Developing Social Capital – An Approach

March 15, 2011 1 comment

Its all about building a soul into the spirit of the community, Social networks have been in existence for centuries; yes… its certainly true. Human communities settled and formed communities on river banks for thousands of years and were united as a social group with goals structured around food & hunting, shelter, security, mutual support, farming, etc., these communities grew big and formed distinct civilizations. In today’s world we try doing the same over a virtual platform, things can be so basic and simple provided right insight and approach is formulated.

The key in building social communities lies in the understanding the basic constituents. Every community and social grouping has fundamental units of functions [SFU] – Social fundamental unit,  addressing and enabling these units to function is key to the success of building community and social groups. Like in the real time communities there are some fundamentals that needs to be imbibed while forming communities.

1. Community Bonds among Individual elements.
Bonding within a community is very important, to create the bonding there needs to be goals defined and all in the community inadvertently pursue these set of goals. Its like floating a forum for users of one product series who want to achieve better product adoption and usage across as a group commune together. Some publish articles, some post questions, some answer, some pool in external references, etc., This is the key , build tools and work-flows around these goals to ensure that there is always an opportunity to debate, share, compliment, report, reference, etc., These help building relationships and bonding within a group. There is always Cohesion and Inclusion and no Confrontation or retributions.

2. Community Bonds between Groups of Elements.
Having these all out functional groups there is the next level of collaboration in the form of inter group bonding; in a community business support environment users will need each other strengths to collaborate for a solution. An example is a product buyer comes with an issue on the product compatibility with another brand over certain feature sets; he posts a question over the forum, over FB wall and possibly tweet too. Here there is an opportunity for this reported cause to get viral and many to see it for the good and for bad. There needs to be a response and this can be addressed by the Individual elements or Other Groups of Elements. There can be a technical support team that can respond; if an user reports an issue with much complexity like an interoperability then is not in the control of the support team, they can very well invoke the design & engineering team to advice and action. This is community supporting community, build bonds between groups of elements; this is also called as community support.

3. Platform as a Component.
With the complexities of real life engagements moving into a social application based interaction and responses, there needs to be a strong platform and governance model that helps in bridging the gaps between monitoring, responding, evaluating, enabling, analyzing etc., from a product manufacturer perspective. It also needs to take care of applying work-flows that will support knowledge sharing, collaboration, ideation and support, best practice mapping, etc., There are many a systems at play in the market there are a few that have listed below. These platforms offer the facility and functionalities to support most if not all of the above.

Social capital means the intensity, virality, capability of a Social community. The more the cohesive strength and collaborative spirit the higher the capital. Better Social capital translates to the following benefits for a Product & Technology Manufacturer.

1. Reduces transaction costs
2. Provides vivid and direct avenues for revenues
3. Provides a competitive edge
4. Social Capital with the best practices provides market differentiation
5. Social Capital with the right systems enable conducive collaboration environment
6. Helps build openness and transparency
7. Community Involvement Builds Social Capital
8. Promotes Accountability
9. Product and Logo Loyalty
10. Community Satisfaction & Delight
11. Direct channel with customers

Jesu Valiant – 2011

Shared Services – Boon or Bane?

March 12, 2011 Leave a comment

With the financial year 2010 – 2011 drawing to a close, corporations who have not scaled their performances are looking to vertically integrate internal services to create a pool of shared services to run an internal horizontal and this is done with the perception of reducing costs thus. The major areas of such an alignment is very true if organization does not have a industry spread and rather sticks to one direct LOB [Ex: Legal Firms, Pharma etc.,]., it simply means ensuring that resembling functions are grouped together and thus an opportunity for cost savings, services consolidation, unified governance etc., are achieved.

