People, place and technology are coming together like never before

The workplace of the future

Technological advances are catalysts for change in any business, and those changes are happening at a faster pace than ever before. Technology is transforming who we are able to work with and how we work with them, so it can no longer be considered an afterthought when thinking about your strategy to designing the workplace.

Historically, the workplace is where people come together to work.  Relating the importance of the “Place” to design so that people could work more effectively was a natural progression of thoughtful study and experimentation.  Design, furniture and furnishing organizations have steadily advanced over the years to better understand the relationship between People & Place and to bring those findings to bear in their products and services.

Technology, until the late 70s or early 80s, really had no place as part of the workplace other than the telephone.  There really was no option for remote workers being part of the day-to-day team.  If you did need to meet with colleagues, you had to travel.  And airline travel for business boomed in the 70s, 80s and 90s.

And then the conference call became a way to allow remote participants to connect by phone call to a meeting – telecom technology.  This small advance was a big thing!  People didn’t have to travel just to participate, but it still wasn’t as good as being there.  There were cost savings, productivity gains and new models of working together that were enabled by this advance.  People who were conferenced into the meeting were soon asking for better sound quality. This requirement introduced the need for good Audio-Visual (AV) in meeting rooms.

Computer terminals and networks were part of the workplace in the 60s to 80s but it wasn’t until the PC came along in the early 80s that a PC was a commonplace personal technology for the workplace.  Even then it was more a personal technology that was connected to the corporate network/Internet and sat on desktops with limited design or thought required to integrate it into the workplace.

Another thing that was important in the workplace was sharing information in a meeting.  The early tools used to do this were blackboards, which later became flip charts and whiteboards.  Foil projectors and slides were technological advances for content sharing, when it became important to have prepared content to share in a meeting.   Then PowerPoint arrived and the AV technology’s importance as part of a meeting room grew so the PowerPoint could be shared with everyone in the room.

Then people wanted to share those PowerPoint slides with the remote participants and WebEx and other tools filled that market need.  The introduction of WebEx also required the meeting rooms to be connected to the corporate network – now IT was increasing its role as part of the workplace technology equation. IT and AV were now working together.

In the technology world, Telecom, IT and AV had all grown up independently and were considered separate areas of technology discipline.  They were all silos of technology in the workplace.  Today there is a need to create the right balance of 4 different conferencing technologies for meeting rooms.

The simplified story of technology evolution into the workplace (above) highlights the requirement for the separate technology disciplines to come together and be managed as one.  This trend is accelerating today fueled by an ever-increasing requirement to connect in real-time and the ability to connect everything to the network.

 Specifics of “people & place” with “technology” are

These technology changes are having a huge affect on the workplace.  In fact the biggest effect they are having is on the requirement for how much workspace is required.  In some cases companies are seeing real estate space reductions of up to 70%.  With real estate being one of the largest expense items for any organization, a large reduction can have a huge effect on the bottom line, but reducing real estate without consideration for a number of other factors can be perilous.  The key is to ensure that the technologies do not collide in the workplace but that they are integrated into the workplace to allow people to connect to the workspace and the workspace to connect to the building.

To learn more about how technology is driving change in the workplace and how to manage that change, please join me for the webinar, “Integrating Technology as Part of the Office Re-design”, on June 24th.

Go here to Register.

3 Steps to Building a Collaborative Business

Investing in technology tools that drive innovation and connect key stakeholders will help accelerate collaboration only if people know how to use these tools. Otherwise, instead of accelerating collaboration, you’ve just purchased some expensive dust collectors.

This is why adopting technology is just as important as the technology itself to advance collaboration within your organization.

Initiating User Adoption

What is involved in effective user adoption? Typically a training team is assembled and directed as to what should be covered in a training session. A more effective approach is to initiate user adoption by taking a “top-down” approach in communicating the vision. All collaboration sponsors should take the opportunity and put collaboration into practice. How can you capitalize on the opportunity?

