Issue link: https://epubs.iltanet.org/i/27653
UC@MC: A UNIFIED COMMUNICATIONS ROLLOUT conferencing didn’t replace face-to-face meetings, but it did allow people to participate who were not able to be present. The cost of a face-to-face meeting for a distributed firm like ours is significant, considering not only travel and accommodation, but also the impact on billable time and availability to service clients. For 2011, MC has decided to maintain the same meeting frequency, but to use video conferencing in place of several face-to-face meetings. Less travel time means more client service time. Other examples of improved productivity are not as obvious, but — when taken collectively — do make a noticeable difference in time and dollars, and also contribute to the overall goal of making life a bit easier. Technology often fails to do that, and the value should not be underestimated. Some examples include: •No need to look up telephone numbers (within or outside the firm) •I no longer use the dial pad on my phone. I think my memory ran out of space long ago for remembering phone numbers, but now I don’t even have to look them up — just start typing a name and click to call. •Call detail recording. Specifics of every call are recorded: the participants, date/time and duration. Lawyers can add notes to that record, and use it for billing. No more guessing how long that call might have been, and no more guessing what day that phone call happened. Operational Efficiencies Let’s face it: business decisions are not made independent of cost considerations. MC’s UC implementation produced operational savings largely by eliminating significant monthly per-line and equipment rental costs, as well as cost savings related to PBX maintenance agreements. Although not considered part of the business case, time saved for moves, additions and changes is also significant, and enables us to be more nimble. Moving a user requires zero reconfiguration now. In fact, anyone can simply plug in anywhere within our seven offices (or anywhere on the Internet), and operate just like they do from their own office. Reducing mobility barriers has many benefits for client service and flexible work arrangements. WHAT WE DID RIGHT Strategic focus: This project started with the needs of the business at the forefront, not with a desire for the “latest and greatest” in technology. All IT projects should start that way. Management commitment: Once the concept was formulated enough to articulate, it was first presented to the COO, and then to the CEO. Both saw the clear strategic fit, recognized the risks and the opportunity, and gained the approval of the board of directors to proceed. The early support of senior management was critical to the success of this project. Communication: Once the decision was made to proceed, the concept was socialized throughout the firm. Town hall-type meetings were conducted in each office to outline the concept. The goals here were twofold: educate the firm about UC in general, and gain input to guide the implementation. www.iltanet.org Exchange 2010 23