The reality that emerges is a stark contrast to the ‘dream’ of shared services that a CIO, CEO, CTO or the board has. In the current dynamic business environments this is bound to become a curious case of debacles, a ready candidature for worst practices. The entire activity of service team integration to achieve horizontal spread with the varied competencies are complex, expensive, and hard to reverse. Any internal mergers and fusions of services sets the top brass drooling over imaginary prospects today; in fact this in todays business dynamism completely a ‘penny wise – pound foolish’ strategy. This ‘like services’ integration motto proves that the proposer exists in a prehistoric world, where this idea will suit a mass production environment and during times of industrial revolution.

Business dynamism of today involves node level skill based revenues, operational environments, industry process and workflows, domain centricity, COE & Practice Blocs, etc., and in today’s scenario its always “Economies of flow are superior to economies of scale”. Economies of Scale applies to a mass production and industrialized service design. There is however play for Shared services models in a closed industry bloc and lets take an accounting firm; the HR will only focus on recruiting MBA’s and CA’s, if they open a Financial consulting BU the same HR role is diversified to seek analysts and statisticians. If it moves into a systems perspective then introduction of new ‘sniffing’ skills addressing this bloc is needed. This is addressed by adding new skill in the form of resources. Now if this micro transaction is a macro in its millions of dollars worth of PA transactions then the need is directed  in having a dedicated resource augmenting HR rather a shared services bloc.

Economies of flow are superior to economies of scale

Economies of Scale: More the Quantity of output; lesser the average cost. Successful environment for SSO.

Economies of Flow: More the Value, More the revenue and More Agility. Risky Environment for SSO.

In a complex technology environment supporting a dynamic business unit dealing with complexities like multi tenancy client and product eco system, industry specific workflows and addressing diverse industry stack, technology spread across varied functional requirements, distributed niche services,etc., there are a host of mushrooming communities of practice that exists each focused on their direct pattern of work. Here a shared resource for ‘anything’ becomes a nightmare with huge sacrifices that need to made over business agility, business TAT, quality of niche services.

However this does not rule out any scope for shared services as there are indeed a few areas where a SSO [Shares Service Organization] model will yield results and optimize business across a given Sharing services can go either way. Performing analysis over the services organization, introduce best practices, eliminate waste and failures, perform analysis and identify work that can be shared and pursue optimization.

Jesu Valiant – 2011

Technical Analysis in Stock Trading

Current stock market trading demands a lot of understanding to ensure that the trader does not end up risking his investments. Interest in stock market trading has grown in the leaps and bounds, there is a lack of proper analysis to reduce the risk percentage. Trading without any expert guidance and proper analysis is more than a gamble and adds a huge risk to the investor. There are a lot of professional trading bodies out there in the market who assist and provide the consulting for any market investor; in the background they use data analytics techniques shaped over decades and advice investors reducing the risk. This share and stock related analytics is called Market Technical Analytics.

Technical analysis is a method of evaluating securities by analyzing the statistics generated by market activity, such as past prices and volume. First cases of Technical analysis were developed by Homma Munehisa during early 18th century in Japan and it was the very first of candlestick techniques, this technique is still under utilization today. With the advent of information age and the standardization across the globe of the stock market data as OHLC, there have been numerous decision support systems that have been attempted and built. Today there are many sophisticated software packages intended to make the OHLC data into into graphics and analytics output.

OHLC Chart:


In the Information Technology domain data analytics using Business intelligence concepts and tools have reshaped the entire landscape, there are better products, better services, best of breed competition negators thanks to this analytics. In the financial market analysis however there is no magic bullet and there is a heavy dependency built over human resources as consultants and analysts.
Moving away from the comprehension basics, time we look at the solution sets available and address the market needs.

Types of Analysis:

There are two distinct analysis foundations the Technical analysis and fundamental analysis. Technical analysis is used for a trade, whereas fundamental analysis is used to make an investment. Fundamental analysis of a business involves analyzing its financial statements, organizations management and competitive advantages, its competitors and markets. Technical analysis is the forecasting of market prices by means of analysis of data generated by the process of trading.

