Digital Transformation

Digital
Transformation
Mitel Special Edition
by Zeus Kerravala and

Lawrence C. Miller
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Table of Contents
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
About This Book......................................................................... 1
Foolish Assumptions.................................................................. 2
Icons Used in This Book............................................................. 2
Beyond the Book......................................................................... 3
Where to Go from Here.............................................................. 3
Chapter 1: Understanding the Digital Imperative . . . . . . 5

Recognizing Digital Business Drivers....................................... 5
Go Digital or Go Home................................................................ 7
Digitization Leads to Business Reimagined............................. 8
Digital banking.................................................................. 9
Digital retail..................................................................... 10
Digital manufacturing..................................................... 10
Chapter 2: Designing a Digital Workplace. . . . . . . . . . . 11

Employee Demographics Are Changing................................. 11
Work Is an Activity, Not a Destination................................... 14
Corporate Structure Has Evolved........................................... 17
Digital Workspaces Must Be a Business Imperative............ 18
Best Practices for Building a Digital Workplace................... 20
Chapter 3: Delivering a Superior Digital

Customer Experience. . . . . . . . . . . . . . . . . . . . . . . . . . . 23
Digitization Redefines the Customer Experience................. 23
Staying Connected to Today’s Mobile Consumer................. 25
Understanding the Customer Life Cycle................................ 26
Developing a Digital Customer Experience Strategy............ 27
Chapter 4: Building a Digital Strategy. . . . . . . . . . . . . . . 29

Developing Critical Capabilities in Digital
Organizations........................................................................ 29
Starting the Digital Transformation Journey......................... 30
iv Digital Transformation For Dummies, Mitel Special Edition
Chapter 5: Unified Communications and

Collaboration in the Digital Enterprise. . . . . . . . . . . . 33
Digital Businesses Needs Real-Time Communications........ 33
Recognizing the Challenges of Seamless UCC....................... 34
Digital Transformation Gives a Voice to
the Internet of Things........................................................... 37
Chapter 6: Ten Capabilities to Look for

in a Digital Transformation Partner. . . . . . . . . . . . . . . 39
Mobile First................................................................................ 39
Cloud Enabled........................................................................... 40
Millennial Focused.................................................................... 40
Omni-Channel Experience....................................................... 41
Full Contact Center Functionality........................................... 42
Open and Extensible................................................................. 42
Flexible Options and Features................................................. 43
Integrated Machine Learning and Artificial
Intelligence............................................................................. 43
Track Record of Innovation..................................................... 43
Robust Security......................................................................... 44
Introduction
D igital business is the application of technology to build
new operating models, processes, software, and sys-
tems by leveraging the convergence of people, business, and
things. These advances are creating new product and service
opportunities, as well as transforming business operations,
enabling companies to generate more revenue, gain greater
competitive advantage, and achieve higher efficiency.
Digital transformation has become a top initiative for business

and IT leaders. In a digital business world, sustainable market
leadership is no longer based solely on which company has
the best products or even the best people. Instead, organiza-
tions that are agile and can quickly adapt to rapidly evolving
market trends will become market leaders. Companies that
can’t meet the demands of a dynamic business climate that’s
changing faster than ever before will struggle to survive.
About This Book

Digital Transformation For Dummies, Mitel Special Edition,
explores how the world is changing, and both consumers and
workers are using new technologies to improve the way they
communicate and collaborate. This book consists of six short
chapters that explore the following:
✓✓Drivers and opportunities in the modern digital business

(Chapter 1)
✓✓How the digital workplace has evolved and key use cases
(Chapter 2)
✓✓Customer experience in a mobile digital world (Chapter 3)
✓✓How to build a digital strategy for your organization
(Chapter 4)
✓✓How Mitel can help you deploy a collaboration and com-
munications solution for the digital business (Chapter 5)
✓✓What must‐have features and capabilities you need in a
digital transformation partner (Chapter 6)
2 Digital Transformation For Dummies, Mitel Special Edition
Foolish Assumptions
It’s been said that most assumptions have outlived their use-
lessness, but we assume a few things nonetheless. Mainly,
we assume that you’re an executive, manager, or team
member in a business or organization of some sort, and
you’re looking for ways to improve the digital experience of
your customers and employees through the innovative use of
communication and collaboration technologies.
We also assume that you’re not necessarily an information

technology (IT) professional. As such, this book is written for
non‐technical readers — we even spell out all those confus-
ing acronyms (like “IT”) for you. But even if you’re a technical
reader, you’ll still want to read this book because you’ll better
understand the digital transformation imperative.
Icons Used in This Book

Throughout this book, we occasionally use special icons to
call attention to important information. Here’s what to expect:
This icon points out information that you should commit

to your non‐volatile memory, your gray matter, or your
noggin — along with anniversaries and birthdays!
You won’t find a map of the human genome here, but if you
seek to attain the seventh level of NERD‐vana, perk up! This
icon explains the jargon beneath the jargon and is the stuff
legends — well, nerds — are made of!
Thank you for reading, hope you enjoy the book, please take
care of your writers! Seriously, this icon points out helpful
suggestions and useful nuggets of information.
This icon points out the stuff your mother warned you about.
Okay, probably not. But you should take heed nonetheless —
you might just save yourself some time and frustration!
Introduction 3
Beyond the Book

There’s only so much we can cover in 48 short pages, so if
you find yourself at the end of this book thinking, “Gosh, this
was an amazing book; where can I learn more?” just go to
www.mitel.com.
Where to Go from Here

With our apologies to Lewis Carroll, Alice, and the Cheshire
cat:
“Would you tell me, please, which way I ought to go from

here?”
“That depends a good deal on where you want to get to,” said
the Cat — err, the Dummies Man.
“I don’t much care where . . . ,” said Alice.
“Then it doesn’t matter which way you go!”
That’s certainly true of Digital Transformation For Dummies,

Mitel Special Edition, which, like Alice in Wonderland, is also
destined to become a timeless classic!
If you don’t know where you’re going, any chapter will get
you there — but Chapter 1 might be a good place to start!
However, if you see a particular topic that piques your inter-
est, feel free to jump ahead to that chapter. Each chapter
is written to stand on its own, so feel free to start reading
anywhere and skip around to your heart’s content. Read this
book in any order that suits you (though we don’t recommend
upside down or backwards).
We promise you won’t get lost falling down the rabbit hole!
Chapter 1
Understanding the Digital
Imperative
In This Chapter
▶▶Staying ahead of competitors in the era of digital business
▶▶Keeping up with the pace of change
▶▶Exploring digital business transformation scenarios
I n this chapter, you take a high‐level look at different

factors driving the digital imperative in modern business
and how it is changing the nature of competition and market
dynamics. Finally, you explore some real‐world examples of
digital business transformation in several industries.
Recognizing Digital
Business Drivers
Digital business is the application of technology to build new
operating models, processes, software, and systems by lever-
aging the convergence of people, business, and things. These
advances are creating new product and service opportunities
as well as transforming business operations, enabling com-
panies to generate more revenue, gain greater competitive
advantage, and achieve higher efficiency.
Competitive advantage in this era of business is based on cap-

turing new opportunities by rapidly adapting to changes in an
organization’s market or industry. Those that can achieve this
level of agility will leap-frog the competition, while those that
can’t will struggle to survive. Thus, digitization — the process
of becoming a digital business — needs to be at the top of

every business and IT leader’s priority list.
Maintaining and increasing competitive advantage in today’s

dynamic, global economy is a major challenge for businesses
in every industry. Companies can no longer simply differenti-
ate their products and services along a single dimension such
as price, features, quality, or support. Except for commod-
ity goods and services, the lowest price doesn’t guarantee a
sale, poor quality is never acceptable, and customer service
requires far more than a friendly smile. Instead, perceived
value, functional match to requirements, exceptional quality,
and total customer experience across all touch points are all
important aspects of the new competitive norm.
Additionally, businesses must find innovative and creative

new ways to engage, attract, and retain their customers. While
it’s well understood that attracting a new customer costs
dramatically more than keeping an existing one — as much as
ten times more — it’s never been easier for customers to find,
research, and move their business to your competitors.
And customers want to deal with businesses that not only

provide the highest quality goods and services they need,
when they need it, and at a price they’re willing to pay, but
also that are socially responsible — with their employees,
their partners and suppliers, their communities, and their
environment. Inefficient business processes and toxic cor-
porate cultures inevitably affect the bottom line (profits),
but increasingly impact the top line (sales) as well. In a time
when costs are constantly being evaluated, inefficiency equals
waste — which no one wants to see or hear about. Everything
you do as a business must stand up to public scrutiny —
customers don’t necessarily want to know how the sausage is
made, but they also can’t look away from a train wreck.
Today, digitization has three primary drivers, (sources from

