed to virtual meetings and collaborative interactions on online global design. The amount of time and money that was saved – that would typically be spent on people traveling to manage these global design workshops – was great” – Campbell

 

Most organisations, across industries, will have to make considerable changes to their IT environment. The Ecosystm Digital Priorities in the New Normal study finds that 70% expect considerable to significant changes to their IT environment, going forward. Technology providers will remain a significant partner in organisations’ journey to transformation, recovery and success.

 


Watch the replay of Ecosystm ‘Digital Leaders Roundtable on the Future of Work’ and hear from global technology leaders as we transition to the hybrid workplace.
Digital Leaders Roundtable on the Future of Work


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SAP and Siemens Partner to Accelerate Industrial Automation

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5/5 (1) Last week industry leaders, SAP and Siemens, announced a partnership to bring together their respective expertise on creating integrated and enhanced solutions for product lifecycle management (PLM), supply chain, service and asset management, in a move that is expected to accelerate Industry 4.0 globally.

The partnership between SAP and Siemens aims to develop innovative business models to break silos between manufacturing, product development and service delivery teams to establish seamless customer-centric processes. It will provide users with real-time business information, customer insights and performance data over the entire product development cycle.

As the first step of this agreement, Siemens will offer SAP’s Intelligent Asset Management solution and Project and Portfolio Management applications and SAP will offer Siemens’ PLM suite Teamcenter software for product lifecycle collaboration and data management to manufacturers and business operators across the network – complementing each other’s solutions.

Ecosystm Principal Advisor, Kaushik Ghatak says, “The convergence of the Information Technology (IT) and the Operational Technology (OT) worlds is a must for companies to operate in the cyber physical world of Industry 4.0. Historically, these two worlds have operated in silos. This is a great partnership announcement aimed towards meeting the convergence goals by integrating the capabilities of Siemens (an OT leader), and SAP (an IT leader). Together they would be able to offer an exhaustive set of very valuable offerings in the Digital Supply Chain and Digital Manufacturing domain for customers worldwide.”

Ghatak says, “This is not the first such partnership for Siemens. A strategic alliance between Siemens and Atos has been in place since 2011. In 2018 the alliance was strengthened with plans to accelerate their joint business until 2020, with a focus on building innovative solutions by combining their capabilities. However, the difference this time is that SAP has very a deep and wide set of software offerings in the supply chain and manufacturing domains, which when stitched together with Siemens’ PLM solutions can provide true end-to-end digitalisation capabilities across the ‘Design, Source, Make, Deliver and Plan’ continuum of the value chain.”

Ecosystm Comments

Ghatak, however, cautions that while this is a great partnership announcement between two giants in their respective fields, they will need to collaborate actively on three key aspects for this partnership to deliver value for the customers.

  • Product Development. Building-integrated solutions with heterogenous data models is not easy. It will require very open collaboration between their product development teams to identify the use cases and build solutions that can enable seamless information flow and actions across the different software modules owned by each.
  • Go-to-market. Going to market jointly will need strong collaboration too. In terms of the agreement on customer account ownership, pricing, sharing of pre-sales resources and so on.
  • Implementation. And, last but not the least, it will require collaboration to ramp up the implementation capabilities of the jointly developed solutions.

Checkout insights from the Ecosystm IoT Study.Click on the link below to Access 👇
Ecosystm IoT Market Insights


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AWS and Slack Partnership Announced

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5/5 (1) As organisations aim to maintain operations during the ongoing crisis, there has been an exponential increase in employees working from home and relying on the Workplace of the Future technologies. 41% of organisations in an ongoing Ecosystm study on the Digital Priorities in the New Normal cited making remote working possible as a key organisational measure introduced to combat current workplace challenges.

Ecosystm Principal Advisor, Audrey William says, “During the COVID-19 pandemic, people have become reliant on voice, video and collaboration tools and even when things go back to normal in the coming months, the blended way of work will be the norm. There has been a surge of video and collaboration technologies. The need to have good communication and collaboration tools whether at home or in the office has become a basic expectation especially when working from home. It has become non-negotiable.”

William also notes, “We are living in an ‘Experience Economy’ – if the user experience around voice, video and collaboration is poor, customers will find a platform that gives them the experience they like. To get that equation right is not easy and there is a lot of R&D, partnerships and user experience design involved.”

AWS and Slack Partnership

Amid a rapid increase in remote working requirements, AWS and Slack announced a multi-year partnership to collaborate on solutions to enable the Workplace of the Future. This will give Slack users the ability to manage their AWS resources within Slack, as well as replace Slack’s voice and video call features with AWS’s Amazon Chime. And AWS will be using Slack for their internal communication and collaboration.

Slack already uses AWS cloud infrastructure to support enterprise customers and have committed to spend USD 50 million a year over five years with AWS. However, the extended partnership is promising a new breed of solutions for the future workforce.

Slack and AWS are also planning to tightly integrate key features such as: AWS Key Management Service with Slack Enterprise Key Management (EKM) for better security and encryption; AWS Chatbot to push AWS Virtual machines notifications to Slack users; and AWS AppFlow to secure data flow between Slack, AWS S3 Storage and AWS Redshift data warehouse.

William says, “It’s a win-win for both vendors. AWS has sealed a good partnership for its Chime solution and other AWS cloud services. This ensures that Amazon Chime is used alongside a vendor with a reputation in the collaboration space. On the other hand, Slack gets the benefits of a robust cloud architecture including reliability and security and can now embed its collaboration offering with voice and video capabilities for its customers.”

