You have made the leap…invested in collaboration solutions…the boxes have arrived and software secured. Now the question is how do I roll it out to my organization and my different line of business users to meet their unique needs? Our collaboration portfolio has never been more flexible to accommodate the needs of a diverse and ever changing workforce. Whether you are an HR leader, field worker, sales executive or individual contributor, you can leverage the same collaboration investment to meet your distinct requirements. In this session, we will review these distinct requirements and showcase the appropriate collaboration use cases from both a horizontal line of business lens and a vertical lens.

1. Building an Adoption Plan:
The Business Value
of Collaboration
Ted Schirk
Collaboration Practice

5. Why?

6. Disrupt or be disrupted…
The Digital Transformation
Taxi Services
Uber/Lyft
Retail Stores
Amazon.com
Music
Spotify/Pandora
Hotels
Airbnb
Print Advertising
Google/Facebook
Vehicles
Tesla Motors/
Faraday Future
Point of Sale
Square
Banking
FinTechs

7. What does it mean to be an Agile Organization?
Collaboration is Foundational
Promote the open flow of information
Encourage rapid and iterative
experimentation and learning
Function as a network of employees,
customers, and partners
motivated by a shared purpose

8. People
are working
differently
Places
where people
work are changing
Networks
continue
to evolve
Collaboration solutions must adapt to the
realities of the Agile Era
Highly mobile and app centric
Small self-organized teams
Time shifted work schedules
Demand for personalization,
flexibility, and visual interactions
Employees are transitioning more
frequently across more locations
Growth of open office layouts and
shared spaces
Information exchange through
multiple digital workspaces
Collaboration across and beyond
corporate boundaries
Applications available from a
combination of clouds
Multi-layer security imperatives
Software defined networks

9. Changing Workforce/Customers= Changing Expectations
We are only
5 years away from
the Net Generation
entering the
workforce.
Traditionalist Boomer Generation X
1928–1945 1946–1964 1965–1980 1980–2000 2000–2020
Net
Gen
Millennials
Source: Cisco Work Profile Survey, 2014

10. Business leaders believe team
performance is necessary for growth
The Future of Corporate IT, 2013–2017
People
Optimizing both
team & individual performance
Optimizing only
individual performance
TARGET PERFORMANCE
ACTUAL
PERFORMANCE
RevenueperEmployee
Time
Performance Over Time
Opportunity for IT
Introduce new technology
to drive team performance.

11. Prioritize Collaboration
Be twice as likely to outgrow your
competition and increase your profits.
-Deloitte
2x

12. How?

13. Business Value Opportunities
Transformation of:
Culture / Process / Operations
/ Workplace
Travel Optimization
Human Capital Management

14. Make Collaboration Simple

15. Meetings Experience Workspace
Experience
Client Experience
Experience = Key to Successful Business Outcomes

16. Collaboration Challenge
Today everything is an island

17. Collaborate:
From the Browser to the Boardroom
Browser / mobile Home Branch Small Group Spaces Larger Spaces Boardroom
Voice + Video + Document Sharing on any Device with
Partners, Suppliers & Customers

18. Define desired outcomes
Identify users and processes
Select the right solution
The Collaboration Journey

19. AgilityCost Control Innovation
Resource Management
Business Process Optimization
Time to Market
Infrastructure Consolidation
Contact Center Optimization
Travel Reduction
Customer Experience
Change Management
New Business Models
Desired Outcomes

20. The Collaboration Journey
Define desired outcomes
Identify users and processes
Select the right solution

21. Know Your Users
Mobile Worker
Account Manager
Contact Center
Customer Service Agent
Information Worker
Financial Analyst
Executive
VP of Marketing
Deskless Worker
Factory Supervisor
File Sharing Group Communications Real-Time Communications Asynchronous Communications

22. Identify Processes and Bottlenecks
Bottlenecks
Customers SuppliersPartners
Internal Stakeholders External Stakeholders
Organizational Silos | Legacy Processes | Cultural Resistance to Change

23. Eliminate the Bottlenecks
The Right
Collaboration
Solution
Customers SuppliersPartners
Internal Stakeholders External Stakeholders