The 3 Step Approach to Effective Technology Adoption

Using this approach will lead to successful technology adoption.

  1. Assessment
  2. Implementation
  3. Evaluation

It is important to note that in order to have real change in behaviour, it also takes time, a strategy and resources to make it happen.

1. Assessment

During the assessment phase, it is important to determine the strategy gaps that prevent an organization from achieving their collaboration goals. To successfully conduct an assessment, everyone must keep an open mind and avoid coming into the process with a predetermined solution in hand. Assessments must be extensive and include examining the organization’s needs in the three areas of collaboration: culture, process, and technology. Begin to collaborate by bringing in other resources such as HR, finance, and IT to help determine the organization’s current state. Describe the desired state and map the gap between the two. The assessment should aim to identify what the best solutions are to help achieve the organization’s desired goal. Many organizations believe that training will close the gap but it may not necessarily be the case. What if the assessment indicates that there are gaps in processes? The gaps can be filled.  For example, adjusting the way a purchase order is completed. Or, a culture gap may require extensive strategic changes that effect how the organization functions as a whole. It is key that executives tap into the knowledge of their training departments by completing a needs assessment prior to conducting training. Executives should also encourage other departments to collaborate in the assessment phase in order to ensure that information sharing lays the ground work for the next phase, the implementation strategy.

2. Implementation

Teamwork is vital during the implementation step. For example, introducing video conferencing, as a corporate-wide strategic initiative should include multiple stakeholders. The planning and implementation process should include a partnership between IT, Finance, Project Management, Training, and an executive sponsor. All the partners should participate in sharing their knowledge and insight to develop and execute the plan. The result of collaborating and openly sharing ideas is two-fold: an innovative plan and better buy-in leads to a higher adoption rate. When implementing a business improvement measure, a learning and development professional will recommend many short training sessions. This allows people to have the opportunity to absorb what they have learned and trainers can reinforce concepts. Real change occurs when what has been taught becomes the norm. Learners must be encouraged to adopt behaviours that support the business improvement strategy; this is where tangible organizational change will occur. Make the implementation process an evolution not a revolution.

3. Evaluation

There is a great saying: “What gets focused on gets done.” This is what the evaluation phase is all about. This is a time when organizations should review what is actually happening after training and this should be done shortly after training – say 4 to 6 months afterwards. A successful evaluation should include:

Teamwork should play a role in this phase as well. For an in-depth evaluation, consider using focus groups as a tool. Two focus groups should be conducted with:

  1. Stakeholders that were involved in planning and implementing the strategy
  2. Employees who are impacted to allow them to share their knowledge and experiences

Share feedback widely. Celebrate the accomplishments.

The knowledge collected from your evaluation stage will help you get a better understanding of how well collaborative approaches work in your organization and will help the organization to develop more informed plans for future implementations.

“I hear and I forget, I see and I remember, I do and I understand.”

– Confucius

Confucius (Chinese philosopher & reformer, 551 BCE – 479 BCE) said, “I hear and I forget, I see and I remember, I do and I understand.” This holds true when using collaboration in assessing, implementing and evaluating changes to how your organization does business.

Collaboration technology that has been embraced by employees allows the organization to realize the true benefits the technology was meant to enable and encourages a culture of knowledge sharing, appreciation of challenges and successes, and becoming more flexible and competitive.

If you would like more information on the 3 Steps to Building a Collaborative Business, contact us.

What Type of Space Do You Need for the Workplace?

Your Connected Path to the Future

We recently completed a consulting engagement to align the UC technology and room systems technology of a large organization. Strategically, we delivered a comprehensive roadmap to align their diverse technologies and move them forward with a cohesive UC&C framework. This in turn would set them up for significant opportunities to capture long term ROI from operational, procedural and strategic sources.

And then, they had a re-organization.

New Challenges Arising From a Re-Org

163984053All of a sudden, the new Executive in charge of IT Infrastructure had a lot on his plate and the execution of the UC&C Roadmap was just a small piece.