Understanding OHLC:

Open-High-Low-Close charts are widely used in the stock trading market, they are highly useful in analyzing the variations in the stock over a period of time. The OHLC provides the data volume and helps identify the Short-, Mid- and Long-Term Trend, and Volume predicts Market Trend Reversals. There are a host of analytic logics and rules that can be applied over these data stacks to help in decision support and render predictive analytics.

How a Technical Analysis software helps?

A comprehensive technical analysis application helps reduce the complexities and reduces risks to almost 98%; this risk assessment and protecting insulates the users against any bear slugs. Today in this space there are many players and only few offer a comprehensive solutions, so how do we evaluate and identify these? well.. there is no straight answer. However there are some best practices that needs to be bundled with these application, the analytics and logics, the charting systems with multi referenceability and factoring, etc., OHLC based analytics will always have the earlier system predicted trend along with the actual trend and more less the deviation the higher the value. The following are some of the analytics components that ought to be present in the applications like Candlestick patterns, Elliott waves, Darvas Box Strategy, MACD, GAP, GANN, EOD & Intraday modes, Line Studies, etc.,

Jesu Valiant

Social Media Analytics – Top Applications

March 1, 2011 3 comments

Every organization and corporate house is participating in the Social Media; its come to a point where PR’s focus now are into Social Media. Social media opens a direct channel with the customers with their respective direct identities and hence more ownership and interactions and suddenly a new transaction channel with direct implications. Value of Social media channels now has made the most stiff-necked CEO’s bend down and deploy Social media strategists, this channel has truly emerged and maturing quite fast.

With the Social media becoming a business accelerator and Gartner identifying that Social Communications and Collaboration & Social Analytics as the Top 10 strategic technologies for 2011; the game in this space is heated and the market is lapping up every possible skill to make the most of this new front. With all the transactions and the buzz around the social web that is happening there is a an immediate need to monitor, record, analyze, model, gather intel over these transactions. The market now has hundreds of Social Media analysis companies rendering services and providing products, of these products there are a host of features on offing, only few however provide the comprehensive solutions.

At the first look every product looks similar and there is not much difference; when drilled down over product usage, product adoption, flexibility, rule sets, parameters, people & pages analysis, integrations, key social web performance indicators; there are only a few that surface to meet the demands. With not in any particular order the following are the ‘surfaced’ and recommended products.

Top Social Media Analytics Products:
Sysomos Heartbeat 2.0
Sysomos MAP
Edge3
Kontagent
Radian6 Dashboard
Radian6 Engagement Console
Alterian SM2
Attentio
DNA13
Fangle
Research.ly
Beevolve
Social Mention
CollectiveIntellect
ScoutLab
BrandsEye

Most Wanted Social Media Feature Lists:
Timeline Cohort Analysis
Funnel Analysis
Viral Optimizer & Analysis
Revenue Tracking
Traffic Source Optimizer & Analysis
Retention Workflows
Competitive Analysis
Geographic and Demographic Data
Key Influencer Identification
Key User / App / Page Engagement
Comprehensive and Spam-Free Database
Real-time feeds & captures of blogs, message boards and other types of unstructured data
Real-time analysis of blogs, message boards and other types of unstructured data
Comprehensive and constant web coverage
Social Media Metrics
Data Filtering and Segmentation
Workflow Management
Social CRM and Web Analytics Integration
Automated Sentiment Analysis
Historical Data
Listening Grid
Real-Time Coordination
Case Based Reporting
Complete Activity & Conversation History
Social Profiles
Integration and Interops Capability
Efficiency and Productivity

Jesu Valiant – 2011

Open Source for Business Intelligence

January 29, 2011 Leave a comment

Gartner attributes the main challenge in deploying a Business Intelligence solution as the cost factor that is associated with the application products. With the minds of CIO’s focused on capex and opex optimization on one side of the balance but also needing to ensure that the competitive advantage grows. The economic downturn has in a way driven home the need to “Do more with less” across the Business Intelligence spectrum. The Business Intelligence workforce across the globe now is evolving into a lean, high yield, innovative, technology adopting, best practice mapping community. AMR Research says “The battleground for IT spending in 2010 is BI”. There certainly is a need for efficient churning out Business Intelligence and the parallel need to keep the cost of deployment and adoption under control. In the next posts we would look at the TCO of deploying Business Intelligence systems and services.