ZK Research), shown in Figure 1‐1:
Chapter 1: Understanding the Digital Imperative 7
Figure 1-1: The three primary drivers of digital transformation.
Go Digital or Go Home
Market leadership is no longer about having the best product,
the lowest price, or even the best people. Becoming a market
leader in any industry is now based on being able to capture
new opportunities in a rapidly changing market.
This has always been true, but changes in market leadership

used to take decades to occur. For example, in the 1980s, big‐
box retailers completely redefined how retail organizations
managed inventory. However, it took nearly two decades for
their impact — not only to the retail industry but also the
entire value chain — to be fully realized.
Today, natively digital organizations are having a similar

impact in fewer than five years. Figure 1‐2 shows that in 1960,
businesses remained on the S&P 500 Index, on average, for
50 to 60 years; by the early 1980s, the average was less than
30 years. As this trend is likely to continue, by 2025, busi-
nesses can expect to remain on the index for an average of
only 15 years, as new market leaders continually emerge.
Figure 1-2: The pace of market leadership change is accelerating.
Digitization Leads to Business

Reimagined
Unlocking the power of digitization requires new ways of
doing business that are fundamentally different from tradi-
tional methods. Evolving a business model to take advantage
of digital trends is challenging because it’s often impossible
to understand what can be done without having seen it first.
Like traditional brick‐and‐mortar retailers in the early days of
the Internet that had no idea of how to create an online shop-
ping experience, organizations today must develop innovative
business models and processes to leverage modern digital
technologies and trends.
Organizations, such as Amazon and eBay, that were born in

the Internet era disrupted these traditional brick‐and‐mortar
industries. Some organizations adapted quickly and remained
competitive, while others did not and struggled to remain
viable. Today, the Internet is pervasive and integrated into
everything we do.
Digitization will follow a similar path and eventually become

woven into the fabric of our daily lives. The first step in this
journey is to understand what’s possible. In the following
sections, you examine a few real‐world scenarios of digital
business transformation.
Chapter 1: Understanding the Digital Imperative 9
NCR’s Interactive ATM: The fortune

(well, cash) teller of the future?
The NCR Interactive Teller enables transaction processing to let cus-
banks to offer customers the ben- tomers start with a traditional ATM
efits of self‐service banking and experience and then connect with a
full‐service banking through a single remote teller in a highly personalized,
experience. The ATM combines two‐way audio/video interaction.
video collaboration and remote
Digital banking
The shift to digital banking dispels the notion that physical
branches with on‐site employees are a necessity. Today,
branches can be anywhere and everywhere. Virtual teller ATMs
advance the concept of an ATM by allowing human interactions
through video when a customer desires. This obviates the need
for a human bank teller to be present. In this scenario, customers
can still make loan and credit card payments and access informa-
tion by scanning a government ID, even if they don’t have a bank
card. The virtual model creates new business models, enabling
banking services to be conducted in more locations.
Rebecca Minkoff’s digital mirror:

Mirror, mirror on my digital wall
Fashion designer Rebecca Minkoff well. After a product is chosen, a
has created an entirely new approach store employee delivers the item to a
to the retail experience by integrating dressing room and texts the customer
technology into the in‐store shopping to let him/her know the fitting room is
experience. Stores have been out- ready. While in the dressing room,
fitted with interactive mirrors that customers can request different sizes
greet the shopper and invite them to and new clothing, and they can place
approach. After customers tap the the items they want to purchase in
screen, they’re offered a free bev- a virtual cart. When customers are
erage and a few pieces of clothing finished, they can review all the items
to try on. Shoppers can browse the in a mobile application, pay for them,
inventory and select other items as and pick them up on the way out.
Digital retail
The retail industry will experience some of the biggest impacts
from digital transformation. One digital technology that will
change the shopping experience is the use of augmented real-
ity (AR) to improve online shopping by delivering a virtual
“in-store” experience from a customer’s home. With more and
more consumers turning to online shopping, it’s becoming
increasingly important for businesses to offer an innovative
digital customer experience in order to stand out from the com-
petition, boost customer satisfaction, and build brand loyalty.
Digital manufacturing
Digital transformation will radically change the manufacturing
industry. Consumers will be able to customize or even design
their own products using a combination of additive manu-
facturing (AM) and three‐dimensional (3D) printing. “Smart
manufacturing” will leverage the Internet of Things (IoT) to let
equipment and machines communicate with one another with
minimal human intervention, improving efficiency and pro-
ductivity. Smart manufacturing benefits include
✓✓Shorter lead times

✓✓Improved quality
✓✓Reduced waste
✓✓Increased flexibility
✓✓Significant cost savings
John Lewis 3D “sofa studio”

John Lewis, the UK department store, to see what an item will look like.
is using 3D printing technology to The sofa is then placed on a “smart
change the in‐store customer expe- table” that detects the RFID tag to
rience. The company has combined show the item on a computer screen.
3D printing with radio‐frequency A fabric swatch can then be placed
identification (RFID) tagging to help next to the smart table, and a mockup
customers choose new sofas. The of the finished product will appear
interactive “sofa studio” enables on a screen. As customers choose
customers to choose from a wide different fabrics, the on‐screen prod-
variety of 3D‐printed sofa m odels uct will change in real time.
Chapter 2
Designing a Digital
Workplace
In This Chapter
▶▶Recognizing the changing workforce
▶▶Embracing workplace flexibility
▶▶Empowering cross‐functional teams
▶▶Prioritizing digital transformation
▶▶Creating a digital workplace
I n Chapter 1, you look at some pretty interesting examples

of businesses that have undergone digital transformation.
In this chapter, you look at some steps any business can take
toward beginning a digital transformation of its own. Digital
businesses thrive when dynamic teams can collaborate easily
and have access to the information they need to make impor-
tant decision quickly, then move on to the next task or project.
Employee Demographics
Are Changing
A key to success in the digital era is ensuring that the level
of worker engagement is high. An engaged worker is a highly
inspired and motivated employee who is emotionally invested
in the company and drives innovation. Unfortunately, a recent
survey from Gallup and ZK Research found that only 13 percent
of workers are engaged (see Figure 2‐1).
Figure 2-1: Engaged employees are woefully underrepresented in the

workplace.
In contrast to engaged workers, disengaged workers may

show up every day and do their jobs, but they are essentially
“checked out.” Disengaged employees aren’t actively disrup-
tive, but they don’t act in a way that helps the organization
grow.
Even more damaging are actively disengaged workers. These

workers “look for trouble” and their often passive‐aggressive
behaviors can make engaged workers become disengaged.
To create engaged workers and make sure they’re productive

