adobe whitepaper - the impact of web 2.0 on enterprise applications

8/8/2019 Adobe Whitepaper - The Impact of Web 2.0 on Enterprise Applications

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PrePared by exclusively or

CIO Executive Download

The imPacT o Web 2.0 on

enTerPrise aPPlicaTionsA strategy to improe busiess perormace through sotware

that works the way people work


2/15

inTroducTion:

A strategy to improve business

performance through software thatworks the way people workTg tg t t, tp tw t p kg

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exPecTed and desired beneiTs

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n Improed process eciecy ad collaboratio (71 percet)

n Lower costs (63 percet)


success sTory: Brugh f Suthwark, Lndn, UK

Near the center o London, just south o the Rier Thames, lies the borough o Southwark.

Home to London Bridge, the rebuilt Globe Theatre, and more than 250,000 residentsman

o them highl mobileSouthwark receies 2 million requests a ear or 230 dierent bor-

ough serices. Those serices range rom librar cards and reccling collection to construc-

tion permits and welare paments.

Preiousl, meeting those requests was a cumbersome and time-consuming process.

Borough emploees taking requests or public housing ouchers, or eample, had to llout a 45-page paper orm with 1,000 data items, and then enter the data manuall. Toda,

the ll out electronic orms that automaticall sae data to multiple back-end sstems

thanks to an application that uses Adobe LieCcle ES (Enterprise Suite) and the Adobe

Flash Platorm. The sstem, known as One Touch, checks the data against eisting records,

populates the orms accordingl, fags errors and duplication that might lead to raud, and

spawns all the necessar processes to meet the request.

Southwark cut the wait time or borough serices rom more than a month to less than 24

hours while more ecientl tracking requests to ensure none all through the cracksa lie-

altering improement or residents in crisis. In addition, people can now request multiple

serices simultaneousl rather than contacting the borough council repeatedl. For eample,

new residents can appl or a parking permit, change their oter registration, and enroll their

children in the school lunch program, all in a single call.

As a result, the borough is deliering three times as man serices while cutting call olume

eold and eliminating $1.7 million in costs. Moreoer, One Touch eliminates the need to

train borough emploees in multiple orms and comple procedures oer as much as two

ears; instead, there now ull productie in a single week.

Our aim is to look holisticall at the needs o citiens and address all serice opportunities

in one interaction, sas Dominic Cain, head o client serices in Southwark. This is a big

leap in the qualit and ecienc o serices we can delier.


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n Icreased busiess agility (60 percet)

n Improed customer loyalty (48 percet)

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n Reducig costs (88 percet)

n Improig process eciecy ad collaboratio (80 percet)

n Improig customer loyalty ad retetio (79 percet)

n Protectig existig reeue streams (77 percet)

n Icreasig busiess agility (73 percet)


success sTory: mpuls Systems GmbH/mpulsFnanzmanagement AG, Gersthfen, Germany

A health insurance broker and consultanc, impuls oers its customers a Web site where

the can compare plans rom 40 dierent insurance proiders, submit applications to theones that best meet their needs, learn which plans will accept them, and complete the

necessar paperwork to enroll in the plan o their choice. This workfow is comple, requir-

ing the compan to manage 20,000 dierent ee ariations while handling sensitie personal

and medical data in condence according to law.

Using Adobe LieCcle ES and Adobe Acrobat Connect Pro, impuls created a solution

that allows customers to ll out and sign electronic applications and contracts securel, with

a orm completion wiard that prompts them or necessar inormation. I the hae urther

questions, a click to chat button connects them to a lie sales representatie in a Connect

Pro meeting room, where the sales representatie can share up-to-date multimedia con-

tent addressing their concerns. The sstem automaticall orwards a cop o the completed

contract to the insurance compan to ensure prompt coerage; it also allows customers toretriee copies o their documents through the impuls online customer portal.

B automating this process, the compan reed sales representaties to take more calls in

the same amount o time. In act, it recentl doubled its sales sta to 100 to handle the in-

creased call olume. More importantl, howeer, impuls can now capture data as customers

ll in the LieCcle orms, compare them to past customer inormation, and alert its sales

representaties on the spot to opportunities to cross-sell or upsell additional products and

serices. As a result, sales eectieness has improed: the call center has become 200 to

300 percent more eectie than direct sales, with a 90 percent close rate.


5/15

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n Streamliig paper-based processes to improe eciecy ad reduce

costs (68 percet)

n Easily creatig custom commuicatios while maagig risk (66 percet)

n Buildig the ext geeratio o eterprise applicatios (61 percet)

n Eablig more eectie egagemet with legacy applicatios ad data

(59 percet)

barriers To adoPTion

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n Sotware usability (42 percet)

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n Maagig multiple iput chaels, icludig Web, phoe, e-mail, ad ax

(39 percet)n The ability to customize commuicatios or specic recipiets

(39 percet)

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respodets report that exteral

iteraces outperorm supportig

back-ed systems. There are o

sigicat diereces by regio.