There has always been the existence of Open Source applications; the challenge however has been the flexibility of these applications complimenting the disparate blocks of a BI cycle. Even in the proprietary market there are only a few product companies that provide a high degree of flexibility, feature richness and an integrated solution stack. Looking at the Gartner’s MQ 2010, the way MicroStrategy has edged into the competitive ‘leaders’ landscape is note worthy, their huge advantage has remained their flexibility and comparative cost advantage in this fierce competitive landscape among Microsoft, IBM, Oracle, SAS, IB sharing the space here. Going back to Open Source, enterprises have always found it difficult to pursue adoption in this space owing to lack of skill, less management buy-in, security threats, lack of central governance, system integrations, application complexity, lack of support & professional services, etc.,

There however has been this trend in Open Source where micro bodies within enterprises have invested and integrated solution stacks to address the complexities. The pursuit of “enabling” open source BI is more rewarding than an early adoption of a proprietary system running into high ground. The ROI over this Open Source pursuit as personally experienced in setting up BI / KE systems for me has been quite a discovery. With Open Source BI applications maturing every day and as more enterprise drive towards this emerging arena, I take a look at the stack involved in BI / DW, tested and do prescribe few of the best options available as below. Adoption of these systems lowers your TCO and helps achieve vendor neutrality.

Jesu Valiant ~ enterprise.ke@csscorp.com

Jesu Valiant – 2011

Strategic Knowledge Engineering

November 15, 2010 Leave a comment

The nature of work has evolved towards service and knowledge related contexts; in this scenario we need intense focus over the processes and frameworks that would define on how we harness and leverage information that is generated over all processes for driving more value. Organizations seeking to extend themselves into this critical area of analytics needs to focus on shaping the process and the people; the vital components. Organizations should be aware of the characteristics of its relative business knowledge and its sources, features and usability. It needs to shape methods that can collate data from extensive source area, link disparate data sources for a collective sense. There needs to be a governing process that evaluates, merges, researches, develops,  the data and comes out with options for business optimization.

Splitting the stages into functional units tied down to specific goals.

1. Knowledge Sourcing
2. Knowledge Abstraction
3. Knowledge Framing
4. Knowledge Warehousing
5. Knowledge Engineering

Knowledge Sourcing can be described as the identifying and acquiring historic and real-time data that are available from varied sources in the annals of any given business process. Data usually is available in the databases, files, logs, documents and they hold information transactions. The data is accumulated over time and the stores swell with size; all the while presenting an opportunity to present intelligent or informative analysis that could drive a stack of benefits. Other than the normal reporting structures built to mark the progress over Production, Quality and all in between; specific insight is never sought. The inference – insight that can be extracted remains an opportunity and for long. This data stacks and repositories are analyzed and identified as channels / sources; this source is the feeder for the analytics and the outcomes, process of source identification and data acquisition needs to be clinical.

Knowledge Abstraction helps in framing the insights and is completely skill dependent; this human skill is at an expert level on the domain of choice [SME  – Subject Matter Expertise] and the process relies heavily on the understanding and knowledge of the people resources. The data set is categorized based on the business case or the problem statement, data and information framework built here are weighed and categorized in order to support the reasoning and outcomes. The frame is built over an objective where the entire pursuit of intelligence is architected. All information here is bridged, connectors, the domino effect and factoring are all part of this abstraction process. Abstraction has two distinct process loops; one

Knowledge Framing ensures that abstracted data is further developed and refined through higher process routines to achieve anchoring over statistical data. The anchoring is vital as this builds the entire exercise over reasoning, analytics and recommendations on numerical realities. There effort here is predominantly built over mining [drilling down] data blocks to identify patterns, strings, values  to build neural relation that will help garner deep insight into all the facets.