members of collaborative teams, companies must provide
them with the best possible work environment. This means
having dynamic workplaces with tools that allow employees
to accomplish the tasks they need to complete, when they
need to complete them.
One challenge in enabling this kind of environment is that

existing workplaces and tools were designed with the assump-
tion that all workers collaborate in the same way. This
assumption may have been true decades ago, but today’s
diverse workforce is made up of multiple generations — Baby
Boomers (born 1946 to 1964), Generation X (born 1965 to
1980), Millennials (born 1981 to 1995), and Generation Z (born
1996 to 2005).
The percentage of workers from these four segments varies

widely by vertical, but this generational mix is a trend that
Chapter 2: Designing a Digital Workplace 13
all organizations must deal with. Based on statistics from
Singularity Hub, in aggregate, Millennials currently account
for 21 percent of the workforce, and only 2 percent are from
Generation Z, but workforce demographics are changing as
the oldest of the Baby Boomer generation turned 70 in 2016 —
well beyond the full benefit age for Social Security. PWC
predicts that 50 percent of the global workforce will be com-
prised of Millennials by 2020.
Such a diverse workforce is divided by a wide range of dif-

ferent perspectives, personal preferences, and ways of work.
ZK Research shows that businesses need to understand that
employee engagement factors tend to vary by generation (see
Figure 2‐2).
Figure 2-2: Today’s multigenerational workforce has diverse motivations,

values, and work styles.
The work motivations, values, and work styles of each of these

four distinct generations are different. For example, Baby
Boomers generally tend to favor formal structure, Generation
X is characterized by security, and Millennials seek autonomy
in the workplace. Businesses leaders need to personalize their
approach to each generation to engage them better and maxi-
mize productivity.
Today’s younger workforce, which has grown up using

the Internet, social media, and mobile devices, appears to
be more open to new ways of working. For example, Mitel
research shows they’re more welcoming to the idea of online
and virtualized working. Traditional working patterns are
also under pressure, as Mitel data shows that the majority

(81 percent) of workers now want to break free from their
organization’s 9‐to‐5 culture in favor of flexible hours and
working locations.
Technology influences almost every aspect of our daily lives

and an almost insatiable appetite for gadgets and cutting‐edge
technologies is dominating the modern workplace.
While businesses used to be the main drivers of telephony,

computing, and communication adoption, it’s clear they’re
no longer setting the agenda. Instead, the dominant force in
technological advancements has become the end‐user. And
the dramatic trend to the cloud, both in consumer and busi-
ness, is changing the way people consume applications and
information.
The consumer imperative (also known as consumerization)

is a technological trend among Millennials (as well as
Generation X) in which consumers and end‐users are driving
the technology landscape in their organizations and the busi-
nesses with which they interact, by adopting the personal
applications and technologies that they use in their everyday
lives (such as social media, event planning, and group instant
messaging) for business use.
Research from Mitel shows the bring your own device (BYOD)
trend is no longer in its infancy because around two‐thirds
of employees are using their own smartphones, tablets, and
other devices for work (hmm, more than two‐thirds of the
workforce is comprised of Millennials and Generation X —
coincidence?). Modern businesses and organizations need
to embrace technological solutions that work the same way
most employees now work and live — with team collaboration
as a central part of their daily professional and personal lives.
Work Is an Activity,
Not a Destination
Popular workforce trends such as flexible hours, mobile and
remote working, and hoteling (also called hot desking) are
changing the traditional office environment. Many businesses
have embraced the personal cloud and virtual working and
find that they no longer need physical office locations where
employees regularly go to work to function effectively.
Unfortunately, most traditional workplaces aren’t designed

for dynamic teams. Instead, the traditional “cube centric”
workplace was ideal for an environment where workers came
to the office, performed similar tasks day after day, and had
limited interaction with co-workers.
Hoteling involves multiple workers sharing a desk on different

work shifts as opposed to each employee having a personal
desk.
The evolution of modern working practices has moved well

beyond the need to accommodate individual requests for
flexible home working options. Employees are demanding new
ways of working — whether it’s from a coffee shop, logging
into a network from another site, or setting up a home office.
And they’re more than content to do all their business on a
smartphone — in fact, many expect to be able to do so. Yet,
despite overwhelming evidence over the past decade showing
higher productivity among employees who are permitted to
occasionally work from home, many businesses and managers
are still resistant to this new work model.
One challenge that must be addressed in this new work para-

digm is that having people working from all over the world,
in different ways and at different times, makes it difficult to
ensure everyone is accessing and finding the same informa-
tion, documents, and other resources across the entire team.
This situation can result in costly delays, miscommunication,
errors, and mistakes — teams often can’t wait for a team
member in a different time zone to come online to access
the latest and greatest information. But technologies such as
team collaboration and communication tools, virtualization
and the cloud, and mobility and BYOD trends enable innova-
tive working environments that are no longer tied to a physi-
cal office location and provide the catalyst for the personal
cloud. These capabilities enable team members to provide
updates wherever they are, at any time, and on any device, so
other team members can always have access to the latest and
greatest information.
If members of your team are among the skeptical crowd and

tend not to believe more subjective measures of productiv-
ity, such as higher employee morale, consider the following:
Global Workplace Analytics reports that 50 percent of the U.S.
workforce holds jobs that are compatible with flexible tele-
working arrangements, and 79 percent of those workers say
they would work from home if permitted. If those employees
worked from home just half of the time, the total economic
benefit would be more than US $700 billion annually.
Specifically, businesses would
✓✓Save over $500 billion a year in real estate, electricity,

absenteeism, turnover, and productivity costs — more
than $11,000 per employee per year.
✓✓Increase national productivity by 5 million person‐
years — approximately $270 billion worth of work.
✓✓Save on operating expenses such as office space, furni-
ture, utilities, office supplies, janitorial services, security,
and maintenance.
Employees would
✓✓Regain the equivalent of two to three weeks of free time

per year spent commuting.
✓✓Save $2,000 to $7,000 in transportation and work‐related
costs, as well as daycare and after‐school care costs.
✓✓Save more than $20 billion in fuel costs.
The nation would
✓✓Reduce greenhouse gases by 54 million tons — the equiv-

alent of taking almost 10 million cars off the road.
✓✓Reduce wear and tear on highways and roads by over
119 billion miles a year.
✓✓Save almost 90,000 people from traffic‐related injury
or death and reduce accident‐related costs by over
$10 billion a year.
✓✓Save over 640 million barrels of oil valued at over
$64 billion a year.
Making it easier for teams to work together from anywhere

is well worth doing. Not only can businesses enjoy hard cost
savings, but also they can make better decisions through
better team collaboration and communication with access to
the best available information.
Businesses that continue to rely on centralized, physical

offices in the future will view and use them in an entirely
different way, turning them into hot desking and collaborative
working environments. Desk space will be a shared resource,
used by multiple workers with “plug-and-play” technologies
such as team collaboration and communication tools and
desktop virtualization. Therefore, businesses need to equip
their teams for success by giving the mobility they demand
with secure access to all the data and information they need
to make better informed decisions — all while keeping their
intellectual property and sensitive data safe.
Corporate Structure Has Evolved

Hierarchical org charts are fast becoming relics of a bygone
era of work. Modern corporate structures are comprised of
diverse cross‐functional teams that are dynamically created
to work on specific challenges, tasks, and projects. Thus,
climbing the corporate ladder has lost its relevance — today’s
workforce is instead engaged in a highly collaborative game of
corporate Twister!
The collaborative organization, as defined by William Halal of