24. Technology
CultureProcess
Getting it Right
Technology
Process
Culture

25. The Collaboration Journey
Define desired outcomes
Identify users and processes
Select the right solution

26. Endpoints for Every Need
Every PocketEvery Room Every Desk

27. Boardroom
Pocket
Cisco Hybrid
Deliver an Integrated Collaboration Experience
Cisco®
Collaboration
Cloud
Cisco Spark™ Service
Message | Meeting | Call
Unified
Communications
Customer
Care
Conferencing
Cisco Collaboration Edge Architecture
Cisco
On-Premises and
Partner-Hosted HCS

28. Decision and Design Support Considerations
To effectively solve business problems.
Benchmarks
What are the KPI
and Metrics evident
to plan and
measure against?
How am I doing
versus my peers for
collaboration
capability
enablement?
ROI Models
What value does
video drive for the
company and at
what cost?
Strategy
What capabilities
are needed to
deliver the most
value?
What levers can I
pull to increase my
capabilities?
Should I be
moving my
collaboration
services to “the
cloud” and why?
Architecture
What is the best
architecture for our
requirements?
How do I assess
and build for
rapidly evolving
user requirements
and expectations?
What should my
user experience
look like inside my
technology
platforms?
Optimization
How do I maximize
value from my
deployed and
deploying
services?
Who should get
what?
Why and when?
Training
Materials
Incentives

29. Priorities and
Use Case
Mapping
Capability
Maturity
Development
Principles
Reference
Architectures
Roadmap
Strategy Architecture
Unified Communications and Collaboration Strategy
Baseline New Capability
Enhancement Evalua on
Example Enterprise Infrastructure- Business Video
Technology Roadmap
H1 -July H1-2014 H2-2014 H1-2015 H2-2015
1) Mitigate Stability
Issues with Current
Platform
2) Address
Scheduling Concerns
1) Upgraded
Infrastructure
2) Cluster Definitions
1) SIP Trunking
2)Redefined Pilot
Success Criteria
1) Interoperability
between existing
Tracks
2) Extend Video to
Mobility and Archival
Platform
1) Interoperability
2) Mobile Device
Management
1) Extending
Capabilities to
BYOD Platform
2) Enabled VoD
against Use-Cases
1) Fully Enabled
Use-Cases
1) Prelaunch
Strategy
Deliverables
Opportuni es Opportuni es Opportuni es Opportuni es Opportuni es
Dependencies Dependencies Dependencies Dependencies Dependencies
Op mize Exis ng Infrastructure
Enable Connec vity between
Internal Collabora on Tracks
Enable Video on Demand Pilot
for Cluster On-Tap Use Cases
Tag targeted media with
appropriate analy c headings
Solidify Unified Dial
Plan
Enable Video Integrated Video on
Demand Pla orm
Baseline and Op mize Converged Pla orm
EnableGovernanceOversight
Extend secure visual collabora on to
partner community
Federate IM/Presence capability
to partner community
Enable Mobility Pilot to Facilitate Use-
Cases
Enable Mobility and BYOD
pla orm
Our roadmap development process connects.

30. 13th%Floor%
12th%Floor%
11th%Floor%
10th%Floor%
9th%Floor%
Collabora on Profile 1
Collabora on Profile 2
Collabora on Profile 3
Collabora on Profile 4
Collabora on Profile 5
Collabora on Profile Mapping
Target Area for Assessment – Floors 9-13
• Profile Defini on and
analysis
• Profile Defini on and
analysis
• Profile Defini on and
analysis
• Profile Defini on and
analysis
• Profile Defini on and
analysis
SuccessCriteria
Vendor
Constraints
Network
Security
Ubiquitous
Access
Network
Availability
Scheduling
Dial Plan
CAC / QoS
Redundancy
Analy cs
Capture
Connec ng architecture to business defines success
Scheduling Integra on
User Interface Integra on
Ubiquitous Access
Dial Plan and Directory
Supportability
Scalability
Quality
Connec vity Model
Interoperability
Security
Consolidated UC Strategy
User Experience
Requirements
Architecture
Elements
Architecture
Guidelines
EaseofUseReliabilityFunconalityFiscal
Tool Integra on
Cost
ROI
InteroperabilityNetworkSupportability
CiscoBestPracces
DefinedProductRoadmaps
An IT architecture that fails to align with its
core business drivers can in no way be
leveraged to support an Enterprise’s core
imperatives. By analyzing the unique
interaction between the architecture and
its drivers we can facilitate an action plan
to optimize its effectiveness.
Baseline New Capability
Enhancement Evalua on
Example Enterprise Infrastructure- Business Video
Technology Roadmap
H2 -2013 H1-2014 H2-2014 H1-2015 H2-2015
1) Mitigate Stability
Issues with Current
Platform
2) Address
Scheduling Concerns
1) Upgraded
Infrastructure
2) Cluster Definitions
1) SIP Trunking
2)Redefined Pilot
Success Criteria
1) Interoperability
between existing
Tracks
2) Extend Video to
Mobility and Archival
Platform
1) Interoperability
2) Mobile Device
Management
1) Extending
Capabilities to
BYOD Platform
2) Enabled VoD
against Use-Cases
1) Fully Enabled
Use-Cases
1) Prelaunch
Strategy
Deliverables
Opportuni es Opportuni es Opportuni es Opportuni es Opportuni es
Dependencies Dependencies Dependencies Dependencies Dependencies
Op mize Exis ng Infrastructure
Enable Connec vity between
Internal Collabora on Tracks
Enable Video on Demand Pilot
for Cluster On-Tap Use Cases
Tag targeted media with
appropriate analy c headings
Solidify Unified Dial
Plan
Enable Video Integrated Video on
Demand Pla orm
Baseline and Op mize Converged Pla orm
EnableGovernanceOversight
Extend secure visual collabora on to
partner community
Federate IM/Presence capability
to partner community
Enable Mobility Pilot to Facilitate Use-
Cases
Enable Mobility and BYOD
pla orm
Architectural Alignment Strategy
(Strategy and Success Criteria )
Current State Messaging Capabili es Scorecard
Presence
Capabilities
Capability Map
Success Criteria
Cisco Best Prac ces
Product Roadmap Alignment
Interoperability Network Supportability
Vendor
Constrains
DialPlan
Scheduling
Ubiquitous
Access
Network
Availability
Security
CAC/QoS
Analycs
Capture
Redundancy
Messaging
IM
Voicemail
E-Mail
Fax
Messaging
2
Web ConferencingTelephony
Immersive Video
Group Video
Personal Video
Video
Video on Demand
Crowd Sourcing
Content
Management
Fully Aligned
Par ally Aligned
Not Aligned
Current State Presence Capabili es Assessment
Presence
Capabilities
Experience Requirements Target Audience Success Criteria
Ease of Use Enterprise
Unified Scheduling Healthcare Ad-Hoc
User Interface Integra on Healthcare Unified – Jabber
Ubiquitous Access Capital BYOD + Client
Unified Dial Plan and Directory Services Manufacturing Escala on
Reliability Enterprise
Supportability –(Day 2 Support and Training) Opera ons Redundant -VoD
Scalability – (Capacity and Concurrency) Opera ons Undefined
Func onality Enterprise
Connec vity Model – (Internal, B2B,B2C) Energy B2B – Internal
Business Defined Security –(HIPPA, NIPPER) Enterprise AES
Quality –(Resolu on, Frame Rate) Enterprise 720p
Interoperability – (BYOD, Standards) Energy BYOD
Tool Integra on Opera ons Open
Fiscal Execu ve
Cost Execu ve OP EX
ROI Execu ve EVEN
Messaging
2
Web ConferencingTelephony
Immersive Video
Group Video
Personal Video
Video
Video on Demand
Crowd Sourcing
Content
Management
 Alignment of UC User Experience
Requirements (Success Criteria) with
Consolidated Current State Architecture
• Identifying In-Scope UC capabilities
• Analyzing current state and desired
state Interoperability models
 Assessing gaps between current state and
desired state architectures as measured
against Cisco’s identified best practices and
product roadmaps
 Provide Architectural Roadmap based on
prioritized capabilities, based on opportunities
and dependencies

31. Customer Success Stories

32. Expanded online program
with 1.5x increase in
subscriptions
Achieved 50% productivity
savings plus energy and
carbon gains
90% user adoption of
distributed education
solution
AgilityCost Control Innovation
Education
University of St. Gallen
Switzerland
John Monash
Australia
University of British Columbia
Canada
University of St Gallen
http://www.cisco.com/web/about/success-stories/docs/st-gallen.html
John Monash
http://www.cisco.com/web/ANZ/assets/pdf/monash_collaboration_case_study.pdf
University of British Columbia http://www.cisco.com/c/en/us/solutions/collaboration/university-britishcolumbia.html

33. Improved customer
satisfaction; 80% of calls
answered in 20 seconds
Eliminated more than $1M
annually in equipment-
leasing costs
Increased sales by 15%
with Cisco Remote Expert
for Banking
AgilityCost Control Innovation
Financial Services
Republic Bank & Trust Company
United States
Raiffeisen Bank
Bosnia & Herzegovina
ING Bank
Italy
Republic Bank and Trust
http://www.cisco.com/web/about/success-stories/republic-bank.html
Raffeisen Bank
http://www.cisco.com/c/en/us/products/collaboration-endpoints/raiffeisen-bank.html
ING Bank
http://www.cisco.com/c/en/us/solutions/collaboration/ingbank.html

34. Improved response
speed by using Cisco
Jabber
Reduced voice costs
by $20K per month
Expanded reach and
response to emergency
situations
AgilityCost Control Innovation
Government
City of McAllen
United States
Derby City Council
United Kingdom.
Alaska Department of Transportation
United States
City of McAllen
http://www.cisco.com/web/strategy/docs/gov/cisco-case-study-city-of-mcallen.pdf
Derby City Council
http://www.cisco.com/c/dam/en/us/products/collateral/collaboration-endpoints/derby_city_council.pdf
Alaska Department of Transportation and Public Facilities
http://www.cisco.com/web/strategy/transportation/alaska-transportation-dept.html

35. Reduced time to coordinate
care logistics by 29%
Reduced travel by
500,000 km per year
between locations
Connected critically ill
pediatric patients to their
classrooms
AgilityCost Control Innovation
Healthcare
Instituto Zaldivar
Argentina
VITAS Innovative
United States
Hamburg UKE Medical Center
Germany
Instituto Zaldivar
http://www.cisco.com/web/about/success-stories/docs/instituto-zaldivar.html
VITAS Innovative Healthcare
http://www.cisco.com/web/strategy/healthcare/vitas.html
Hamburg UKE Medical Center
http://www.cisco.com/web/about/success-stories/docs/hamburg-uke-medical-center.html

36. Shortened time-to-
market by 10%
Saved 20% in call costs Reduced new product
introduction cycles by 20%
AgilityCost Control Innovation
Manufacturing
Pilatus Aircraft Ltd.
Switzerland
Bauer
Austria
Sub-Zero
United States
Pilatus Aircraft Ltd.
http://www.cisco.com/c/dam/assets/global/CH/pdfs/pilatus_v3cs_-_final.pdf
Bauer
http://www.cisco.com/c/en/us/solutions/collaboration/bauer.html
Sub-Zero
http://www.cisco.com/web/strategy/docs/manufacturing/appliance_producer_innovates_with_ioe.pdf

37. Improved productivity and
accountability of sales
teams
Reduced unproductive
hours related to training by
50%
Achieved ranking as a top
5 U.K. retail destination
AgilityCost Control Innovation
Retail
John Lewis
United Kingdom
John Eagle Auto Group
United States
Trinity Leeds Shopping Center
United Kingdom
John Lewis
http://www.cisco.com/c/en/us/solutions/collaboration/john-lewis.html
John Eagle Auto Group
http://www.cisco.com/c/en/us/solutions/collaboration/john-eagle.html
Trinity Leeds Shopping Center
http://www.cisco.com/web/strategy/retail/shopping-center.html

38. Increased employee
productivity by 13-15
minutes per day with BYOD
Reduced travel costs by
2/3 every year through
greater use of video
Transformed from 70%
traditional cubicle space to
70% flexible workspaces
AgilityCost Control Innovation
Cisco on Cisco
Cisco Cisco Cisco

39. Collaboration
Adoption
Incentive

41. Mobility from Soft Clients
Spark (App)Jabber WebEx
• IM (1:1) & Presence
• 1:1 meeting
• Telephony & Video
• MS Office & Lync
integration
• On-Premise
• Scheduled Meetings
• Personal Rooms
• CMR Integr. w/Video
• MS Office Integration
• Training/large meeting
features: Polling,
recording, breakouts,
registration, etc.
• 1:1 & Group
• Virtual Rooms
• Persistent Content
• Escalation to real-
time