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1. UnDERSTAnD user eeds. Create a strategy to guaratee user adoptio that icreas-

es productiity by ealuatig user eeds at the start o the deelopmet liecycle.

2. EvALUATE the ways i which collaboratie techology ca improe workfow across

the borderless eterpriseor example, by deelopig a olie applicatio or cus-

tomers that deliers timely, accurate CRM data to customer serice represetaties.

3. CREATE isibility ito eterprise data sources i order to brig this data together

cohesiely ad cotextually so employees ca easily d ad share kowledge that

improes their productiity ad their ability to delier high-quality customer serice

or example, creatig a olie corporate directory that pulls data rom huma re-

sources, chat, caledars, ad other systems, proidig a sigle iterace or employees

to coect with each other.

4. EnABLE lie o busiess users to maage ad cogure these applicatios them-seles so they ca model, isualize perormace, ad chage processes o the fy

as busiess coditios chage, without iolig IT.

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The adobe exPerience: Where communicaTion,collaboraTion, and exPerience are criTical

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Reducig Costs

Improig process eciecy/

collaboratio

Improig customer loyalty/retetio

Protectig existig reeue streams

Icreasig busiess agility (speed,

fexibility, adaptability to chage)

Reducig risk

Product/serice ioatio

Expadig/up-sellig serices

IMPORTANCE OF BUSINESS GOALS OvER THE NExT 12 MONTHS(ExTREMELy/vERy IMPORTANT RATINGS)

88%

93%

86%

80%

89%

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U.S.

EMEA

s: idG r s, m 2009


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PERCENT INDICATING CONSUMERIzATION OF IT HAS

HAD A POSITIvE IMPACT IN EACH AREA

63%

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12/15

SyNDICATED ARTICLES


Users who shared their social networking imple-

mentation stories at the Enterprise 2.0 conerence

in Boston on Wednesda emphasied that success

requires careul consideration o corporate culture

and goals, as well as eectie technolog.

M biggest piece o adice is to make sure so-

cial media is grounded in the challenges o our

business. Its dierent or each business, said

Shawn Dahlen Jr., social media program manager

at Lockheed Martin, during a presentation.

Lockheed has created a platorm called Unit,which is based on Microsot SharePoint. But the

choice o technolog was more pragmatic than

anthing else, since SharePoint was alread a

mainsta in Lockheeds IT enironment.

The platorm proided an eolutionar path

rom a document-centric culture to one that em-

braces wikis and blogs, Dahlen said.

A grassroots approach worked or Lockheed

when it came time to roll out Unit.

Initiall, the compan did little more than put up

some posters to attract the attention o workers

in the compans inormation sstems and global

serices diision, Dahlen said.

A subsequent step was a series o presentations

to arious Lockheed eecuties, which got them

ecited about what we were doing.

Toda, 20,000 o the 55,000 workers in the IS

& GS diision are contributing content to Unit,Dahlen said in an interiew ater the presentation.

But the real rate o adoption is more like 60

percent, since onl 35,000 o those emploees

are addressable the others work in top-secret

or nation-building actiities, or eample, and

thereore cannot participate, he said.

Strong support rom Lockheeds high-ranking

corporate managers has been ke to the success

o Unit, which is now being rolled out across the

compan.

But an all-out order to use it would hae been

counterproductie, said Christopher Keohane,

social media product manager, in an interiew.

I ou set the right cultural tone, oull nd the

adoption, Keohane said. The more ou mandate

it, ou get people just checking the bo to sa

the did it.

The most eectie wa eecuties can drie a so-

cial platorms adoption is simpl b participating

themseles, as well as being receptie to com-

munications and ideas that stream in rom the

rank-and-le, Keohane said during Lockheeds

presentation.

Not eerones idea has to be accepted, but ou

hae to show the are listening and taking action

on stu, Keohane said.

A much smaller compan than Lockheed Martin

that nonetheless aces the organiational chal-lenges o widel distributed teams also presented

at the conerence Wednesda.

Design compan IDEO, which has about 500 em-

ploees and oces in North America, Europe and

Asia, has ocused its eorts around a corporate

intranet called The Tube, said Gentr Underwood,

head o knowledge sharing.

Oer time, IDEO has deeloped a number o

design principles or social-networking sotware,

Underwood said.

One is to build pointers to people, instead o

tring to pull eer scrap o inormation eer

worker might possess into a giant knowledge

base, he said.

That approach is good or collecting acts and

gures, but not much else, he said. A lot o

the reall good [knowledge], its too contetual,

Social networkig Success Requires Solid Plasb c K, idG nw s



too eperiential, too tacit.

