Informationweek sup 2011_06

June 2011THe BuSIneSS VALue OF TeCHnOLOGY

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If you’re not melding your social media, mobility, and collaboration strategies,

you need to think bigger >>

By Michael Finneran

IPv6: Waiting will cost you Plus

>>

June 2011 2informationweek.com

For a decade, analysts have pointed to the ac-celerating trend of putting everything over IPand warned that we’d better get ready for IPv6.So why, even after v4 address depletion, are westill begging vendors to please, just add IPv6support to their products already? It’s not that surprising. We tend to prioritize

network upgrades around the most urgentneeds, and IPv6 has always seemed like some-thing that we—and, thus, our suppliers—could put off another year or two. So is therequisite urgency finally here to move IPv6 atleast close to the top of our priority lists? That’s definitely so in the service provider

arena, where the business case is straightfor-ward: We’re running out of an essential net-work resource (addresses) and must do some-thing about it. But in most of the businesses Iwork with, that urgency hasn’t yet hit home.Internally, most enterprise networks can con-tinue to grow using private IPv4 addressesbehind IPv4-to-IPv6 Network Address Trans-lation (NAT44), and externally accessible serv-ices don’t grow fast enough for IPv4 addressdepletion to be a near-term threat.

Nevertheless, as I discuss in a recent Informa-tionWeek Analytics report, externally accessibleservices are behind the business case for IPv6.Service providers, particularly broadbandservice providers, will soon be provisioningthousands of new customers on IPv6. Thereare three ways for these IPv6 customers toreach online content and services: >> The broadband service provider will pro-

vide a centralized NAT (large-scale NAT, or LSN)system that lets users reach IPv4 content us-ing private IPv4 addresses.>> The enterprise will stand up IPv6 proxies

in front of its IPv4-only servers.>> The services will be made accessible na-

tively by IPv6.Lab testing and field experience show that

LSN and IPv6 proxies will adversely affect oreven break some apps. If your customers haveproblems with your online services, they’re notgoing to blame their ISPs—they’re going toblame you. Therefore, the IPv6 case for enter-prises is the need to maintain the customerquality of experience. You can hope for the bestwith service provider LSNs (completely out of

your control) and IPv6 proxies, or you can by-pass those temporary workarounds by makingyour services natively accessible via IPv6. I know what you’re thinking—no large

groups of IPv6 users are pushing for this yet.Why not stall for another year?That would be a mistake. Every IPv6 project

I’ve been involved with has been more com-plex than expected, and most of that complex-ity has stemmed from the need to identify, test,and update or replace applications, gear, andservices that are accessed externally via IPv6.Security is its own nightmare. Sure, you can find plenty of reasons to put

off IPv6 planning or to implement a work -around for the near term. But IPv6 is in-evitable. Avoiding it now will eventually costyou more, in lost customers and lost produc-tivity, than you’ll spend beginning an imple-mentation now. Trust me on this—and con-sider taking part in our first IPv6 survey,through June 13.

Jeff Doyle is one of the founders of the Rocky Mountain IPv6Task Force. Write to us at [email protected].

Time To Get Off The IPv6 Fence JEFF DOYLE

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UC: Think big >>

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June 2011 3

f your idea of a unified communicationsstrategy is to integrate voice mail andemail and set up a few room-based video-

conferencing systems, you’re selling your com-pany short. Think big—make your UC missionstatement “to integrate communications as ameans to optimize business processes.” Thatmeans factoring in collaboration, social net-working, and mobility, as we’ll discuss, but italso means looking beyond mundane IT issues.Your infrastructure has to be up to the task, butit’s a lot easier to justify new UC investments

when you can point to their potential for earn-ing new business.

And here’s something you may not have con-sidered: The mobility and collaboration initia-tives you’re likely undertaking may be UC by an-other name. Say: “We’re going to spend $300 peremployee on a set of tools to integrate voice,video, instant messaging, and email in a dash-board, ” and at best you’ll inspire a yawn. But say:“We’re going to spend $300 per employee to re-duce by 75% the average time to create a tai-lored sales proposal,” and you’ll get attention.