The Competitive Landscape

The partnership between AWS and Slack has enabled Slack to scale and compete with more tools in its arsenal. The enterprise communication and collaboration market is heating up with announcements such as Zoom ramping up its infrastructure on Oracle Cloud. The other major cloud platform players already have their own collaboration offerings, with Microsoft Teams and Google Meet. The AWS-Slack announcement is another example of industry players looking to improve their offerings through partnership agreements. Slack is already integrated with a number of Microsoft services such as OneDrive, Outlook and SharePoint and there was talk of being integrated with Microsoft Teams  earlier this year. Similarly, Slack has also integrated some GSuite tools on its platform.

“There is a battle going on now in the voice, video and collaboration space and there are many players that offer rich enterprise grade capabilities in this space. AWS is already Slack’s “preferred” cloud infrastructure provider, and the two companies have a common rival in Microsoft, competing with its Azure and Teams products, respectively,” says William.

The Single Platform Approach

The competition in the video, voice and collaboration market in becoming increasingly intense and the ability to make it easy for users across all functions on one common platform is the ideal situation. This explains why we have seen vendors in recent months adding greater capabilities to their offerings. For instance, Zoom added Zoom phone functionality to expand its offerings to users. Avaya released Spaces – an integrated cloud meeting and team collaboration solution with chat, voice, video, online meetings, and content sharing capabilities. The market also has Cisco as an established presence, providing video and voice solutions to many large organisations.

Organisations want an all-in-one platform for voice, video and collaboration if possible as it makes it easier for management. Microsoft Teams is a single platform for enterprise communications and collaboration. William says, “Teams has seen steady uptake since its launch and for many IT managers the ability to capture all feedback, issues/logs on one platform is important. Other vendors are pushing the one vendor platform option heavily; for example, 8×8 has been able to secure wins in the market because of the one vendor platform push.”

“As the competition heats up, we can expect more acquisitions and partnerships in the communications and collaboration space, in an effort to provide all functions on a single platform,” says William. “However, irrespective of what IT Teams want, we are still seeing organisations use different platforms from multiple vendors. This is a clear indication that in the end there is only one benefit that organisations seek – quality of experience.”

 

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Survive to Thrive: How the Right Technologies can keep you Engaged with your Employees

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5/5 (2) As we get into the second month of Circuit Breaker here in Singapore and most people are working from home, we are hearing a lot more about the difficulties that organisations and individuals have faced when it comes to operating as a remote workforce – or what is commonly called working from home or “WFH”.

As the CEO of technology research and advisory platform, I am lucky to have some of the global experts and thought-leaders in remote working as part of our team. While it is not an easy ask of staff, and some find it harder than others, remote working is going to be an increasingly important component of our work lives in the future, and something we need to get right in order to “Survive to Thrive”.

People and Engagement

​Let’s face it – we are in a humanitarian crisis, foremost and the economic crisis is just a fallout of it. So impact on People has to be the number one consideration. Working from home can be a real culture shock. Gone is the ability to quickly speak to the colleague next to you, meet someone for lunch or even just have a discussion in the pantry. Taking away these social interactions can impact employee morale and therefore productivity. Putting an effort into team-building – as hard as it is to do remotely – is very important.

Groups on social messaging apps (outside of the work-related ones) can help rebuild that camaraderie and strengthen social bonds. Plan team-building exercises such as quizzes, virtual drinks, or even networking lunches that can be done remotely. Remember, the wellness of your teams is directly proportionate to the well-being of the business.

Process and Practice​

Working from home requires a different mindset to being in the office, and it is easy to get dragged into an endless cycle of emails and conference calls. This often means that the act of planning and discussing replaces the act of doing!

This is where good-practice from the pre-COVID-19 era becomes an essential practice right now. Note-taking, summarising discussions, and recapping roles and responsibilities for project execution becomes paramount. Documenting and tracking progress will have a positive impact on productivity and ensure that teams are focused on their collective and individual responsibilities.

While there are many applications that you may consider to manage and monitor projects, you may also want to explore appointing dedicated people whose role is to identify how processes have been affected by remote working, and how bottlenecks can be cleared with more effective use of collaboration software.

Technology to get Digital Ready

Teams need the applications to communicate and carry out their responsibilities diligently. Luckily, in the age of cloud computing, most organisations were able to quite easily transition to a work from home environment. Those that struggled were the companies that had not embraced digital and were not using any cloud-based software (for email, collaboration, bookkeeping, HR or CRM); or those that are mandated by strict compliance and cybersecurity measures that cannot be enforced in employees’ homes.

While many organisations were already using a variety of communication & collaboration solutions, in the new work from home setups, you may want to consider additional solutions to help you get through your current challenges. The good news is that many technology providers have made their offerings available for free trials during this period, so the financial outlay may be minimal or non-existent.

You should also not overlook the importance of cybersecurity at this time. Regulations around data privacy are still applicable, and home-networks are not as secure as enterprise networks. At the same time, social-engineering and phishing attacks are also on the rise. So be sure to provide regular updates to your teams with guidance on how they can help maintain the security of your data and networks.

 

In conclusion, as we come to terms with the current normal, and get a glimpse of what the future normal may look like; we continue to see the old adage that it’s people, process and technology – in that order – which will guide us through the current situation and set us up for continued success. While no one has a crystal ball, it is actions – how you interact with your colleagues and the processes you put in place – and not technology that will ultimately best position your organisation to thrive in the future.

 

As published in the tabla! (An SPH Publication)

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