Case study


collaboration minutes nearly doubled in a single month: “Overall, we were able to eliminate $5 million a year in annualized operating expense while taking collaboration minutes through the roof,” Crowder says. Travel expenses were reduced by 13%, a result of Poly, Skype for Business, and internal travel policy. Though the main driver of implementing Polycom technology was cost reduction, there’s also been value in cost avoidance. More virtual business meetings hap- pen as a result of reduced travel and costs associated with increased min- utes on pre-Poly/Skype systems are avoided.


Building a UCC organisation


To build a truly unified, world-class enterprise UCC organization, BMC had to do exactly what the name indicates: remove the silos and unify. All teams were


placed under one leader for


true accountability. Restructuring all groups into one set the foundation for a strong UCC organization. Ross McEl- roy, BMC’s Global Director of Unified Communication and Collaboration, heads UCC, pulling in the support of other departments and business units to make it all come together—not just the aforementioned teams, but also information security, help desk, facil- ities, and of course, executive leader- ship.


UCC empowers the BMC communi- ty to connect to anyone, anywhere at any time, with one experience across all devices, all meeting rooms, and lo- cations. Poly systems’ integration with Microsoft applications made for an


20


easier deployment than it would have been had they chosen other systems that are considered a bolt-on to Mic- rosoft Office. “Poly endpoints fit right into our IT ecosystem. They’re built around Microsoft applications, like Skype for Business and Microsoft Out- look, that our employees already use every day, “says McElroy


The collaborative ecosystem


As part of that ecosystem, BMC is fed- erated with more than 100 customers, suppliers, and partners such as Poly — meaning that a BMC employee can easily see any of these external parties’ presence indicators and easily hop on an ad-hoc video conference. Regard- less of how easy the technology is to use, the company’s leadership knew it couldn’t just hand new technology to people and expect them to use it. So they built this idea into the blueprint early, allowing time and resources for BMC to double down on employee adoption efforts.


Before the changes were rolled out, a four-person adoption team analysed how users would receive the new sys- tems, formulated the most effective processes for training, and strategical- ly carried the technology into the en- terprise. Between town hall meetings, onsite orientations, lunch and learns, implementation, and seeing how easy the technology is to use, the transition was more seamless than expected.


Virtual meetings


Previously, the process to join a con- ference call was time consuming and


confusing. The attendee would have to find the link from the meeting in- vitation, locate the meeting ID and passcode, dial 1-800 first, enter first and last name and web ID—a process that took at least 3-4 minutes for each attendee to connect to every meeting. Four minutes per attendee per meet- ing adds up to a lot of wasted time. Scott Crowder and Ross McElroy work in lockstep to ensure simplicity re- mains a fixture in BMC’s technology environment. “Before Poly built the glue [RealConnect] that pulls Skype for Business and group conferencing systems together, you had to do all kinds of acrobatics to get into a meet- ing. Now, with RealConnect, you walk into one of our conference rooms and click “Join.” It’s that simple,” Crowder states.


All BMC conference rooms looks the same, with a Join button on the con- sole, and an additional step to share content with others. Proactive moni- toring identifies the bad apples Even the


most sophisticated technology


requires users to employ best practic- es to maximize its capabilities. BMC builds world-class monitoring technol- ogies, one of which is used to monitor and manage Skype for Business and Polycom infrastructure to proactively pinpoint where problems may occur. Hardware and training


Office workers have 1 gigabit connec- tions to their PCs, but the road-war- rior salespeople and those in the field working with partners have different setups. Targeted training to these user profiles is more effective than a one- size-fits-all approach. In BMC’s major development offices in North America, India, and the Ukraine, you will find research and development and Agile software development teams using real-time white boarding on RealPres- ence Group Series, and RealPresence Centro—the circular video conferenc- ing system with a 360-degree camera that captures everyone in the room.


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22