The big, creative view of UC always links newcommunications options with the underlyingbusiness processes they’ll improve.

We’re not saying that’s easy. For starters, mostcompanies haven’t made nearly enough head-way on basic integration. A collaboration archi-tect for a major global manufacturer says a lackof standards is still a major roadblock. “The ven-dors are playing chicken with each other andwith customers,” he says. “Cisco works withCisco gear, but not Siemens. Microsoft workswith its partners but has no interest in becom-

[COVER STORY]

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Get off the IPv6 fence >>

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Get This And All Our Reports

Become an InformationWeek Analytics subscriber and get ourfull report on mobile unifiedcommunications. This report includes 19 pages of action- oriented analysis.

What you’ll find:

> Why we need a new definitionof “mobility”

> A four-step plan to merge UCand mobility

> What your WLAN needs now

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UCThink BigThe chief barrier to richer and more pervasiveunified communications isn’t technology. It’s a lack of imagination.

By Michael Finneran

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ing a SIP partner. I frankly don’t care whichstandard wins. I just want integration.” His com-pany uses IBM’s Lotus Notes for email and Mi-crosoft’s IM and SharePoint, but it’s migratingto a Cisco-centric architecture to address theinflux of iOS and Android devices. “BYOD isadding to the headache, and that’s partly whywe’re moving to Cisco, as well as getting bettersupport for video,” he says. But at every turn, heruns into a snag. Coordinating IM with outsidepartners is a major source of angst, mostly be-cause of security concerns. And it’s amazing theindustry is still fighting over SIP.

Still, in our most recent InformationWeek An-alytics Unified Communications Survey,61% of406 respondents said they either have alreadyundertaken UC projects or plan to do so byApril 2012, mostly to deploy unified messag-ing, cited by 33% as the top driver. That’s agood start, but business drivers are top ofmind. Improving employee collaboration wascited by 59% of respondents, followed by im-proving efficiency, cited by 52%.

The UC Social NetworkMany times we see IT teams treating UC and

social networking as separate initiatives, eventhough the two share common roots. The ba-sic ideas for presence and texting came out of

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[COVER STORY]UC: THINK BIG

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AOL’s Instant Messenger, and the term“Buddy List” is still used today. The presence-based multimodal communications we find inenterprise UC products such as Microsoft’sLync, IBM’s Sametime, and Cisco’s UnifiedCommunications Manager are also availablein consumer tools, including Facebook, Skype,and Microsoft Messenger.

Still, even though 89% of the 703 respon-dents to our Social Networking in the Enter-prise Survey said they have social networks inplace, most said it’s an uphill battle to get em-ployees to use these systems, largely becausetheir companies don’t integrate them withemail and other UC applications.

In some cases, consumer apps are goodenough. You don’t want to be the person whodropped five figures on an enterprise IM sys-tem only to have employees refuse to use itbecause they’re quite happy with AIM. Onceyou’ve decided where to spend, there are twomain tactics to get users to adopt enterprise-class social networking systems. First, makethem fun. Second, highlight the unique ben-efits consumer apps can’t match.

To draw in its employees, IBM runs a gamecalled CityOne as part of its Smarter Planetmarketing program. Every day, 75% of IBMemployees worldwide log in to the Sims-style

game, which serves as a forum to apply tech-nology to solve real-world business, environ-mental, and logistical problems, says SandyCarter, IBM’s VP of SOA and WebSphere strat-egy. Players undertake a series of “missions”that affect the energy, water, banking, and re-tail industries. The UC hook: Real-time com-munications among players and IBM subject-matter experts about, for example, how theprocess models from the game relate to real-world problems.

The fact is, institutional knowledge is oftencubbyholed in large enterprises. A major ben-efit of social networking and UC is to locateexpertise and bring people together. Toolslike IBM’s Lotus Connections, Microsoft’s Out-look Social Connector, and Cisco’s Eos can

scan and tag the millions of reports, docu-ments, and other digital data sets createdeach day and profile users’ unique specialties.Employees can build communities and fo-rums to exchange ideas with people workingon similar projects.