Knowledge Warehousing comes in as the vital next step where the structured information and knowledge is stored into prescribed data structures that acts as the foundation for all the processed data. These individual ‘marts’ contain data stacks that are structured  over certain perspectives. Here the data stacks are linked, merged, to evolve and position the data for all analytics and intelligence extracts. This warehousing of the structured knowledge is done using enterprise warehousing applications, there is also a process layer to help drive Data reporting based on rule engines and business case.

Knowledge Engineering Analytics is the function where we have all the analytics process and frameworks deployed to extract intelligence out of the data warehouse. There is a lot of factor building, dependency tracking, correlations exercises that are done over analytics suites that help understanding all the different perspectives from an analytics standpoint. Causes, factors, symptoms, diagnosis, recommendations, solutioning are all the indispensable next steps that add a tremendous value to business and business operations.

Jesu Valiant

Service & Analytics recommendations:
To initiate a SKE – Strategic Knowledge Engineering for any of your data stacks, there is a comprehensive solution stack shaped over a decade of analytics at the CSS Knowledge Engineering & Research Labs.

Email: enterprise.ke@csscorp.com

Valuation – The Worth of an Idea

November 13, 2010 Leave a comment

Entrepreneurs have a steady stream of thought and they keep generating ideas. There is a lot of work however with these idea machines as they need to develop the capability to sift through these ideas and freeze in over the opportunities. Opportunities are best described as the value generated for which there can be a given financial transaction made; with repeatability and room for enhancing the value. The opportunity should offer a good yield and capable of generating revenue that’s more than the unified expense for the opportunity.

Core Value: If the opportunity is long sustaining and if business can exploit the platform and evolve better profitability, the more comprehensive the solution is. The market need to see ‘value’ in the solution, the value need to be visible when viewed across varied perspectives. When the market scans for a value stack in a solution, the strength of the solution should excite the prospects. The solution stack should be a ‘Fit Gap’ over needs and when evaluated from an internal and an external perspective; internally the solution should address minimal investment, expanding existing capabilities over technology, operations, resources. Externally it needs to address needs of the market at large as a bundle.

Evaluation: The value of the idea and the impending solution can be evaluated by performing
1. Market centric Valuation – taking into consideration the Market Need + Solution Fit + Value Derivations.
2. Technical Feasibility Study of the solution – Performing a Technical feasibility study scrutinizes the need for the technology indulgence of the idea before its maturity and during market adoption, the ease + the scalability + the interops + simplifications, all counts.
3. Commercial Capability study – Evaluating the commercials will be done over two perspectives, the internal returns over expenses, ease of formulation, leveraging of existing business and the markets value for purchase scaling up performances or driving optimizations.
4. Competition Analysis – Positioning and Strategies – Complete landscape analysis over competition + Postioning + Market differentiator services offering be performed to ensure that the best strategy is drafted.

Jesu Valiant

Enterprise Collaboration & Knowledge Management

November 4, 2010 Leave a comment

In a focused [or] applied environment i.e., [domain specific and task intensive] where the core function revolves around a knowledge intensive processes, there is a strong need to invest efforts in Capturing, Processing, Leveraging knowledge. Our products, services, and environment are more complex than ever before. Workforces are increasingly unstable leading to escalating demands for knowledge sharing / consumption. Knowledge management best practices are evolved after continuous exposure to a whole assortment of challenges addressing varied communities and supporting the end to end ecosystem of businesses. With new genre frameworks and process controls engineered in-house, we do see an opportunity across the industry spectrum to build knowledge management process that addresses the knowledge workflows, knowledge structures, knowledge categorization, content management, content evolution, instructional design, and a whole host of process blocks. With a robust knowledge base and a matured process, businesses get the opportunity to evolve a strong benefit stack.