George Washington University, integrates stakeholders into a
more productive whole to serve both capital and society, and
is modeled on the following three principles:
✓✓Sharing information increases the level of trust and

understanding.
✓✓Political coalitions solidify common support.
✓✓Collaborative problem solving creates economic and
social value.
The longer it takes key team members to access information,

make decisions, and act on those decisions, the bigger the
potential negative impact to the entire organization in terms
of lost opportunities, lost revenues, and lost profits. In other
words, poor team productivity is costly.
Paul Adler, Charles Heckscher, and Laurence Prusak,

writing in Harvard Business Review, identify the following
organizational efforts as necessary for building a successful
collaborative organization:
✓✓Defining and building a shared purpose

✓✓Cultivating an ethic of contribution
✓✓Developing processes that enable people to work
together in flexible but disciplined projects
✓✓Creating an infrastructure in which collaboration is
valued and rewarded
Technology, of course, is a key component in building the

digital business. Gartner defines this technology component
as the “digital workplace” that
✓✓Enables new and more effective ways of working

✓✓Improves employee engagement and agility
✓✓Exploits consumer‐oriented styles and technologies
Team collaboration and communication tools are key enabling

technologies in the digital workplace.
Digital Workspaces Must Be a

Business Imperative
The topic of digital transformation generally revolves around
how businesses interact with their customers. However,
transforming the workplace must also be a business
imperative.
Traditional workplace environments are often static and

boring, causing many employees to become disengaged in the
workplace. Attracting, engaging, and retaining a multigenera-
tional workforce requires a complete rethinking of traditional
workspaces. Thus, finding innovative ways to keep employees
engaged is now top of mind for many executives. Deloitte’s
Global Human Capital Trends Study found that employee
engagement is a top priority in 85 percent of organizations.
The cost of not finding a way to engage employees is high
because disengaged workers can hurt the company in many
ways. A recent Gallup survey on employee engagement found
that companies in which engaged employees outnumbered
disengaged employees were 22 percent more profitable, and
their employees were 21 percent more productive. Other
interesting findings from the survey include significantly
lower absenteeism and turnover among engaged employees,
and higher customer satisfaction metrics and three times
faster profit growth in engaged organizations.
Remote workers typically have a higher rate of disengage-

ment because they often feel socially isolated. Also, remote
workspaces tend to have inferior technological tools to those
found in the office.
Legacy office space is currently used very inefficiently. Also,

the historical 9‐to‐5 schedule will not work for all employees.
Workers need to be able to use the tools they want on their
own terms. The inefficiencies of traditional office spaces
include the following:
✓✓Underutilized assets: Traditional offices are filled with

conference rooms, video systems, and other assets that
are rarely used for a variety of reasons, including hard‐
to‐use technology, inefficient room layouts, and poor
environmental factors (too hot, too cold, poorly lit, and
so on).
✓✓Lack of available resources: In traditional offices, con-
ference rooms and communications systems are often
in use or already booked. These assets may be ideally
located, offer a great experience, or be right‐sized for
most use cases, but their lack of availability can frustrate
users.
✓✓Failure to leverage the BYOD trend: New devices are
hitting the market literally every day. Workers want
to use these devices to perform various job functions
because they feel they can be more productive with
them.
A digital workplace embraces the convergence of the physi-

cal workplace with virtual tools and creates better engaged
employees, whether they are in the office or working remotely.
Best Practices for Building a

Digital Workplace
Creating a dynamic digital workplace is key to creating more
engaged employees and maximizing the productivity of the
multigenerational workforce. Your organization can build a
digital workplace with the following best practices:
✓✓Partner with business and IT leaders. Building a digi-

tal workplace requires human resources, IT, facilities
management, and corporate leadership to become
partners. Having support from all company leaders can
help change the company culture and get more workers
engaged.
✓✓Empower the multigenerational workforce. There is cur-
rently a tremendous amount of attention being paid to
empowering Millennials. However, businesses shouldn’t
lose sight of the large percentage of workers who make
up the other generations. Each generation has its own
unique work styles and motivations, and businesses
should fully embrace today’s diverse, multigenerational
workforce and find innovative ways to engage all workers.
✓✓Build activity‐based workspaces. Businesses need a vari-
ety of workspaces to meet the unique needs of different
teams and individuals as well as their varying activities.
Offices need to be outfitted with huddle rooms, meeting
spaces, medium and large conference rooms, and indi-
vidual work areas. Workspaces should be flexible to facil-
itate different kinds of meetings such as presentations,
seminars, ad hoc work groups, and training.
✓✓Deliver seamless meeting experiences. Meeting rooms
are filled with technologies that are typically deployed
in silos. This can be very disruptive to the meeting
experience, particularly when the start of every meet-
ing is typically consumed by technology issues. Meeting
room technology should be integrated, be easy to use,
and extend to workers who are at home or on the road.
A meeting that delivers a flawless, high‐quality experi-
ence will enable workers to start communicating and
collaborating with each other immediately.
✓✓Personalize the user experience. Workers need the abil-
ity to easily personalize their workspaces. Users should
be able to reserve a space and then personalize room
settings such as lighting and temperature, as well as the
settings of an IP phone and video endpoint. A personal-
ized workspace makes employees more comfortable and
productive. A study published in Psychological Science
found that employees who could not personalize their
workspace were both physically and mentally more
exhausted than those who could, and a UK worker
survey found that workers in personalized spaces are
32 percent more productive than their counterparts in
non‐personalized spaces.
✓✓Embrace workplace mobility. The concept of a work-
space is normally tied to physical spaces in a corporate
location. However, the fact is that any space can be a
workspace. Insurance adjusters work in their vehicles,
sales professionals collaborate at customer sites, and
call center agents can take calls from their homes.
Integrating mobile devices into the digital workspace can
have a significant impact on productivity. The Society for
Human Resource Management’s (SHRM) 2015 Employee
Job Satisfaction and Engagement found that 55 percent of
employees cited the flexibility to balance work and life
issues as a very important aspect of their job satisfaction.
✓✓Collect data and analytics to continuously improve the
workplace. No matter how much planning is done up
front, it’s likely that the workplace will need some tweak-
ing after deployment. Organizations should collect data
to monitor key metrics such as occupancy and dwell
times. This data can be used to understand and optimize
office space utilization.
✓✓Implement employee self‐service tools. Self‐service
tools increase utilization and adoption of new technolo-
gies. For example, workers should be able to reserve con-
ference rooms, set up videoconferencing equipment, and
perform other communication and collaboration tasks
without IT assistance. Another benefit is that self‐service
frees up the IT staff’s time so they can focus on strategic
tasks instead of supporting and troubleshooting meeting
tools.
Chapter 3
Delivering a Superior
Digital Customer
Experience
In This Chapter
▶▶Redefining the customer experience
▶▶Recognizing the shift to mobile communications
▶▶Getting to know your customers’ decision-making process
▶▶Creating a digital customer experience strategy
I n this chapter, you explore the digital customer experience

and what it means for your organization.
Digitization Redefines the

Customer Experience
Customer experience is a key differentiator in today’s ultra‐
competitive environment. More than ever, that experience is
shaped and delivered through digital interactions. While most
customer communications are still voice‐based, consumers
now rely more heavily on digital methods, such as email, text
messages, web chat, and social media. For example, Forrester
states that the use of web self‐service options increased to
76 percent of consumers in 2014, while 58 percent of con-
sumers opted for online chat options, 38 percent used text
messaging, and 37 percent opted for Twitter interactions.
Consumers expect the flexibility to interact through the

medium of their choice, wherever they are. And, they expect
to be able to switch between one medium and another while

they are on the move. Ovum reports that 74 percent of
consumers today use three or more channels when seeking
customer care.
At the same time, consumers empowered by social media

actively post their opinions and observations about their expe-
riences on social media web sites and forums. In this environ-
ment, a positive — or negative — customer experience story
or video can go viral with the click of a mouse.
Thus, customer experience has become the new battleground