A good example of social collaboration inaction is found at Cemex. The company,based in Monterrey, Mexico, is one of thelargest building materials suppliers in theworld, with 47,000 employees in 50 coun-tries. To tap into internal expertise, Cemexlaunched in April 2010 the Shift collabora-tion platform; core elements of Shift includemessaging (calendaring, scheduling, con-tacts), team collaboration (file synchroniza-tion, discussion forums), and real-time collab-


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59%

52%

34%

33%

26%Data: InformationWeek Analytics 2010 Unified Communications Survey of 249 business technology professionals at companies deployingor planning to deploy UC, April 2010

Improve employee collaboration

Improve employee efficiency

Legacy PBX retirement or upgrade technology to meet business needs and stay on par with peers

Create a more mobile workforce

Improve communications with customers

Top Business Drivers Of UC

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oration and communications (presence, in-stant messaging, Web conferencing, desktopsharing, and audio and videoconferencing).A year later, the company says 20,500 em-ployees regularly share their experiences,specialized knowledge, and best practices inmore than 500 virtual communities on Shift.As with IBM’s CityOne, Shift brings togetherexperts from different business and geo-graphic areas in an entertaining way andgoes beyond garden-variety social mediafeatures l ike wikis by adding real-time communications.

It’s clear that to be this successful, socialmedia projects need input from UC teams.And that’s not only for internal efforts; theother major intersection of UC and social net-working is external, as consumers increas-ingly turn to these tools to research products,find support, and register complaints. How-ever, just 38% of respondents to our SocialNetworking in the Enterprise Survey saidthey monitor public social networks for discussions about their companies or theircompetitors.

Mike Healey, president of Yeoman Technol-ogy Group and an InformationWeek Analyt-ics contributor, says companies must setpolicies in three critical social networking ar-

eas—who can represent the company onsocial sites, how the company will handleonline incidents, and how employees shouldprotect their personal privacy. Those poli-cies, Healey says, must come from businessand human resources leaders, in addition tothe CIO.

“That last one might seem as if IT and HR areoverreaching, but the default settings onmost social media systems often aren’t in thebest interests of your company or the em-ployee,” Healey says. “If you’re using LinkedInfor business contacts, for example, the defaultsetting lets new contacts browse all your con-tacts. If those include your best customers, doyou want to allow that?”

Big companies, from IBM to Coca-Cola, post

their social media policies, so there’s no needto reinvent the wheel.

IT organizations should take the lead inhelping their companies figure out how totake advantage of these new tools as a part oftheir overall marketing plans—and again, thisfalls within our expansive definition of UC as“communications integrated to optimizebusiness processes.” In fact, given its focus onexternal communications, consider makingyour contact center the main interface to so-cial media. Just as we have agents handlingvoice calls, emails, and text chats, we also needagents trained and assigned to track socialmedia feeds. Some companies are catchingon: A Comcast customer in California was hav-ing trouble getting the cable provider to con-


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54%

34%

27%

22%

19%Data: InformationWeek Analytics 2010 Unified Communications Survey of 157 business technology professionals at companies not deploying UC, April 2010

Top Reasons For Not Using UCOther projects have a higher priority

No definitive business value

Lack in-house expertise

UC technology is too expensive

Sizable investment in current communications platform

June 2011 7

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firm an appointment. She tweeted her com-plaint and got a reply within half an hour.

Going MobileEmployees must stay connected to en-

hanced communications and collaborationcapabilities when they’re out of the office. Tothat end, UC providers offer an array of hooksto laptops, tablets, and smartphones. Laptopscan support essentially the same UC clients asdesktops, but then, laptops are “portable”rather than truly “mobile” devices. It’s thesmartphones and tablets that really challengeUC developers. Besides having to account forsmall and touch-centric displays and a dizzy-ing array of operating systems and connectiv-ity states, mobile UC application designs musttake into consideration the particular require-ments of your employees, such as the abilityto be operated with one hand (because a usermust pull a wheelie bag with the other). And,since these devices are easily lost or stolen, se-curity must be a top consideration.