Global economy has migrated from an Industrial Economy [Commercial Products] to a Knowledge Economy [Expertise based economy]. With new services and expertise that are in high demand in the marketplace, any organization needs to cultivate within its employee base a practice of Knowledge Sharing and collaboration. Every organization needs a logical long term plan for the intellectual assets, people are skilled and they address it as a commodity when walking in for an interview. This valuable commodity needs to be captured, it can be from individuals, groups, domain teams, etc.,Knowledge Management practice attempts to create strategies to ‘source – classify – warehouse – analyze – leverage – reuse’ knowledge with communities. Knowledge management and collaboration completely depends on the community and hence community leaders within the organization are key to drive this practice. With rewards, recognition, learning, sharing, collaborating opportunities; we would have woken up to a new reality.

Successful collaboration and strong knowledge management structures are essential to any well-functioning business enterprise, and information technology has become one of its key enablers. For establishing and enabling collaboration within the layers of organization or community there are methods and process centric, application suites structured over web 2.0 standards pre configured to handle specific enterprise workflows addressing access control, content management, intellectual property and security requirements.

Accelerating journey towards Enterprise 2.0

> Integrated social media solution for businesses that enables organizations to build communities.
> Encourage Interactions, monitor reactions, take feedback and comments, process solutions.
> Promote Information Exchange from among communities or between organization layers & community.
> Knowledge accumulation and usage is a key to business success.
> Create thriving online spaces that deliver measurable value.
> Separate your company from the competition by giving yourself tremendous credibility.
> Presents a free, fair, open & transparent culture; helps gain value.

A Product recommendation:

CSS Corporation presented the EDGE collaboration and knowledge management system.

http://www.csscorp.com/news&events/news-read.php?NID=139

Email:
enterprise.ke@csscorp.com

Web 2.0 has transformed the way we look at online community behavior and the possible implications of collective, collaborative knowledge management models. The power of the Web 2.0 model has been universally recognized, however, the implications for enterprise adoption suffer from a lack of immediate consensus. The CSS EDGE platform creates a working model for transforming the enterprise support function by providing a governance model for integrating internal and external communities or groups.

EDGE has been architected using open source components, configured to handle specific enterprise workflows and enables the enterprise to harness the power of Web 2.0 to drive customer loyalty, drive marketing and product management, as well as provide collaborative environments for promoting ideas that drive continuous innovation.

Jesu Valiant

Need to Diversify | Extending Organizational Competencies

November 3, 2010 1 comment

Realigning the focus and diversifying has its distinct advantages in any situation and in any market. Diversification from the core provides an opportunity to create additional value to consumers and brings revenue opportunities without much of an ado. Diversification = Growth Strategy.

Market Realities: Organizations have evolved their practices and processes around native offerings; over years of exposure they accumulate strengths to further drill deep into the niche they offer. The vertical bore brings out more quality of service and matures business value. In such a space there will be  many a competitor in the same eco-system with much deeper strengths and maturity; Consumers are spoiled for choice among this competition. Business are cost leaders, have strong brand names, share customers, share characheristics, operate similar, compete nect to neck, share management techniques etc., The candidature sway can only be attributed to external factors like ads, verifyable case studies, consultant backing, customer referrals etc., and not really on ‘whats on offer’ as everyone offers almost the same with very little between. Prolonged existance and anchoring of organizations over the same service vertical will not be wise in the face of growing competition and the thirst to increase revenues.

Framework: Visual Verbatim to be appended

Diversifying from the Core’: When strategies are draw over diversification, there is always a choice. The choice of choosing to build based on your core competency and extend the diversified idea as an offshoot [or] get into a hyper mode by jumping from the native skin adapting in a different landscape altogether. Service companies can diversify from core and feel accomplished as risks are absolutely negligible, there is a strong possibility to utilize native resources over people and infrastructure. Investments and expertise can be applied across establishing a strong backup and support, vital to any new inception. Grade A corporate rung will have the choices to make when diversifying, anywhere down the ladder there is a strong pressure applied over GTM and Operational strategies which will in turn reflect upon exploiting existing relations rather than gearing to launch an all-out open market campaign. Tapping into existing relations will yield good results if you offer solutions and services extensions from the current anchoring. It makes great sense selling and in the conversions.