for competitive differentiation in the digital business era:
✓✓A recent Walker Information study predicts that by the

year 2020, customer experience will overtake price and
product as the key brand differentiator.
✓✓Gartner underscores the importance of customer experi-
ence in a recent report which found that 89 percent of
companies today compete primarily on customer experi-
ence, versus 36 percent only four years ago.
✓✓Research by LivePerson shows that 82 percent of con-
sumers say the number one factor that leads to a great
customer service experience is having their issues
resolved quickly.
✓✓SDL reports that 64 percent of consumers will defect to a
competitor after a major customer experience failure and
brands lose an average of 65 percent of the revenue they
would have earned from a customer for every negative
customer experience.
So, if a business can’t provide the convenient, intimate expe-

rience customers are looking for, chances are a competitor
will. Therefore, delivering a satisfying customer experience
is — or should be — a top priority for every business today.
Unfortunately, creating and managing that experience has never
been more complex. What’s more, economic downturns and
an evolving marketplace have made it increasingly crucial for
businesses to reduce costs and increase operational efficiency.
With the digital customer experience shifting from a “nice to

have” offering to an essential service, any business that inter-
acts with its customers must have the right technology to
deliver a consistent experience across all media, as well as a
concrete strategy for this broadened scope of service.
Chapter 3: Delivering a Superior Digital Customer Experience 25
Digital transformation must be a top initiative for businesses,
and they should start by redefining the customer experience.
Organizations that understand this and can deliver a superior
digital customer experience will thrive and become leaders in
their industries, while those that can’t will struggle to remain
competitive.
Staying Connected to Today’s

Mobile Consumer
Until recently, voice was the fastest, most convenient method
of interacting with a business, compared to traditional mail or
visiting in person. This is no longer the case. Despite the prev-
alence of mobile phones today, consumers are using voice
less and less to engage with businesses (and even each other)
as they embrace the wealth of alternatives at their fingertips.
A 2014 Nielsen study revealed that voice calling represented a
meager 3 percent of smartphone usage in the U.S. and that the
majority of usage was related to text messaging, social media,
and other apps.
The impact of this shift in usage patterns on business is clear.

Just as voice calls eliminated the wait time associated with
sending a letter and the inconvenience associated with physi-
cally visiting a business, digital communications options have
reduced wait times and eliminated the need for a live voice
connection with a customer service center. Web chat and text
messaging offer alternatives to fit any situation. They elimi-
nate wait times and offer instant satisfaction that an issue
is being addressed. And, they allow consumers to multitask
while awaiting a response.
In this always on, always connected, continuously broad-

casting world, the expectations of consumers have changed.
Today’s consumers are no longer content to work within a
company’s set business hours. They expect to connect at any
time of day or night. They expect the freedom to choose how
they interact from a variety of communications channels.
And, they expect to receive instant answers to their queries
through seamless digital interactions. As noted by Gartner,
failure to respond to social channels will lead to a 15 percent
increase in churn rate for existing customers.
Understanding the Customer

Life Cycle
Delivering a superior customer experience first requires an
understanding of the problems customers face. With most
services, the consumer ends up being the integration point
for several providers across the customer life cycle (see
Figure 3‐1).
Figure 3-1: The customer life cycle.
If the customer requires multiple services, typically he/she

must seek out several providers to meet his/her needs. For
example, with banking, a customer may use a different service
provider for a checking account, retirement plan, mortgage,
car loan, and other needs. Even if a single institution offers all
these services, the customer must deal with each department
independently. A superior experience would give customers
unified access to all the services they need in a single place.
Consumers want to use the channel of their choice and the

tool of their choice to communicate with providers whenever
Chapter 3: Delivering a Superior Digital Customer Experience 27
they want. This might include making a phone call in the
morning before leaving home, sending text messages when
on a train, and participating in a video meeting at the office.
Therefore, it’s crucial that businesses build an omnichannel
strategy to interact with customers. This can help companies
stay at the top of the customer’s mind and capture the Zero
Moment of Truth (ZMOT) — the moment when the decision of
what product to buy or what service to use is made.
Developing a Digital Customer

Experience Strategy
Competing in the digital era is becoming increasingly difficult.
Technology is advancing faster than ever, and companies
must address market challenges from their traditional — as
well as new “digital native” — competitors.
The fact is, no industry is immune. Digitization will transform

every vertical and quickly reshape the competitive landscape.
The biggest question for today’s businesses is how to differen-
tiate in an increasingly crowded field. Historically, businesses
competed on product leadership or having the lowest cost,
but this approach is no longer sustainable. Quality products
are table stakes today, and maintaining the lowest price
means having paper‐thin margins — making it more difficult
to innovate in order to remain a market leader.
In the digital era, superior customer experience will be the

key to acquiring and sustaining market leadership.
Developing a strategy centered on delivering a superior

customer experience requires businesses to think differently
about the way they interact with customers. Their focus
needs to shift from making individual transactions to building
long‐lasting, trusted relationships that can accommodate all
aspects of the customer life cycle.
The keys to building a superior customer experience that

can capitalize on the opportunities created in the digital era
include
✓✓Building an omnichannel experience: The “multichannel”

concept has been widely adopted, enabling businesses
to talk to customers over any channel including video,
voice, text message, chat, or other channels. Omnichannel

differs in that the communication across the channels
is fully integrated. For example, if a retailer implements
omnichannel communications, an in‐store representative
can access historical information as easily as someone on
the phone.
✓✓Supporting the full scope of digital channels: Whether
it’s social, web chat, email, or text messages, all channels
represent some level of importance to your customers.
If you aren’t ready to apply the full scope of options,
identify which channels are most important to your busi-
ness based on your target demographic and the nature
of your customer relationships, and leverage a modular
approach that lets you scale up and out over time, and
plug in specific capabilities where applicable.
✓✓Creating an enhanced user experience: Regardless of
which channel a customer chooses to use, organizations
should ensure the experience delights the customer. This
includes developing a best‐in‐class experience across
mobile‐ and web‐based interfaces.
✓✓Predicting behavior: In today’s competitive business
environment, it’s critical that businesses understand
their customers better than ever before. Businesses
should gather several different types of data — including
social information and purchasing behaviors — and ana-
lyze the data to predict what customers will want.
✓✓Automating common inquiries with self‐service
capabilities: With modern digital customer experi-
ence tools, self‐service is no longer restricted to voice
interactions. Analyze frequently asked questions, simple
agent transactions (whether through voice, web chat,
or text message), and customer survey responses
to decide which processes are the most suitable for
automation. Use digital workflow routing capabilities
to provide self‐service to customers through email auto‐
acknowledgements, automated web chat responses, and
even inbound and outbound text message inquiries.
Self‐service options offer a significant opportunity to improve

the customer experience and reduce costs, but take nothing
for granted. There are plenty of examples of organizations
that fail to empathize sufficiently with customer frustrations
around automation. These organizations then establish self‐
service options that don’t meet customer expectations.
Chapter 4
Building a Digital Strategy
In This Chapter
▶▶Addressing key capabilities for digital businesses
▶▶Defining a digital strategy for your organization
T ransforming into a digital business must be a top initia-

tive for business and IT leaders. For many organizations,
the board of directors — responsible for the long‐term suc-
cess of a business — is driving digital initiatives to create an
agile foundation that enables the company to quickly adapt to
rapidly evolving business trends.
When it comes to digital transformation, there’s no “easy

button,” but there is this chapter, which explains how to build
a digital strategy for your organization.
Developing Critical Capabilities

in Digital Organizations
Because the potential of digital business technologies to pro-
foundly bring about transformation is huge, businesses in all
industries must address the potential impact of digital business
technologies to disrupt the way many traditional companies do
business. If businesses can’t keep up with the pace of change,
they may be forced into survival mode or become extinct.
To ensure business relevancy and enable continuous innova-

tion so that they can thrive, companies must develop a digital
strategy to
✓✓Transform processes and business models. Business

process transformation drives faster time‐to‐market
(TTM) and leaner operations, which helps organizations

thrive in a competitive environment. According to SCM
World, new product introduction cycle time in manufac-
turing is reduced by 23 percent with digital processes.
✓✓Personalize user experience. Doing this can lead to
increased customer loyalty and better insights to enable
predictive business models. The Accenture 2013 Global
Consumer Pulse Survey found that 66 percent of consum-
ers switched providers because of customer experience.
We are rapidly moving into an era in which customer
experience is the most significant competitive differentia-
tor for businesses in all industries.
✓✓Empower your workforce. An empowered workforce
is an engaged workforce. A recent Gallup survey found
that 87 percent of employees worldwide are disengaged.
Lowering this rate leads to higher productivity and
employee retention.
Starting the Digital