UC vendors have been developing mobileclients with varying degrees of success. Typi-cally, we see smartphone applications usingcellular data services to communicate withthe enterprise UC system by, for example,routing all mobile business calls through the

PBX. These clients are beginning to find theirway onto Apple and Android tablets. Using amobile UC client on the phone or tablet, auser can access the corporate directory, seethe presence status of contacts, check forvoice-mail messages, and dial numbers fromthe corporate directory or by the four-digitextension. Calls to the user’s desk number areautomatically forwarded to the mobile de-vice, and the caller ID provided is that of theactual caller (not the PBX number).

Outbound mobile calls are also routedthrough the PBX, and the user’s desk numberis provided as the caller ID, keeping the mobile

number hidden. This setup allows an employeeto keep her own number for personal callswhile presenting a consistent number for allbusiness contacts.

There’s a cost involved here, as additionaltrunks will be required to support all the addi-tional mobile calls passing through the PBX.However, the biggest challenge with the mo-bile part of UC has been user adoption. Peoplelike the way their smartphones work (that’sone reason they use them so much), and mo-bile UC systems typically require a separateclient on the device. The trick to making UCfundamental to the business process, then, is


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Quantify your productivity gains intwo areas, as defined by industryconsortium UCStrategies:

UC for user productivity, or UC-U: Integrat-ing all end user communication and collabo-ration tools into one package allows them tobe used on all devices, both in and out of theoffice. The payoff: Boost efficiency and maxi-mize hardware investments, like tablets.

UC for business productivity, or UC-B: Oneintriguing communications-enabled businessprocess is that developed by a healthcare in-stitution to discharge patients. All parties re-quired to sign off are notified by text messageand may give consent from a desk phone,mobile device, or PC. The result: The averagetime it takes to discharge a patient is reducedby almost six hours. —Michael Finneran

How Do I Justify My UC? THE NEW ROI

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integrating this client seamlessly with the na-tive operation of the mobile phone—a tall or-der, given that handset makers don’t provideaccess to all APIs. About the only vendor thathas been able to do this effectively is ResearchIn Motion, whose BlackBerry integrates clientsthat work with the Microsoft Lync and IBMSametime UC platforms. Those clients alsowork with BlackBerry’s fixed-mobile conver-gence suite, Mobile Voice System, which canintegrate with just about any PBX. The most re-cent upgrade, MVS 5.1, lets mobile calls berouted over Wi-Fi if the user is within a cover-age area. With the reduction in cellular use byshifting calls onto Wi-Fi, the system can pay foritself. The catch is that MVS 5.1 is supportedonly on Cisco, Avaya, and Mitel PBXes.

There’s that interoperability gotcha again.

Wrap It All Up The collaboration benefits of UC are often

the main reason for adopting these sys-tems—not for nothing did IBM rename its UCinitiative “UC2” to denote “unified communi-cations and collaboration.” Collaboration en-compasses all audio, video, and Web-basedchannels—think Cisco WebEx and MicrosoftLive Meeting. From an ROI standpoint, one ofthe quickest paybacks in a UC deployment

can come from reducing the use of outsideconferencing services like InterCall and Pre-miere Global Services. Not only does an inter-nal UC system cut costs by routing internalvoice and video calls over existing MPLSbackbones as opposed to paying “cents perminute” to a conference provider, but the UCdesktop client can typically be integratedwith your calendar application. UC user pro-ductivity tools such as the Microsoft Lyncclient integrate directly with desktop toolssuch as Outlook. The organizer can scan theavailability of participants and send a calen-dar invite with login information (bridgenumber, conference code, participant code)

automatically included. To join the confer-ence, participants simply click on the calen-dar entry. Most UC tools allow users to breakoff into smaller groups or convert from a textchat to an audio or videoconference andback again. These tools also incorporatescreen and/or document sharing and letusers download copies of presentation mate-rials for later reference.

