Bring your own device (BYOD) is a perfect current example of bridging the knowledge worker with technology. Where you go, your device will go, sticking to you like glue and allowing you to communicate almost as easily as you would speak. However, it’s not a perfect comparable because the gap between true ubiquitous computing (the perfect harmony of technology and a human) is still divided in the workforce. Everyone using every piece of technology and functionality that your business buys is as close to ubiquity as we can get today.
The benefit of a dedicated user adoption program can be demonstrated by the path of user adoption and/or ROI achieved over a period of time. The following graph demonstrates the potential effects over time of developing and implementing a successful user adoption program. Each program is based on a set of criteria, otherwise known as key performance indicators (KPIs). Those KPIs are measured over time to assess the successful adoption of a user program.
The Cisco Change Management Team is focused on helping businesses bridging that very gap—the divide between technology and humans—by enabling a smooth and quick adoption of Cisco technology, helping users become immediately productive and allowing the business to see an immediate return on its technology investment. The premise of our team is more about the “human” change than the change in technology and tools.
A Large Service Provider Engagement
When we started this project with a large service provider customer, we took everything into consideration. We looked at the customer’s competencies, behaviours, corporate culture, leadership styles, training, marketing, and we looked at managing the change process around other technology deployments that were taking place simultaneously. The recipe for success was fairly straightforward, keeping in mind that at Cisco, we know our own technology better than anyone, which makes life, efficiency, and communications a lot easier.
So this is what we did:
- First year: reduced flights by 13,590;>5,000 tons of C02 saved
- Second year: reduced flights by 40,000; >17,000 tons of C02 saved
- Reduction in travel costs; US$12 million per month
- Improvement in employee satisfaction and work/life balance
- 59% overall average room utilisation by endpoints (8-hour business day)
- 32% meetings avoided travel
- $424 million productivity cost savings
(savings based on the number of meetings that avoided travel, $93.75 average hourly rate, 4 average participants per meeting, and 4 average unproductive travel hours)
Keep in mind that we were focusing on the user adoption of videoconferencing, which is one of the easier technologies we embed in organisations. No project ever has the same results. Too many dependencies and factors dictate the type of success we achieve, such as the ones listed in the beginning of this
engagement. The above table is only an example of the type of metrics that we’re achieving with customer organisations.
We have developed a large number of change management programs on Cisco technologies and understand the primary objections, cultural and behavioural issues, and leadership requirements to successfully adopt a new Cisco technology solution.
By engaging the Cisco Change Management Team, we can alleviate many of the challenges that businesses experience with new technology to ensure a better return and facilitate immediate user productivity gains.