Transformation Journey
Digital business transformation can’t be an “IT initiative.” To
be successful, business and IT leaders must collaborate to
create an environment in which employees can usher in digi-
tal transformation in their organization. Becoming a digital
organization requires organizations to do the following:
✓✓Identify business outcomes to achieve. Choose spe-

cific outcomes such as improving customer experience,
workforce experience, process efficiency, and business
operations.
✓✓Build a “digital first” culture. This needs to start at
the executive level and permeate throughout the entire
organization.
✓✓Connect everything touching the outcome and collect
data. A digital company is hyper‐distributed, has every
part of its value chain connected to enable on‐demand
scaling, and leverages every connected point as a data
source to collect insightful data.
✓✓Automate as many processes as possible. A digital
organization can be exponentially more complex than
a traditional organization. Effectively leveraging digital
Chapter 4: Building a Digital Strategy 31
technologies requires automation wherever possible
throughout the organization.
✓✓Analyze data and gain new insights. Digital businesses
have a wealth of data available to them. Long‐term com-
petitive advantage is created by continually harness-
ing information, analyzing it, gaining new insights, and
adapting quickly and proactively to important market
and consumer trends.
With an effective digital strategy, customers, employees, and

the business can reap benefits, such as
✓✓Customers
••Empowered with flexible communications options
to use as they see fit
••Intelligent, integrated, automated self‐service
options available 24/7
••Needs satisfied through skills‐based or preferred
agent routing
••Queries addressed rapidly through informed inter-
actions that leverage all institutional knowledge
✓✓Employees
••Immediate and long‐term gains in efficiency from
breaking down silos, eliminating duplication of
effort, and improving productivity
••Greater job satisfaction and less churn by unlocking
collective knowledge
••Work faster from home or remotely with process‐
aligned communications tools
✓✓Business
••Leverage digital customer habits and the appetite
for new communications channels, while benefiting
from significantly reduced cost per interaction
••Improve economies of scale as agents multitask and
simultaneously deal with multiple communications
••Enjoy increased competitive advantage through the
delivery of excellent service levels
••Stay ahead of the curve on future customer commu-
nications preferences, such as continually advanc-
ing mobile apps
••Get a return on investment (ROI) with a real‐time

dashboard of comprehensive, accurate customer
experience metrics and key performance indicators
••Achieve data compliance on a cost‐effective, pre-
dictable, and measurable basis, consistent across
all communications channels
••Embrace change with a flexible and future‐proof
customer engagement platform that is ready to
address the evolution of customer preferences
Seven steps for creating a successful

digital customer experience
To transition your customer experi- 4. Prepare for the full scope of
ence from dated to digital, take these digital channels. Whether it’s
steps: social, web chat, email, or text,
identify which channels are most
1. Take responsibility. Determine
important to your customers, and
who is ultimately responsible for
leverage a modular approach
customer engagements — the
that lets you scale up and out
CEO, sales or marketing director,
over time, and plug in specific
or customer service manager, for
capabilities where applicable.
example — then begin defining
the customer experience strategy. 5. Empower your agents. Deploy
state‐of‐the art tools that enable
2. Understand the stakeholders.
employees to work efficiently
Find out as much as possible
and flexibly.
about your customer service
agents’ experiences and your 6. Run a tight ship. Build a modern
customer preferences, then and reliable customer service
ensure that customer jour- environment that integrates tradi-
neys are optimally aligned to tional automatic call distribution
workflows. (ACD) with sophisticated voice
and digital workflow processes
3. Automate common inquiries
and multiple customer contact
with self‐service capabilities.
points.
With modern digital customer
experience tools, self‐service 7. Apply effective management
is no longer restricted to voice and reporting metrics. Maintain
interactions. Analyze frequently constant business and opera-
asked questions, agent trans- tional visibility over the cus-
actions, and customer survey tomer experience by leveraging
responses to identify which pro- feature‐rich, real‐time manage-
cesses to automate. ment and reporting tools.
Chapter 5
Unified Communications
and Collaboration in the
Digital Enterprise
In This Chapter
▶▶Understanding the need for UCC
▶▶Addressing communications challenges in the digital enterprise
▶▶Automating communications between people and things
I n a world of unified communications and collaboration

(UCC), the connected digital enterprise has the full context
of its business processes with fluid and natural communica-
tions that seamlessly permeate the entire workplace and cus-
tomer experience. In this chapter, you discover how Mitel’s
UCC solutions transform digital businesses.
Digital Businesses Needs

Real‐Time Communications
Employees leverage information and analysis that bring rel-
evance to communications with the goal of removing waste,
working more efficiently, and bringing the full weight of their
company to every customer engagement.
The digital enterprise can bring a high degree of contextual

information to communications and decision‐making. While
all this information is captured within customer relation-
ship management (CRM) and various other applications, the
ompany’s employees can reach their customers with that

c
knowledge and context in the palms of their hands. They
communicate in real‐time through a single framework,
drawing upon business application content that encom-
passes mobile, office, and business communications media.
They leverage a simple‐to‐use framework available to every
employee — from the service worker in the field to the
support staff in the office.
The digital enterprise brings a powerful business proposition

to the market. An enterprise with this capability can save time
per customer‐facing employee, create enhanced satisfaction
by delighting customers and generate productivity through
incremental work or additional demand from the market.
Employees in the digital enterprise don’t spend most of

their time preparing to talk to clients. They are immersed
in customer context and spend most of their time engag-
ing customers and generating business. Employees in the
digital enterprise employee are delighted with the ability to
be primarily mobile, while able to use whichever business
communications device (mobile, tablet, desk phone, confer-
ence phone) is best for a given situation. They have access to
customer contextual information and an easy‐to‐use real‐time
communications interface. Employees can leverage the full
power of every business application and the ability to commu-
nicate natively and seamlessly from within those applications.
Recognizing the Challenges

of Seamless UCC
There have been tremendous advancements in communi-
cations ecosystems in recent years. Mobile penetration is
well over 90 percent in the U.S., and mobile is now the pre-
ferred communications medium. Yet surprisingly, a recent
Webtorials study found that 85 percent of businesses have
not adopted a mobile enterprise strategy.
UCC has delivered on some of the promise of unifying tra-

ditional voice communications with video, messaging, and
(to some extent) contact center. However, most of the UCC
solutions in the market primarily target the knowledge
worker, leaving others underserved.
Chapter 5: Unified Communications and Collaboration in the Digital Enterprise 35
Despite advancements in UCC technologies, the scope has
still been siloed and the number of communications mediums
in the enterprise continues to grow: business phone sys-
tems, business collaboration messaging systems, messaging
inboxes, email, and business application‐based collaboration.
Thus, business users continue to traverse, coordinate, cor-
relate, and translate between these independent tools. These
difficulties prevent companies from getting the full benefit of
UCC needed to deliver on the vision of seamless communica-
tions and collaboration. Some of these challenges include
✓✓Native voice, email, and mobile messaging are rarely