The client didn’t have time to:

  1. Absorb the material
  2. Review the recommendations or
  3. Understand the roadmap and the strategic impact it could have on his organization.

Immediate operational decisions were required that impacted the long term UC&C direction. And he didn’t have time to build a relationship of trust with the consultants that had laid out the future roadmap for the organization.

Saving Your Way Into the Future?

Like all of us who are faced with making decisions constrained by limited time and looming deadlines, he had to rely on what he knew.

He started to eliminate strategic elements of the technology for the Room System standards because he didn’t understand why they were required or how they fit in. He thought he knew what was important, because he’s been in IT for 25+ years.

With the challenges in front of him, he planned to “save” his way into the future.

Over the last dozen years, often the business method of coping with change is to cut expenses. This is especially true in large organizations where a change in direction is slow to take effect. Cutting expenses on the other hand is quick to put in place.

But this is a slippery slope that’s hard to get off once you’re on it and it certainly won’t put your organization on the path to innovation and “Blue Oceans”.

Macro Market Trends

There are two current macro trends that I feel historians will look back at and use to define our time in history.

  1. The pace of change has gone exponential. We are at an inflection point in the rate of change and the impact is profound. You have to innovate to keep up with, let alone stay ahead of the inevitable – change. Gary Hamel has done some compelling work showing why we can’t do things the way we used to.
  2. The end of the Industrial Age and the beginning of the Connection Economy. Seth Godin writes about this. This shift is having a profound impact on businesses as things change.

ET Group helps organizations become more connected so they can better collaborate and innovate.

To do this effectively requires an understanding of how different disciplines or business offerings interact and come together as the nature of how we work changes.

The Workplace Of The Future

Meeting rooms are where workspace and technology really come together. Room systems must be effective places to meet where both the physical and virtual world intersect seamlessly. They must contain the right mix of conferencing technologies to enable the required level of collaboration and this will naturally lead to innovation.

The figure on the right shows the different disciplines that have always been separate, yet related and are now critically connected.

As the world changes, how is your business space requirements changing? After people costs, space costs are often the second most significant operational cost requirements of a business.

Note: The importance of organizational culture and the need to focus on users and adoption for any significant change you introduce to your organization is not being discounted. This is a fundamental requirement.

Rethink Your Collaboration Workspace

We created this Infographic that highlights some interesting stats about the changing nature of work and how companies are adapting by:

To do this effectively and enable people to remotely collaborate, your room systems technology must align with your workers personal technology or a UC&C strategy. Note that 72% of people STILL come into the office to collaborate.

This is true whether your organization has 3 or 3,000 meeting rooms.

Meeting rooms are a scarce resource. Meeting rooms are an important part of your organization’s collaborative capabilities.

Are your rooms ready to conduct business in the Connection Economy? We can help design the perfect space for hybrid work – contact us.

Increasing the Velocity of Collaboration in Your Organization

138108046Using technology to bring people together over distance has become a commonplace activity but the number of options available to do this is mind-boggling. And most importantly, getting clarity on a solution can be difficult.

Collaboration is a powerful force. Organizations recognize this and use collaboration technologies in strategic ways.

There are strategic goals that can help your organization cut costs and drive revenues.

The Four Goals Are

  1. Enhance communication
  2. Speed problem solving
  3. Accelerate innovation
  4. Transform the way you do business

At a high level, organizations are looking to connect room systems and individuals together over distance with the following possible combinations:

In our last blog, we talked about the 4 different kinds of conferencing technologies:

Creating the Right Balance of Technologies

The idea is to create the right balance of technologies for individuals and for room systems that suit your organization. The capabilities and the costs of these conferencing technologies are different and each of these conferencing technologies brings a different dimension of richness to the collaborative experience. Think about this in terms of creating the right balance of the technologies. I like to use the analogy of a spinning top, which is made up of these four conferencing technologies.  Each of the four technologies has a different cost to implementing it and brings an associated benefit or richness of experience.