Pre-Requisites: Diversification can be successful if our core services are at the pinnacle of excellence. We would never want to look at getting caught with poor performance results over our core services; the focus then need to shift back to stabilize the platform from where bread is knead. Selling these ‘Value’ services will be done on the current ‘performance’ platform. Diversify for revenues, diversify over current excellence, when diversifying from core.

Success Factors: Product branding, selling – BD, strong process map, strong service delivery routines, open – case studies, clear engagement routines, leadership awareness.

Case Studies:
1. GE – Jack Welch transformed GE from a purely manufacturing company into a more diversified company. As a result of GE’s corporate strategy and complex diversification, in 1996, GE Capital Services earned US$4 billion. In 2005, GE services agreements increased to $87 billion, up 15% from 2004. In particular, financial services revenues increased 12% to $59.3 billion.
2. ITC – ITC’s non-cigarettes businesses continued to grow at a scorching pace, accounting for a bigger share of overall revenues. “The non-cigarette portfolio grew by 37.6% during 2006-07 and accounted during that year for 52.3% of the company’s net turnover,” an ITC release said. ITC was known for its Tobacco products predominantly, the decision to diversify boosted revenue.

Jesu Valiant

Unified Communications – Solution Opportunities

November 3, 2010 Leave a comment

The Unified Communications landscape is defined by two major evolving fronts 1. The Voice Communications leaders and 2. Application [Desktop] Communication leaders. What the opportunity one can have in a domain thats already has seen the fiercest of competitions in the landscape and competitions in the billions across multiple logos and strategies that change every day? Well.. thats the opportunity. There is a huge spectrum of varied products & solutions, but there is a lack of services that to address the complexities. More than two decades have gone by since IPFX – NL came up with its presence solution but nothing major has changed the UC landscape. There is yet to be any full fledged ‘solution’ that can sweep the market.

UC Implementors: Many seek to cater to this service and drill deep in this massive market, seeing the opportunity within and around. There are already a huge assortment of services companies who have jumped into this fray to make the most of it. Data indicates that enterprises are preferring to buy their UC services from Telco’s or Network Providers rather than IT Services Companies. The reality contrasts as most of these Telco’s and Network providers have their Service partners who run the regional errands; having to focus more on the core competency they seldom undertake ‘service’ ventures. These errand companies are mostly a Tier 2 player in that region.

Challenges: There are a host of core technical issues and market issues that hound this practice of Unified Communications. With hounds abound in the form of Interoperability issues, Storage issues, Security issues, Challenges in deployment, Challenges in FMC. With these issues in the open, companies get  something if not everything, muting the true experiences of unification.

Selection of a UC Services player: Only a few IT Service Companies are well placed to address this Gap; these companies are either Technical Support, Managed Support  partners, Professional Services partners to 1. The Voice Communications leaders and 2. Application [Desktop] Communication leaders who ‘field’ the collection of skills from the skills reservoirs.

Ushering the “Open” wave: The steady growth of Open Source has brought in a range of Open API’s and bridge bundles that users in betterment of the choice for the market. From IP telephony, conferencing, IM, UM, the stacks have challenged may proprietary products. Seeking strengths on this area whilst searching for a true type services company will further augment strength of the solution you want to implement.

An Approach: 1. Any company wanting to adopt Unified Communications needs to understand their landscape and the proposed, 2. Identify areas of Technology convergence and bucket the product stack they stare into at, into these categories, 3. Services are expensive and not all address our specifics; hence identify the right IT service providers who may be Technology Partners, Solution Partners, Professional Services Partners with credibility [Case Studies, Best Practices, etc.,], 4. Ensure strip bare competition for varying bids among the best identified and always settle for the expertise rather than cost.

Jesu Valiant

%d bloggers like this: