I'm happy to report that a new thought leadership piece based on a long, long, long paper based on deep, deep, deep research that yours truly undertook last year has finally been published.
The Value of UC² in the Banking Industry is finally available for public consumption (yay!) The final product is shorter than my original paper and the editing process rendered the writing more lively than anything this old geek can muster. I'm very pleased with it and I think you will too if you feel so inclined to read it. You can find it here.
The Sametime Blog
Marlon Machado 100000PEST firstname.lastname@example.org Tags:  thought-leadership ucc uc2 uc banking 1,156 Visits
Marlon Machado 100000PEST email@example.com Tags:  business-partner call-center sametime business-partner-tuesdays 1,096 Visits
I get numerous requests for references of Sametime being used in call center scenarios. We've worked with three business partners in building integrated solutions featuring Sametime for call center scenarios.
Two of them are new and are just being brought to market. The third one has been around for a while and it has already garnered many accolades and, with that, some very nice references. I'm talking about Instant Technologies' Instant Queue Manager. Check it out and, more importantly, take a look at these nice case studies.
Marlon Machado 100000PEST firstname.lastname@example.org Tags:  call-center friday-funnies humor 1,819 Visits
Marlon Machado 100000PEST email@example.com Tags:  regulatory-compliance business-partner-tuesdays sametime facetime business-partner 2 Comments 2,098 Visits
Speaking of business partners, FaceTime has built a very nice solution that adds considerable value to Sametime deployments in various industry scenarios with high security and regulatory compliance requirements.
FaceTime for Sametime augments Sametime deployments with hardened compliance for regulatory and e-Discovery. It provides tamper-proof logging, it provides a framework for defining ethical boundaries, it allows exporting Sametime file transfers to IBM Enterprise Content Manager and it adds an e-Discovery user interface to facilitate searching and reviewing.
When it comes to security, the solution adds protection against viruses and worms for instant messaging sessions. When it comes to data loss prevention, it scans file transfers over IM sessions and it allows filtering file transfers by keywords and regular expressions.
Regarding management, the solution allows controlling availability of features (IM, VoIP, video) on a per-user basis and it provides a rich reporting framework that allows retrieving conversations as they occurred.
In short, wherever there's a need for IM archiving and compliance, security and data loss prevention on IM sessions, enforcing compliance, ethical boundaries and communication policies, I think FaceTime for Sametime is a a good way to go.
Jacques Pavlenyi 1000002W2A firstname.lastname@example.org Tags:  uc friday-funnies humor 1 Comment 1,082 Visits
A day late, but still worth the wait. This is WHY we need unified communications...
Jacques Pavlenyi 1000002W2A email@example.com Tags:  integration quickr sametime 1,160 Visits
A new technical article from IBM detailing how to troubleshoot Lotus Quickr and Lotus Sametime integrations. Over at the Quickr Blog, here.
Jacques Pavlenyi 1000002W2A firstname.lastname@example.org Tags:  business-partner ucc headsets unified-communications bp plantronics uc bp-tuesday 1 Comment 1,410 Visits
For today's entry in the ongoing Business Partner Tuesday series, own own Marlon Machado guest posts on the Plantronics blog. "On Old, New and Simple" is a neat discussion on user interfaces and why they're important. It also ties into today's Plantronics announcement of new plug-ins for Sametime. We'd love to hear your comments, either there or here.
I want to elaborate a bit on the ideas I rambled about on one of my previous posts about how UC without collaboration doesn't do the trick and how this makes IBM's vision for Communication-Enabled Business Processes (CEBP) better than our competitors'.
Humans are wired for communication. We just cannot shut up (some more than others) and that's why our brains developed the ability to create language as a coding system to express ideas. This is also the reason our bodies evolved to have the anatomical features that allow us to talk and not just grunt and howl at each other--we still do that in general but that's another story. In short, communication is natural to us and we will communicate no matter what; even when we have nothing important to say (Twitter anyone?)