The Spinning Top Analogy

1)    You must have audio to effectively have any kind of real time conference. As audio is table stakes, it is the point of the top. Without audio the top will not spin. Without audio other conferencing technologies are simply ineffective.

2)    The portion of the top that each of the 4 modalities makes up relates to the richness of that conferencing modality. How robust does your Top need to be?

3)    There is also a related dollar cost to each of the conferencing modalities and those cost figure into the overall cost-benefit equation.

The Velocity of Collaboration Revisited

In my last blog, I adapted the four conferencing modalities described above from the Frost & Sullivan, Velocity of Collaboration model.  Your organization’s Velocity of Collaboration will be determined by two factors:

1)    The Richness of the conferencing capabilities that are deployed

2)    The Access your employees are given to these technologies (Access = Availability + Usability)

The “Richness”, combined with “Usability” and “Availability” of the technology will determine the Velocity of Collaboration that your organization can attain.

The Velocity of Collaboration Formula

An organization must decide which of the conferencing technologies are required for connecting over distance. With these benefits you can determine the level of collaboration that can be achieved.

This graphic below shows the relative richness of the conferencing modalities.  Richness, together with how you have deployed the technology, your Access (= Availability + Usability), determines how your collaborative capabilities will increase.

Create an Enabler to Greater Collaboration Within the Organization

Once user based collaboration capability requirements are determined, you can select the technologies for meeting rooms and for individuals connecting into conferences. This process is critical and avoids a lot of wasted effort. It also brings a cohesive approach to the technology roadmap your organization requires and helps turn the patchwork of technology found in most organizations into a tapestry.

Going back to the RFI discussion in Part I of this blog, the customer would like Teleconferencing and to layer in Webinars when an Internet connection is available. Teleconferencing, also known as audio conferencing is the most basic form of conferencing technology hence it provides the least “Rich” collaborative experience.  Note the customer’s interest in webinars made possible via web conferencing reflects a desire for a richer collaborative experience.

That is why I asked the questions:

I think the answer to each of these questions is “No”.

The ET Group has helped many organizations through this process. Please contact us if we can be of assistance to your organization.

Five Common Mistakes in Technology User Adoption

Some organizations readily adopt new technologies and others deploy technology only to have it collect dust. What is the difference between these deployments?

There are five common mistakes that organizations make when they introduce new technology into their workforce and being aware of them will help you avoid making these mistakes yourself.

1. Organizations Fail to Take the End User Needs into Account

Organizations invest in the latest and greatest technology in hopes that it will fulfill an identified gap or create a competitive advantage. What organizations do not take into consideration is who their Users are. They have to ask themselves:

“Do my people and my processes support this new technology?”

Often the answer is no. Why? Because a technology decision was made without assessing their Users requirements.

Today’s IT & AV technologies are a key component of a collaborative ecosystem but do the people who are supposed to be using the technology really know why or how they support the collaborative ecosystem?

If the answer is no, this is where the mismatch occurs. The needs that the technology fulfills have not been matched to the user’s needs and I have seen this happen time and time again.

An easy solution is a User based “Needs Analysis”. This approach helps organizations focus on the needs of employees which will provide valuable information to determine a purpose-based solution. When implementing new technology your strategy and design must take into account the end users.

2. Leaders Do Not Have a Clear Understanding of the Technology’s Capability

Organizational leaders must have first hand knowledge of what the technology is capable of doing and most importantly, be comfortable in using the technology. By attending training sessions, leaders demonstrate that they have a clear understanding of how to use the technology.

I have conducted some training sessions where not one manager or executive attended. Not only do they miss out on learning the benefits of the technology, but they also continue to do what they always have and often fail to adopt new practices. This sends the wrong message to their team.

Change is driven top down so management must be the role models for change. If employees see management using the technology, user adoption of the technology will increase.