delivered with complete context. These broadly‐ used
communications media have roots in the consumer
market. But now, they’re also becoming mainstream in
mobile business communications. Unfortunately, they’re
delivered in every instance without context and with
limited ability for context to be easily captured and
stored within business applications.
✓✓Business applications and mobile business applica-
tions themselves create multiple channels of context.
Business applications have evolved tremendously to
deliver an improved depth of understanding and con-
text. While the value of these applications is undeniable
and each stands on its own merit, they each represent
another individual domain of information to navigate and
manage. Occasionally, some applications have embedded
communications within their mobile applications. While
this is a step in delivering contextual communications,
these advancements have been made primarily within
each separate application, independent of other commu-
nication forms.
✓✓Workstream collaboration applications deliver partially
on the vision. With the goal of solving the aggregation of
business communications activity, a growing number
of workstream collaboration application options have
emerged in the market. While these applications suc-
ceed in aggregating communications into a channelized
workflow, this aggregation comes at a cost. They do not
replicate all the capabilities of other applications, and
intentionally remove selected capabilities. Users of these
workstream collaboration applications often resort to
using the native applications outside the workstream
channel, leaving the employee in a quandary as to where
and what applications or channels to use for which types
of communications.
✓✓As applications multiply, they amplify the problem. The

number of new mobile business process applications is
expanding and only going to grow with the increased spe-
cialization and entrepreneurial spirit within the mobile
applications software as a service (SaaS) provider space.
With real‐time communications capabilities, more of
these applications will support communications‐enabled
functionality. Each delivers yet another channel of com-
munications to monitor and to manage. The average
employee must monitor and track email, mobile messag-
ing, social media channels, CRM, business apps, and so
on. The growth and fragmentation of business commu-
nication channels results in imprecise communications,
less connected context, and ultimately the loss of busi-
ness productivity and customer focus.
Mitel has a full portfolio of UCC solutions that can be delivered

in the cloud, on‐premises, or in a hybrid environment for any
size of business in any industry. Figure 5‐1, from ZK Research,
shows the set of services capabilities and channel partners
to help customers at any stage of the digital transformation
process.
Figure 5-1: Mitel’s full suite of UCC solutions.
Chapter 5: Unified Communications and Collaboration in the Digital Enterprise 37
Digital Transformation Gives a

Voice to the Internet of Things
The Internet of Things (IoT) is connecting everything in our
lives to the Internet. Various industry estimates predict that
within five years there will be as many as 50 billion connected
IoT devices and endpoints – a whopping sevenfold increase
over today. However, a connected device or endpoint in itself
isn’t an IoT device or endpoint; rather, it’s the smart combi-
nation of connected devices, people, process, and data that
creates the IoT experience.
Digital enterprises are bringing together IoT and UCC. At a

high level, the IoT gives devices the ability to communicate
with other devices, and UCC gives people the ability to com-
municate with other people. The convergence of IoT and UCC
enables devices to communicate with people and vice versa.
Consider the following example. If a passenger at an airport
was having a heart attack, several distinct and separate
processes would need to occur — each introducing poten-
tially life‐threatening human delay — to provide emergency
services. However, with IoT‐enabled devices and endpoints,
much of the emergency process could be intelligently auto-
mated as follows:
Airport operations would be automatically notified via text

message and medical personnel dispatched to the location
as soon as an IoT‐connected defibrillator is removed from an
emergency station.
Simultaneous messages could be sent from the defibrillator

notifying airport operations of the location of the emergency
and instructing IP cameras in the area to focus on monitoring
the emergency and to record all activity.
An audio link in a two‐way speaker could be automatically

enabled so that medical personnel could communicate
directly with airport operations.
Airport operations personnel monitoring the IP camera video

feed could dispatch security via text message (with location
information) to assist with crowd dispersion and control.
In this example, the IoT‐connected defibrillator is only part

of the solution. The process is streamlined because the defi-
brillator can communicate with airport operations via text
messages, and operations can then communicate with appro-
priate teams via cameras, speakers, and other connected
devices. Human delay is substantially eliminated from the
process through automated, intelligent communications.
Chapter 6
Ten Capabilities to
Look for in a Digital
Transformation Partner
In This Chapter
▶▶Creating a mobile-first, cloud-enabled, Millennial-focused digital
experience
▶▶Leveraging omni‐channel and contact center functionality
▶▶Recognizing the value of open, extensible, and flexible UCC solutions
▶▶Enabling advanced analytics, innovation, and secure communications
I n this chapter, we describe ten important capabilities to

look for in a unified communications and collaboration
(UCC) partner to help you succeed in your digital transforma-
tion journey.
Mobile First
Many mobile UCC solutions are originally designed as desktop
tools and applications, then simply ported over to a mobile
device.
A “mobile first” UCC solution is a native mobile solution that

fully leverages mobile capabilities, such as location informa-
tion, to empower your mobile users. Whether working from
a home office, hotel room, or airport terminal, your users
should have all the same UCC features and functionalities as
in the office.
Cloud Enabled
Business requirements change over time and your UCC solu-
tion needs to offer flexible options that will enable it to adapt
to your changing needs. An on‐premises solution may be your
best option today, but as your business grows you may need
to move to the cloud, or move part of your UCC solution to
the cloud as a hybrid deployment.
Your UCC solution should also complement, not disrupt, your

existing IT infrastructure to lower your total cost of owner-
ship (TCO) and maximize your return on investment (ROI).
Depending on the level of integration, you’ll often see extra
features and functionality from a tool that leverages your
existing systems.
Millennial Focused
Your Millennial workers — those born between 1981 and
1995 — have grown up in a digital world. Life before the
Internet, Facebook, and iPhones is unimaginable for them.
And while there’s certainly more to life than “status updates,”
there’s at least one thing Millennials get: simplicity.
Consumer technology vendors like Apple and Google have

become market leaders because practically anyone — Baby
Boomers, Generation Xers, Millennials, and beyond — can
use their products. Your users expect this same simple and
intuitive experience in corporate UCC tools. Otherwise, they’ll
revert to using their own personal technologies and applica-
tions. A clean, easy‐to‐use interface — like the interfaces in
their various personal apps — makes it easier to learn how
to use a new tool, reduces confusion, and improves user
acceptance and adoption.
A good UCC solution simplifies your work life, makes you

more productive, and saves you from the hassle of flipping
back and forth between different applications to find the
information you need. It should help you handle all interac-
tions, including talk, chat, work streams, video, collaboration
sessions, and conferences, from a single interface to truly
maximize efficiency.
Chapter 6: Ten Capabilities to Look for in a Digital Transformation Partner 41
Omni‐Channel Experience
E‐commerce and retail customers increasingly expect to be
able to seamlessly pivot from one device to another, enabling
them to do their shopping and research wherever they are
and from any device, then conveniently complete a purchase
when they’re ready. For example
✓✓A customer might begin researching an item that he’d

like to purchase on a retail website, from his desktop
computer at the office during his lunch break.
✓✓Later that afternoon, he continues his research on his
smartphone while riding the train home from work —
picking up where he left off earlier with several options
already filtered out, and only his desired choices
displayed. He narrows his choices to three possible
products.
✓✓Later that evening, he completes the purchase on his
tablet by selecting one of the three products. He opts
to pick up the item in a store near his home over the
weekend.
✓✓That weekend he drops into the store, where a store
associate pulls up his order on a kiosk, prints his receipt,
and hands him the item.
UCC should be as seamless and transparent as this type of

shopping experience. Regardless of how your customers
prefer to communicate, your UCC solution needs to support a
seamless omni‐channel customer experience.
Omni‐channel is different from multi‐channel. Multi‐channel

means your UCC solution supports different communications
channels. Omni‐channel means your UCC solution supports
different communications channels working together in the
same communications session. For example, a customer and
contact center agent can seamlessly switch between web
chat, voice, and video while retaining contextual information
and without having to drop the session.
Full Contact Center

Functionality
Delivering a superior customer experience means taking
care of your customers throughout the entire customer life
cycle — which means addressing customer issues quickly and
effectively. Although not every business has a formal contact
center, every business can benefit from contact center
functionality.
Regardless of the terminology (customer specialist, sales

agent, or support representative), your business has a need
to route incoming calls efficiently, while effectively measuring
customer service metrics. Contact center functionality is a
key benefit of UCC. The ultimate customer experience starts
with key contact center functionality such as
✓✓Automated call distribution (ACD): ACD helps your

business optimize resources by enabling you to handle
numerous incoming customer calls with a minimal
number of skilled agents, sales primes, or support reps.
✓✓First call resolution: Create multiple skill groups then
prioritize and route calls to the most appropriately
skilled agent based on predefined skill proficiency levels.
✓✓Monitor and manage: Real‐time and historical reporting
provides contact center supervisors with the information
they need to manage resources efficiently and optimize
response times.
✓✓Remote agents: Optimize business processes by pro-
viding home‐based and remote workers with complete
access to ACD voice and data capabilities.
Open and Extensible

Your UCC solution should provide extensibility and scalability
that enables you to integrate new and existing business appli-
cations through an open application programming interface
(API). Additionally, an open API will enable you to custom
develop additional capabilities and bridge applications and
data across different on‐premises and cloud environments.
Chapter 6: Ten Capabilities to Look for in a Digital Transformation Partner 43
While UCC solutions should be internally integrated, they
don’t operate in a bubble. Instead, they must fit in with your
existing IT infrastructure and business applications.
This means that whatever UCC solution you choose should

integrate with, and add functionality to, leading business
applications and IT frameworks.
This integration is usually accomplished through APIs, and

leading solution providers often have robust developer eco-
systems to provide support and certification for custom inte-
gration work.
Flexible Options and Features

UCC isn’t a one‐size‐fits‐all solution. Different users have dif-
ferent requirements and personal preferences for how they
communicate and collaborate with others.
A UCC solution should offer the flexibility for users to choose

the options and features they need and prefer, whether it’s
videoconferencing, desktop sharing, instant messaging, or
collaboration.
Integrated Machine Learning

and Artificial Intelligence
Imagine being able to identify users of video collaboration
with a selfie, or being able to confirm a speaker’s identity on a
conference call, or enabling “hot words” in a voice service to
start recording a call a la Siri or Alexa. With Mitel’s approach,
powerful cloud‐based services like facial recognition, speaker
recognition, and real‐time speech transcription and transla-
tion are now accessible via open APIs. Imagine being able to
easily access and integrate these advanced capabilities with
your business phone, UCC, or contact center solutions.
Track Record of Innovation

UCC technology is constantly evolving. There is a range
of new innovations on the horizon that promise to make
UCC even more effective. These include Web Real‐Time

Communications (WebRTC), which will help embed UCC func-
tionality into web applications, and team collaboration appli-
cations, which will allow groups of employees to plan and
track projects from start to finish.
You want to choose a vendor with a history of delivering

solutions with carrier‐grade reliability, so that your business‐
critical applications are always up and running and commu-
nications remains open between your employees, c ustomers,
partners, and suppliers. And as the popularity of UCC as‐a‐
service continues to climb, you want to make sure your
vendor also has deep experience with cloud‐based sub-
scription services, and the ability to easily mix and match
how your solution is delivered based on your specific
requirements.
Robust Security
Finally, you need to have confidence that the UCC solution
that your employees and team members use to make better
decisions, increase productivity, and differentiate your busi-
ness don’t fall into the wrong hands. Security is of paramount
performance in any computing environment, and a UCC solu-
tion is no exception. Look for security features that include
✓✓Secure Sockets Layer (SSL)/Transport Layer Security

(TLS) encryption for data in transit (such as between
devices, browsers, and the cloud)
✓✓Strong server‐side encryption for data at rest (data that
is stored on servers and/or in the cloud)
✓✓Granular access control that enables users to share
content with other users and provide the appropriate
level of access — but not too much access
✓✓Detailed audit trails that provide information about who
accesses what data, when they access it, and what they
do to it
✓✓Geolocation of services to ensure that the UCC tool (and
your data) is always available when you need it — even
during a disaster (and in some cases, especially during a
disaster)
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Digital

Mitel Special Edition

by Zeus Kerravala and

LIMIT OF LIABILITY/DISCLAIMER OF WARRANTY: THE PUBLISHER AND THE AUTHOR MAKE

Chapter 1: Understanding the Digital Imperative . . . . . . 5

Chapter 2: Designing a Digital Workplace. . . . . . . . . . . 11

Chapter 3: Delivering a Superior Digital

Chapter 4: Building a Digital Strategy. . . . . . . . . . . . . . . 29

Chapter 5: Unified Communications and

Chapter 6: Ten Capabilities to Look for

Digital transformation has become a top initiative for business

About This Book

✓✓Drivers and opportunities in the modern digital business

We also assume that you’re not necessarily an information

Icons Used in This Book

This icon points out information that you should commit

Beyond the Book

Where to Go from Here

“Would you tell me, please, which way I ought to go from

“I don’t much care where . . . ,” said Alice.

“Then it doesn’t matter which way you go!”

That’s certainly true of Digital Transformation For Dummies,

I n this chapter, you take a high‐level look at different

Competitive advantage in this era of business is based on cap-

of becoming a digital business — needs to be at the top of

Maintaining and increasing competitive advantage in today’s

Additionally, businesses must find innovative and creative

And customers want to deal with businesses that not only

Today, digitization has three primary drivers, (sources from

Figure 1-1: The three primary drivers of digital transformation.

This has always been true, but changes in market leadership

Today, natively digital organizations are having a similar

Figure 1-2: The pace of market leadership change is accelerating.

Digitization Leads to Business

Organizations, such as Amazon and eBay, that were born in

Digitization will follow a similar path and eventually become

NCR’s Interactive ATM: The fortune

Rebecca Minkoff’s digital mirror:

✓✓Shorter lead times

John Lewis 3D “sofa studio”

I n Chapter 1, you look at some pretty interesting examples

Figure 2-1: Engaged employees are woefully underrepresented in the

In contrast to engaged workers, disengaged workers may

Even more damaging are actively disengaged workers. These

To create engaged workers and make sure they’re productive

One challenge in enabling this kind of environment is that

The percentage of workers from these four segments varies

Such a diverse workforce is divided by a wide range of dif-

Figure 2-2: Today’s multigenerational workforce has diverse motivations,

The work motivations, values, and work styles of each of these

Today’s younger workforce, which has grown up using

also under pressure, as Mitel data shows that the majority

Technology influences almost every aspect of our daily lives

While businesses used to be the main drivers of telephony,

The consumer imperative (also known as consumerization)

Unfortunately, most traditional workplaces aren’t designed

Hoteling involves multiple workers sharing a desk on different

The evolution of modern working practices has moved well

One challenge that must be addressed in this new work para-

If members of your team are among the skeptical crowd and

Figure 1-1: The three primary drivers of digital transformation.

Figure 1-2: The pace of market leadership change is accelerating.

Figure 2-1: Engaged employees are woefully underrepresented in the

Figure 2-2: Today’s multigenerational workforce has diverse motivations,

Figure 3-1: The customer life cycle.

ompany’s employees can reach their customers with that