Thereore, an IDEO emploees prole on The

Tube ocuses on deliering an abundance o

inormation about the worker that is useul to the

business, such as his or her workload oer thecoming weeks, contact inormation, short and

long-orm biographical inormation, and a list o

their ongoing tasks. Managers can use the ag-

gregated data in the process o assigning workers

to arious projects.

The proles pull in inormation rom eisting

IDEO sstems, including Microsot Actie Direc-

tor and a time-tracking application, he said.

Since eer organiation has a rat o such legac

sotware, a social-networking implementation islike a custom-t suit, he said. What we tr to

do is take all these pieces together and make one

eperience.

Nearl all IDEO workers hae now taken owner-

ship o their personal proles, he said.

That rate o adoption neer would hae been

possible b saing, OK, theres a new sstem

and eerone is responsible or maintaining their

people page, he said.

The compans approach saw it inite about 10percent o its workorce -- choosing people who

were seen as social leaders -- to use The Tube

rst. This created enough bu to spark broader

interest once it was made aailable compan-wide

The sotwares usabilit is another ke ocus or

IDEO. Like Lockheed Martin, IDEO is using an

agile deelopment methodolog to ne-tune its

platorm. A new ersion o The Tube is released

eer week.

The ision oure going to get this stu right on

the rst step? It doesnt happen, Underwood

said. It needs to be thought o as a liing sstem

that is growing as the compan does. n

Copright 2008 IDG News Serice. All rights resered.IDG News Serice is a trademark o International Data Group, Inc.

Uied Commuicatios, Collaboratio

Ca Help Sae Cashb d d, ntwk W

SyNDICATED ARTICLES

Considering the current economic climate, some

companies might not see an immediate need or

unied communications and collaboration tools,

but IT leaders argue the technolog can help

businesses increase productiit, cut costs and

reduce their carbon ootprint.

IT leaders at companies such as State Street

Corp. inest in unied communications and col-laboration technologies to help it better link its

emploees worldwide and enable irtual teams

or the global business. Madge Meer, eecutie

ice president o Global Inrastructure Serices

at State Street in Boston deliered the kenote

at Network Worlds IT Roadmap: Boston Coner-

ence & Epo and eplained how her organiation

built a global model with irtual teams. She said

despite regional dierences, customers should

be able to epect serices deliered consistentl

around the world.

The challenge o globaliation is managing

change across all the regions, Meer told some

400 attendees at the conerence. you hae to

leerage all these technologies to share inorma-

tion, een down to inepensie desktop monitors

and cameras to simulate group meetings withpeople around the world.

That tpe o desktop Web conerencing and

collaboration tool is also part o a unied com-

munications and collaboration project recentl

completed and made aailable to emploees at

Danone, the Paris-based parent compan to con-

sumer packaged goods companies such as Dan-

non and Eian. Mike Close, CTO o the compans



SyNDICATED ARTICLES

North American operations, said the compan

worked to transorm the wa we do business to

better sere customers, but also to attract the

net generation workorce.

We started the project ocused on instant mes-saging and e-mail, but when oil prices spiked,

ideoconerencing became the rst technolog to

put in place, Close said.

And so ar this ear, Danone has hosted 1,050

ideoconerence calls with 70 high-denition

monitors. The compan estimates that 15% o all

ideoconerence calls reduce trael costs and em-

ploee carbon emissions. yet the challenge aced

with adopting such technologies isnt alwas

nancial. For instance, Close said getting peopleto change the wa the work required his team to

pa special attention to training.

We had to constantl communicate and proide

training again and again to get a critical mass o

people using the new tools, Close said.

That is not uncommon, according to Irwin Laar,

ice president or communications at Nemertes

Research. For man companies, the biggest

hurdle ollowing business bu-in is an organi-

ations culture. He said companies looking to

justi an inestment in unied communications

during the downturn might be challenged with a

simple cost-saings argument. Creating a more

productie work enironment could help address

the nancial as well as the cultural challenges.

voIP, or instance, is a dicult argument to

make based on cost saings alone, but i ou

work in disaster recoer and other unied com-

munications tools such as ideo conerencing,

more tangible benets become apparent, Laar

said. Companies can cut trael costs with ideotools, enable collaboration and cut phone bills

with instant messaging and keep an increasingl

irtual sta connected. n

2007 Network World Inc.

PrePared by exclusively or


15/15

Its time to rescue your customers, beforethey disappear in your processes.

Paper-based processes are a drag for customers, employees, and the environment.

With Adobe solutions, you can implement electronic processes that save time, money,

trees, and everyones sanity.

www.adobe.com/products/livecycle

adobe whitepaper - the impact of web 2.0 on enterprise applications

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