3. The Myth: “Once the Technology Has Been Installed, Everyone Will Want to Use It.”

“If we build it, they will come.”  Unfortunately, it’s not the case. After installation early adopters tend to be the only ones that will give it a try and the rest will stay anchored to the status quo.

Ignoring the technology all together is a symptom of what I call the “What’s In It For Me (WIIFM) Syndrome”. If there is no perceived value to the employee, why should they learn or adopt using it? Companies spend a lot of time and money marketing their products to their customers. Likewise, organizations should take the time and effort to market, sell and promote to their employees the new technology they’ve invested in to address the WIIFM syndrome.

4. Organizations do not Provide Adequate Support

Executives believe that once employees are trained they will automatically start using the technology. Most executives fail to consider their employees’ learning curve. One training session does not mean people are experts; they need to be supported and guided until they are comfortable and confident using the technology.

I see this time and time again when training employees on SMART Boards. After completing the training, employees are energized to use the boards but that tends to be short lived. Some will try to use the board and forget how to use it. This is common because the average person only retains 30% from one training session. Some will try to perform a certain function and the board doesn’t perform the way it did in training so they get discouraged. Employees may become frustrated and refuse to use the board. Others will become too busy and next thing you know, the initial enthusiasm will be lost and forgotten.

This is how SMART Boards become under utilized and it’s such a shame because SMART boards are one of the most powerful collaborative tools available today.

It takes focused usage and support to transfer knowledge into a skill set and this can be done in numerous ways.

Some Examples of Internal Training Support:

  1. A company website where employees can go to ask questions or review material that was covered in training
  2. Follow up training that reviews what was learned and helps take their skill set to the mastery level
  3. On site experts to support and encourage users as they start to use the technology

Whatever form this support takes, it is important to have a plan and to communicate it with your employees. It also sends a signal that adoption is important to the organization and should be important to them as well.

5. Organizations Are Not Creating User-friendly Policies or Procedures

It’s a shame when I see organizations investing in new technology, only to find out that their current system can’t fully support it. With the continual emergence of new user technology, there is an assumption that the organization’s IT infrastructure has also evolved.  Quite often this is not the case. When new technology and organization’s IT infrastructure are not compatible, “work arounds” are developed to tape the solution together.  These work arounds can become cumbersome which leads to:

  1. Procedures that make it difficult to use the new equipment.
  2. Policies that make employees less inclined to use the technology.

This can all be avoided if IT is part of creating the technology roadmap when new technologies are adopted by an organization. Their knowledge can be a valuable resource.

Processes must be put in place to support the users of the new technologies.  Without them users will quickly abandon the new technologies and go back to the way things were before.

Build a Technology Roadmap.  support Your Employees Learning and New Technology Adoption Rates Will Follow.

User adoption is a key component in fully attaining the ROI of collaboration technology.

These are only a few suggestions on avoiding the five most common mistakes in technology user adoption. Contact us for more info on how to increase your odds for a successful technology rollout.

5 Myths of Telepresence and What They Mean to Your Business

If you’re reading this, there is a good chance you have more than a passing interest in collaboration, video conferencing or telepresence. Confused? You’re not the only one. You can’t use search terms like collaboration, or telepresence without coming up against different definitions, methodologies or applications. You walk away from a search like that inevitably asking: “What’s the right definition?”

That is the problem with terms like collaboration and telepresence. They are broad and sweeping and you will be hard pressed to find many people who have the same definition. But that isn’t a bad thing.  Creating authentic communication and collaboration isn’t a “one-size-fits-all” industry.

5 Myths of Telepresence

Recently, Cisco published an article on their blog debunking five myths around telepresence. These myths are things that we, at ET Group, have come across time and time again when talking to clients. The Myths Cisco talks about are:

Myth #1. “It’s unaffordable and only for the enterprise”

Myth #2. “Web-based consumer services are good enough”

Myth #3. “Software vs. hardware”

Myth #4. “Telepresence is too complex to set up and use”

Myth #5. “The payback is limited to travel”

Debunking The Myths

Debunking the myths is important for three reasons:

  1. It gives existing telepresence users a way to gauge their investment.
  2. By putting the myths under the microscope readers can take stock of any preconceptions they might have.
  3. It helps people to make good decisions when developing a technology roadmap for the next five years.

Myth #1. “It’s Unaffordable and Only for the Enterprise”

I’m going to leave the telepresence ROI discussion to my peers. I’m going to focus on Myths 2-4 because they’re centered more on the technology involved behind the scenes and the user experience.

Myth #2. “Web-Based Consumer Services Are Good Enough”

In previous blog articles We’ve discussed the pros and cons of consumer grade services for your business Video Conference needs. Recently, Microsoft began folding its MSN messenger application and pushing those users towards their Skype platform. The only announcement which improves Skype’s business readiness as a result of this move is an improved mobile application. Mobility without security isn’t going to offer businesses a new experience with Skype. In fact, it would be my guess that the fanfare of the new Skype user base may impact performance with the sheer number of subscribers. Why do I say this? Skype and MSN have had high profile outages in the past due to congestion. It’s worth thinking about what would happen with their combined user bases.

Myth #3. “Software Vs. Hardware”

This question is at the heart of every video conferencing roadmap, and it feeds into three key questions:

  1. How do you want to collaborate? For an example read 3 Real-Life Solutions to Ensure Video Conferencing Adoption.
  2. Where do you want your teams to work? See a previous blog Do you Lack Meeting Room Space? Without Exception, Every Company or Agency I Speak with has This Problem.
  3. What can I leverage today, for tomorrow? Further discussed in the blog Conference Room Audio Visual Solutions are an Integral Part of a Well Executed UC&C Platform.

People often ask, how do I ‘future proof’ my investment? Do I go with a desktop client like Jabber, Lync, or Vidyo; or invest in an integrated boardroom solution? After we start discussing the three questions above, we often find that clients want to do both.

The reasons clients may wish to do both vary, but it boils down to one thing: In many telepresence deployments there is tremendous investment overlap in the requirements for mobile versus office deployments. Understanding this allows clients to prevent the conversation from starting as a “this or that” discussion and making it about workflows and where collaborative technologies can enhance productivity.

Myth #4. “Telepresence is too Complex to Set Up and Use”

I think that it is important to recognize the difference between complex, and flexible. Yes, there are many different ways that you can deploy telepresence. But, that’s true of your Phone System or PBX, and it’s just as true of your computing environment whether its Windows, Mac or Linux based. Options don’t inherently mean complexity, and anyone that tells you differently is avoiding the question.

Options mean that you have to take a very sober look at where your company’s deployment is starting from, and where you want to develop your collaborative ecosystem too in the next five years. But building the ecosystem is only half of the battle.

The other half of this myth is using telepresence; the user adoption of the technology. User adoption is a microcosm of how companies adopt new technologies. Most, will have a few highly evangelical adopters who will win over the office over a period of time. A few will adopt a technology and have it sit unused while they try to figure out what its business application will be. Rarely will everyone see the need to make a change and jump in with both feet. At its heart, user adoption is a battle of perception. Developing adoption comes down to three things, dispelling fears and doubts, kicking the tires, and users finding what’s in it for them.

What Will Telepresence Mean for Your Business?

A lot of what I’ve talked about, and Cisco’s blog post can be summed up into one question: What will Telepresence mean for your business?

If anything, this blog has shown you that there isn’t one-way to answer this question to satisfy everyone. The next time you go to search for collaboration or telepresence, instead of asking “What’s the right definition?”, ask yourself “How will my business define it?”

Cisco has done an excellent job of trying to dispel fears and doubts.  If you’re still stuck on the definition we at ET Group can help you with the rest.