Collaboration, on the other hand, is trickier. We are social animals but human nature is not necessarily wired for cooperation. Instead, we are wired for survival at a very individualistic level. Our brains have evolved to understand that cooperation is a more cost-effective way to survive than going it alone and, arguably, having learned to internalize that understanding is what makes us civilized. However, collaboration is learned behavior and that's why it doesn't come as natural as communication.
So, when we put the two together and we end up participating in a CEBP having the ability to communicate with others doesn't mean much unless we have something to talk about, i.e., a context. Some of our competitors will tell you that CEBP is all about adding voice to everything, which suits them well because they sell hardware and phones, but what do you do once you got the SIP session going? What do you say besides "Hello!"?
In my view, CEBP is as much about collaboration as it is about communication. In order to get there you need to create the conditions that will provide the context in which people will collaborate before they have anything meaningful to communicate about. This is known as Business Process Management, or BPM, and IBM is a strong player in this market.
For us, BPM is not just about automating everything and removing people from the picture. It's about optimizing and creating context. Collaboration is a new theme within BPM and there are new buzzwords such as "social BPM" and "people-centric BPM" that reflect the ways in which this may play out:. The way I see it, collaboration is the realm where people operate within an optimized business process and communication is what enables them to collaborate.
We always say we don't do just UC. Our thing is UC² (Unified Communications and Collaboration). When you do BPM+UC² you're bound to get a better CEBP as a result.
We're working with the IBM BPM team in building concrete scenarios for CEBP. We're just getting started and we're very excited about the possibilities. Stay tuned.
Marlon Machado 100000PEST email@example.com Tags:  sametime websphere-portal sametime-proxy banking 2 Comments 1,859 Visits
I got a piece of good news a few minutes ago. The WebSphere Portal team recently released a software asset called the IBM Retail Banking Template for WebSphere Portal. This is a generic retail banking application (a template) that integrates Sametime 8.5 through the Sametime Proxy toolkit. This is what it looks like:
When you click on the advisor's name a Sametime Web Client chat session starts so you can chat away for as long as you want. Pretty cool.
You can learn more about the template here. You can see it in action here.
Marlon Machado 100000PEST firstname.lastname@example.org Tags:  sametime uc2 ucc collaboration uc 1,581 Visits
A couple of days ago as I was driving to the office I was listening to a discussion on the radio about whether being always online and overloaded with information makes us more isolated or more connected. One side argued that being constantly bombarded with information from multiple sources makes us more aware but less focused and, as a result, more isolated. The other side argued that being more aware is good enough; that the nature of the work knowledge workers do does not require any kind of deep thought and that jumping from one task to another while being aware just enough to not screw something up is acceptable.
The first argument has some footing, in my opinion. Last year I did extensive research on finding ways for unified communications and collaboration tools to help address the pain points plaguing the banking industry in the face of the current economic crisis. I found that information overload breeds uncertainty and, with it, isolation. My research revealed that in cases where organizations face structural isolation uncertainty exacerbates the issues that prevent people from knowing what they need to know when they need to know it. I also found that even when structural isolation is not a problem there's a risk that information overload will cause us to just tune out and, as a result, we end up being less aware than we think we are. When we see this in the context of different areas of an organization needing to be aware of each other the result is what I called a communication dead zone.
The second argument is intriguing. It basically says that superficial awareness is the new normal. It says it's OK to know just enough to not screw up and I find this really disconcerting. It reminds me of how doctors interact with patients nowadays: they come in, skim over your chart, ask you to stick out your tongue, ask you a few questions, order a round of tests for you and they're gone; off to the next patient. That's being mildly aware for you but, hey, it is what it is.
But let me get to the title of this posting. We like to say that, in the past, people went to work and that today work comes to you. One could argue that when we went to work we were less isolated from our teammates and collaboration was the natural way to do things at work. I can see someone saying to me that being part of a virtual team scattered all over the planet makes us more isolated regardless of how many unified communications and collaboration tools we have at our disposal.
My previous job made me move to Austin. My manager at the time wanted her team to come to the office every day and to work together as much as possible. In those days our mission was to help business partners build applications on IBM middleware. The projects we worked on were complex, long, and had lots of moving parts and it made sense for us to be physically in the lab every day and to travel together when we went on site to work with partners. In those days we did not have much in the area of unified communications (Sametime 3.0 only did presence and instant messaging) and broadband was something you really came to the office for.
Then I moved overseas. I was the first member of my team to be (really) remote. In 1999 my telephony expenses were about $400 per month just for dialing three times a day for 30 minutes each time--just long enough to let Notes replicate--and to attend the few conference calls we used to have at that time.
As time went by and broadband became available work started coming to me more than it ever did.
As IBM started deploying Sametime 7.5 my phone bills went to zero and my conference calls started to multiply. Collaboration became the norm: I used to share my screen with my colleagues; I used to be on a voice chat session while logging in on remote servers; we abandoned conferencing bridges for long discussions and went with voice chat pretty much full time and things started to look more or less as they do today. I worked from my overseas home most of the time when I wasn't traveling. I came to Austin from time to time but I was not really required to anymore. The job had changed and the requirements had changed and, thanks to the new tools me and my teammates were given, we were not isolated from each other.
I must say, though, that when work came to me I had an advantage: the years coming to the office left me with good friends with whom I still get together regularly. Isolation doesn't stand a chance in the face of long-lasting friendships.
When I changed jobs and joined the Sametime team in 2008 isolation did become an issue at first even with an ever richer set of unified communications and collaboration tools. I was being bombarded with information from all sides (the whole fire hose analogy) and I was now part of a group of people who were perfect strangers to me.
I went from an outward-facing environment in which my manager's job was to shield me from the internal workings of IBM to a situation in which my job was to master those very internal workings I had comfortably ignored since 1996 when I joined the company.--I'm still working on that today.
Work came to me all right and, with it, isolation. I learned that, when work comes to you, having the latest and greatest in unified communications is not enough without a healthy dose of collaboration tools. Our humanity, the instinctive side of us recognizes one and only one kind of human touch: actual human touch. I think our primate selves cannot register a chat session or a conference call as equivalent to meeting another human in person no matter how much we try. Body language doesn't translate very well over a headset and it's arguable that even telepresence and video chat may not be enough.
What helped me get over my isolation and the fact that I was part of a team of people I knew nothing about was the collaboration bit. Unified communications by itself won't to the trick to stifle isolation in cases where there's no preceding rapport among humans. When you introduce collaboration tools as the context driving the interactions among people isolation is less likely to occur. Collaboration tools provide a catalyzer, a filter that helps us keep the focus where it should be.
Collaborative environments help us learn more about the other humans in our group and allow us to get a glimpse of the personalities. This is funny--you learn all these things not from people's body language but from the way they talk on the phone, their writing style, the way they use graphics in presentations, their style for structuring information, etc. Eventually strangers become teammates and, with a bit of luck, they may even become your friends.
In conclusion, the first argument is dead on. It happened to me. The counterargument is also right but it's not ideal. Being aware just enough to not screw things up is not a good thing. Unfortunately this is the new reality. I don't have too many chances to get together with my new teammates. They're not total strangers to me anymore but I can't say we know much about each other besides what we do at work (I do know David Marshak is also a photography aficionado).
The good news is there are ways to cope with the new reality: a healthy combination of unified communications and collaboration tools can help prevent becoming isolated. The thing is that learning to take advantage of collaboration tools takes more time than learning to use unified communications tools. All we need to do then is be aware of that fact, be patient, and, as it's printed on the cover of the Hitchhiker's Guide to the Galaxy: "DON'T PANIC".