Increasingly, the companies we work withare moving from audio to videoconferencing,particularly with the advent of lower-costdesktop systems. Our survey showed Polycomand Cisco to be the predominant vendors forroom-size video/teleconferencing, but Mi-crosoft led the way in desktop video. Recently,Polycom introduced an innovative video sys-tem for use with Microsoft’s Lync. Its CX5000camera can be placed in the center of a con-ference table and provides a 360-degree viewof the room. Not to be outdone, since its ac-quisition of Tandberg in 2010 Cisco has beenpushing the envelope on video. The companypopularized the idea of high-definition tele -presence systems, and its Intercompany Me-dia Engine extends video connectivity fromintracompany to intercompany environ-ments. Also interesting is the idea of taggingand retrieving video content. Locating a spe-


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Collaboration: Let employees pool resources via audio, video, Web channels.

Social Networking: Presence-based multimodal communications are critical. Use enterprise UC products or consumertools. But deliver.

Mobility: Smartphones and tablets challengeUC developers: small displays, new OSes, spottyconnectivity. But there are opportunities here.

Additions To TheStandard UC Lineup3

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cific snippet of conversation has always beena manual task, but Cisco has incorporatedspeech-to-text transcription and real-timevideo transcoding. A search feature performsdynamic tagging of content, letting users lo-cate and rapidly access relevant moments ofa video or audio meeting.

One note: Vendors commonly cite savingson travel costs when calculating ROI for theirUC systems, but be sure to take into accountthe fact that videoconferencing requiresequipment, possibly dedicated meetingrooms, bridging units, and additional networkbandwidth. And, many companies see addedvalue in face-to-face meetings, so make sureyou’ll really reduce travel expenses beforebanking on savings.

Speaking of savings, one of the most inter-esting findings of our UC survey is that, in de-termining the ROI for UC, only 29% of respon-dents said they consider business factors likeincreasing sales (17%) or increasing marketshare (12%). However, it’s in those key busi-ness metrics where we typically find thebiggest ROI for UC—along with the most pos-itive exposure in companies.

This idea originated with communications-enabled business processes, and early exam-ples were found in contact centers as an exten-

sion of computer-telephony integration, whereagents use caller ID information to locate cus-tomer records and do “screen pops.” Early ex-amples also were found in interactive voice re-sponse systems, which screen callers and routethem to agents with the appropriate expertise.

However, communications-enabled businessprocesses don’t end in the contact center. Mo-bile communications-enabled businessprocesses streamline any number of opera-tional tasks, from checking in rental cars to scan-ning tickets at sporting events. FedEx and UPShave revolutionized the package delivery busi-ness by equipping route drivers with mobileterminals that let them track packages fromdoor to door. Another UC-charged businessprocess is inventory management, where work-ers are equipped with mobile computers fromthe likes of Motorola-Symbol that work over ei-ther Wi-Fi or cellular networks. For example, aWi-Fi-based inventory management systemsupplied by Motorola lets Baylor Health CareSystem track 27,000 inventory items across 12hospitals in the Dallas area. BHCS says the sys-tem increased the efficiency of inventory man-agement and cut personnel costs dramatically.

Mobile applications are also moving to thewhite-collar workforce, as enterprise softwarevendors such as SAP, Oracle, and Sales force

.com introduce mobile clients. Those vendorsaren’t usually included on IT short lists of UCsuppliers, but they’re integrating communica-tions capabilities with their CRM and ERP pro-grams, letting customers initiate mobile calls,texts, and emails.

To be sure, plenty of UC challenges remain.Vendor interoperability is at the top of thatlist, though organizations like the UC Interop-erability Forum are moving things forward.Our UC survey also showed that 42% of UCadopters cite a lack of end user training as abarrier to full deployment.

However, imagination may be the biggest ob-stacle enterprises face. UC vendors provide avast array of tools to attack business problems,but a hammer is only as good as the carpenterswinging it. Now businesses need architectswho can see beyond mundane speeds, specs,features, and interoperability glitches to howthese systems can help employees collaboratein new ways. Redefine the goal of UC as a tightalignment of communications and businessprocesses, and you’ll be most of the way there.

Michael Finneran is an independent consultant and industryanalyst specializing in wireless technologies, mobile unifiedcommunications, and fixed-mobile convergence. Write to usat [email protected].


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June 2011 10informationweek.com

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