Securekey’s Collaborative Entrepreneur

Collaboration Changes Everything Including Entrepreneurial Business Models

Model for Success

Have you noticed that when you are contemplating buying a new car and you have a particular brand and model in mind, you start seeing that specific car more frequently on the road?

This is really an awareness change.  Your mind has a sharpened awareness for something and that something manifests itself more visibly to your consciousness.

My awareness for collaboration and the importance that the collaborative model is having on business today has increased.  Because I focus on Collaborative Solutions, I see more evidence every day that to thrive in today’s world, there is an ever-greater need to work with others in a collaborative ecosystem like a hybrid workplace.

The Evolution of a Serial Entrepreneur

Recently, I attended a luncheon where the main speaker was Greg Wolfond.  Greg may not be a household name, but if you have been in technology as long as I have, you’ll recognize his name in connection with two very successful technology start-ups; Footprint Software and 724 Solutions.

Footprint was Greg’s first venture during the period of 1983 to 1995.  Footprint developed software to fill a need for a retail-banking branch and their market success ultimately resulted in a sale of the company to IBM.

Greg’s second company was 724 Solutions from 1997 to 2002, during the dot com boom and bust period.  724 Solutions was at the forefront of mobile banking solutions and was a darling stock during the heady days from 1997 to 2000.

In 2007, Greg founded his third start-up, SecureKey Technologies which enables plastic cards to be virtualized into mobile phones and PCs without sacrificing security.

Secrets of a Collaborative Entrepreneur

First and foremost, Greg stated that each time he starts a new company, considerable time was spent determining what problem they are trying to solve.  If they don’t get this right then the chances for success go way down.

Another important key ingredient is the core team and having the right people in the right roles.  Greg used himself as one of the prime examples.  He is good at getting things going from nothing but as the organization starts to spread its wings in the market, Greg does not think his strength is being the CEO and he hires the right people and elects the right board members to enable the organization to take the product to market.

Greg had described some of the common factors between his three entrepreneurial ventures.  But one of the questions from the floor during the luncheon was, “This is your third technology start-up, what is different this time?”

What is Different with SecureKey?

Group

Greg was building more than a product.  He was building a market offering that was enhanced and enabled by the partners that became integral pieces of the solution.

He was solving problems in collaboration with other parties for the overall good of the customer, his partners and SecureKey. He was creating an “everybody wins” outcome by building a solution that involved stakeholders as collaborators in achieving common goals.

This is different and will likely play a large part in how successful SecureKey will be.

Partners in the SecureKey Collaborative Ecosystem

Greg started SecureKey with the goal of simplifying passwords for users and making sure that people’s use of the internet was really secure.  So he started to build some software.  Even though SecureKey’s software was going to be new and different, internet security, and most importantly, transaction security, was part of an ecosystem that involved users, vendors, financial organizations and governments to name some of the more obvious parties.

Greg started to work with these other parties as partners.  He met with them to understand what their goals were, and what they offered as part of the overall solution.  Although this made the work more complex, in the end it really simplified the solution. Most importantly, the results of collaborating have greatly increased SecureKey’s chances for success.

How does SecureKey collaborate with their partners?

SecureKey was not going to grow by doing all the components involved in authorizing transactions as the banks were already highly efficient and cost effective.  Not only did SecureKey leverage the banks for this, but they have also extended the authorization model to include government transactions.  This is good for the banks as they make a cut on each transaction. By using the bank’s systems, it is good for the government because they do not need to build or operate a separate system.  It is good for users because it simplifies things by having less accounts and using an authorization process they are familiar with.  And SecureKey is the glue that makes all the systems work together.

Complexity is increasing.  Change is accelerating.  Increased collaboration is essential and technology is an important component to increase collaboration.

Our organization can help yours to understand and orchestrate an effective technology platform for Unified Communications & Collaboration and for a Digital Media Communication architecture.

For assistance in using technology collaborative solutions to make you more effective, contact us.