23% Have Measured Success From Workplace Collaboration Projects 23% Have Measured Success From Workplace Collaboration
Courtesy Nemertes Research.
© 2019 Nemertes Research
Small (<250) Midsize (251-2,500) Large (>2,500)
© 2019 Nemertes Research
25 percent. In this example, video improved the sales experience for the customer, and it enabled the organization to differentiate itself from competitors that were still relying on phone calls for sales meetings. • Identify process improvements: Arguably, this is the most difficult business benefit to measure; however, it’s often the one with the highest potential gain from investments in new collaboration capabilities. Here, we see that efficiency gains are often tied to repeated business activities; as such, they will vary greatly from one company to the next. One example we’ve identified is shortening the on-boarding of new hires by using video-based distance learning and team-collaboration apps to track the steps that new hires must complete as part of their initial training process. Another organization reported a 25-percent improvement in typical process times related to product development after the deployment of a video-enabled meeting platform that integrated with the organization’s team-collaboration application. For those who are successfully able to measure the business value of new collaboration in-
Successfully measuring the business value of technology investments requires an evolution in the way that IT and businesses view success metrics, along with an evolution in their measurement tools.
vestments, the ROI yielded is often significant. Table 1 above shows the average savings for those who measured improvements, categorized by organization size. Successfully measuring the business value of technology investments requires an evolution in the way that IT and businesses view success metrics, along with an evolution in their measurement tools. Although this new Business Value Era doesn’t replace the need to ensure acceptable performance and the need to measure adoption and utilization, it does require that IT leaders work hand-inhand with lines of business to understand the current collaboration challenges, the opportunities that emerging technologies afford to transform business processes, and the ways that new technologies can reduce operational costs and/or lead to new revenue opportunities. IT leaders, to increase their value to their respective organizations, should lead the transition to judging the success of technology investments by means of the measurable impact new capabilities have on the bottom line.
What the future holds for unified communications and collaboration is featured in our fall edition of IT/AV Report.