Cisco Collaborative Knowledge

Transcription

1 Ciso Collaborative Knowledge Ciso on Ciso: How Ciso Servies Upskilled 14,400 Employees and Transformed into a Consultative, Solutions-Selling Organization. It is estimated that by 2020, roughly four out of 10 organizations will be displaed or ease to exist due to the exponential rate of digital disruption ourring in the global marketplae.¹ To adapt and thrive in this new digital eonomy, industry thought leaders and futurists note that every ountry, every ity, and every business will need to beome digital, or they too will be disrupted. For organizations that at now, digitalization is a huge business opportunity. First-to-market leaders an apture mind share and market share in ways that were unthinkable previously. To move ahead of the urve and prepare its workfore for the digital future, Ciso deided in 2013 to shift its Servies organization to a onsultative, solutions-selling model. To support this transformational play, Servies would need to reskill 14,000-plus employees for new positions supporting the evolved Servies strategy. By transitioning to the new onsultative-style approah, leaders believed that Servies employees ould aquire the transformational apabilities and expertise needed to support ustomers transiting to digital. From a first-mover position, Ciso ould gain a ompetitive advantage, from innovating new business models to reating additional value for new Internet of Everything (IoE) solutions. Moreover, employees ould use their new skills to redefine the ustomer experiene. To align around this initiative, Edzard Overbeek, who formerly served as senior vie president of Servies, onvened a steering team of Human Resoures, Learning & Development, and Learning@Ciso leaders to define the transformation vision, strategy, and journey. To understand the hallenges before them, the steering team ommissioned an independent Human Resoures assessment of the business unit. The resulting assessment identified a number of gaps and opportunities. Most notably, two-thirds of Servies employees needed new skills to shift to the newly presribed selling motion. Additionally, nearly half of Servies employees laked aess to ritial learning paths to develop the transformational skills and apabilities needed to support the initiative. It quikly beame apparent to exeutive leaders that a whole new approah to learning and talent development would be neessary for Servies to ahieve its desired business outomes. With new end goals in mind, Servies embarked on building a new soial learning platform alled Career Connetion. Soure: ¹Bradley, Joseph, et al. Digital Vortex: How Digital Disruption Is Redefining Industries. Global Center for Digital Business Transformation, an IMD and Ciso Initiative, June Ciso and/or its affiliates. All rights reserved. This doument is Ciso Publi. 1

2 Career Connetion and the Ciso Collaborative Knowledge Journey After months of meetings, surveys, interviews, user testing, employee partiipation, and exeutive input, the Career Connetion internal proof-of-onept pilot went live in The platform, whih was purposefully designed to sale ontent, ontext, and ommunity aross the enterprise, offered employees a soial, ollaborative environment to learn and grow within. To drive adoption, Career Connetion was designed and developed so that Servies employees were the benefiiaries of ruial tools and tehnology that empowered them to take harge of their own areers and learning and development. To ultivate ollaboration and knowledge-sharing aross funtions, employees ould onnet with peers, experts, and mentors to learn and share information in real time. They ould also aquire knowledge and speialized skills through interative disussion forums, blogs, and online training. To support transformational apabilities development, employees, Servies leaders, Human Resoures, and Learning & Development teams worked together to reate Career Playbooks. By providing presriptive guidane on job skills and training, employees ould better prepare for urrent and future job roles that aligned with their areer and development goals. Unlike Ciso Collaborative Knowledge, Career Connetion initially foused primarily on formal and informal learning: Career Universe, Learning Plan, Community, and the Training Catalog. Career Universe ontained Career Playbooks, organized by job families, and skills-based apabilities. Learning Plan sheduled and traked learning and development and progress toward areer goals. Community onneted peers, mentors, and experts so they ould learn, enourage, and help one another on assignments and projets. The Training Catalog standardized learning and development aross Servies, providing every employee with new opportunities to learn and grow. The dynami nature of Career Connetion meant that learning was enabled through a rih blend of formal and informal learning opportunities, inluding disussion threads, blogs, and even rowdsouring. In addition to enabling Ciso Servies to reskill 14,400 employees quikly and ost-effetively, Career Connetion offered many tangible business benefits: Engaged employees in Servies business transformation Inreased ollaboration and ommuniation among peers, experts, and exeutives Improved employee engagement, partiipation, and satisfation Standardized and demoratized learning and development aross the Servies organization Figure 1. Initial Career Connetion Home Page 2017 Ciso and/or its affiliates. All rights reserved. This doument is Ciso Publi. 2

3 Produt Validation One deployed, it quikly beame apparent that Career Connetion had the right blend of learning and ollaboration for Ciso Servies. Early field trial results demonstrated that employees not only liked the platform, they supported its mission: Eight out of 10 employees agreed or strongly agreed they had a better sense of Servies business transformation, and onsequently were more engaged on Servies business topis. They also felt empowered to share professional knowledge with peers as a result of Career Connetion. Nine out of 10 employees agreed or strongly agreed that learning about the organization s strategi diretion from leaders (diretly via blogs and disussion threads) was important to engagement and areer development. Three out of four employees agreed or strongly agreed that being able to share information through disussion forums was important to their learning and development. Eight out of 10 employees agreed or strongly agreed that being able to aess job roles and requisites in Career Universe better enabled them to meet their aspirational areer goals. Eight out of 10 employees agreed or strongly agreed that the information in their Career Playbook enabled them to more effetively reate their professional development plan. Eight out of 10 employees agreed or strongly agreed that Career Connetion was useful and informative in planning areer goals. With suh positive feedbak, Learning@Ciso exeutives began asking: Could Ciso ustomers benefit from a similar platform to transform their own ompanies? To determine if there was an unmet need in the marketplae, Learning@Ciso onneted with more than 150 ustomers to disuss their hallenges. Armed with ustomer interest and a proof-of-onept pilot validated by 14,400 Ciso Servies employees, Career Connetion quikly evolved from an internal learning offering into a fully integrated, loud-based knowledge and learning digital workplae solution alled Ciso Collaborative Knowledge. Aording to Mihael Carter, former vie president of human resoures for Ciso Servies and an original sponsor of Career Connetion, to ahieve the agility required for today s workfore, talent must be empowered to define, grow, and redefine their areers. Career Connetion grew out of an inhouse pilot that onneted the evolving needs of the business with the skills and apabilities in the workfore. It made the business strategy relevant to how employees want to ome together to onnet, develop, and transform, he says. Kathy Bries, a senior diretor and general manager for Learning@Ciso who led the development and marketing of Ciso Collaborative Knowledge, onurs. Today s organizations need to inspire and energize their employees to learn, relearn, and unlearn time and again. They also need to provide them with the digital tools and tehnology needed to support their areers and the organization. Ciso aomplished this with Career Connetion, and now our ustomers an build a smarter, more agile and produtive workfore with Ciso Collaborative Knowledge. From Career Connetion to Ciso Collaborative Knowledge Today Designed to optimize knowledge sharing and ollaborative learning, Ciso Collaborative Knowledge an empower everyone within an organization with the digital tools and tehnology needed to aess experts, learning, and knowledge in real time anytime, anywhere. By ombining the best of Career Connetion with ruial tehnologies to streamline ommuniation and produe business results, Ciso Collaborative Knowledge evolved into a digital workplae solution. Launhed in April 2015, Ciso Collaborative Knowledge integrates best-in-lass onsumer and business appliations seure knowledge sharing, expert identifiation, ollaboration, ontinuous learning, soial networking, and analytis into one omplete and end-to-end knowledge-exhange solution. Powered by four knowledge and learning modules Expert Disovery, Knowledge Center, and Soial Communities and the Learning Management System, Ciso Collaborative Knowledge an provide every employee with the tools and apabilities they need to reimagine the ustomer and employee experiene. Following are highlights of the modules that onstitute Ciso Collaborative Knowledge: Expert Disovery: Provides just-in-time aess to expert resoures using Ciso WebEx and Jabber tehnology. Workers an identify and loate resoures and onnet safely inside the firewall to share ideas, exhange knowledge, or solve business hallenges in real time. Knowledge Center: Centralizes and preserves institutional knowledge and best praties from aross the organization in an enterprisewide library. Soial Communities: Fosters real-time learning, problem solving, and innovation through soial ommunities, disussion forums, blogs, and rowdsouring. Learning Management System: Supports formal, presribed, and informal learning and development through a entralized learning management system. Students an trak their progress and take assessments, and instrutors an leverage the system to presribe learning Ciso and/or its affiliates. All rights reserved. This doument is Ciso Publi. 3

4 Figure 2. Ciso Collaborative Knowledge Landing Page Collaborative Knowledge Workspae Learning Knowledge Center Collaborate. Learn. Anytime. Anywhere. - Collaborate People Admin What do you want to do today? Learning Knowledge Collaboration People Inorporating industry-leading Ciso innovation, inluding Ciso WebEx and Jabber ollaboration tools and Visual Knowledge Mapping and Analytis Tehnology, Ciso Collaborative Knowledge an help every organization build a smarter, more agile, and more produtive digital workplae for today and tomorrow. One Solution: Multiple Funtions Beause of its omprehensive feature set, Ciso Collaborative Knowledge an enable many outomes aross different job funtions and industries. To drive digital disruption in the automotive industry, one Ciso manufaturing ustomer is engaging with universities and thought leaders on the platform, sharing information and researh to reimagine onsumer automotive safety. Another organization is saling siene, tehnology, engineering, and mathematis (STEM) eduation globally so that students have aess to experts and mentors. In doing so, they are preparing the next generation of sientists and engineers to handle ritial global hallenges. Additionally, with Ciso Collaborative Knowledge, your organization an: Mobilize its workfore with knowledge, speed, and flexibility to reate a more agile and engaged organization. For example, with Ciso Collaborative Knowledge, mobile sales professionals who engage with new prospets an quikly aess learning modules about a partiular produt, solution, or market right as they need it. Through knowledge that is available and shareable via a mobile platform, everyone an quikly aess valuable resoures to reinvent the way they work, learn, ollaborate, and innovate together. Tap into the olletive knowledge of the entire organization to innovate and transform the ustomer and employee experiene. With Ciso Collaborative Knowledge, employees have instant aess to experts, enterprisewide repositories of olletive knowledge and soial learning, and ollaboration tools that enable them to innovate in the moment Ciso and/or its affiliates. All rights reserved. This doument is Ciso Publi. 4

5 Bakgrounder Figure 3. Ciso Collaborative Knowledge Expert Disovery Experts Show All People / Experts 1 Ciso Lori Fritz Cloud Survey Infographi Ciso Morgan David C2 Finanial Reports Operations Manager 2Business MB Learning Last Year /5 Next Ciso Cloud Raymond Klein Survey Infographi Business 6.3 MB Analyst San Jose, CA Image LearningJanurary x800 lfritz@iso.om Analyst 2Business MB San Jose, CA Doument LearningLast Year dmorgan@iso.om x800 San Jose, CA Image Hi Dave rklein@iso.om x800 Hi Vandana Could you attend our upoming WebEx budget meeting next Tues.? I d be happy to attend and provide any assistane I an. What time? I ll send you an invite via shortly Learning@Ciso: From Learning Certifiations to Eduation-as-aServie Software As a result of our ommitment to eduation, Ciso has expended signifiant resoures on advaning eduation and learning innovation globally. As a business unit, Learning@Ciso is foused on the development of eduational, knowledgesharing, and learning-based solutions that meet the demands of the new digital eonomy. To that end, Ciso Collaborative Knowledge supports Learning@Ciso s ommitment to develop ollaborative, virtualized, and aessible eduation that aelerates overall workfore performane as it removes barriers to learning. Amerias Headquarters Ciso Systems, In. San Jose, CA To help ustomers solve their most pressing business hallenges, Learning@Ciso developed eduation as a servie (EdaaS) to reinvent the delivery of knowledge and learning. Ciso Collaborative Knowledge is the ompany s first EdaaS platform to address the needs of the digital workplae. Digitalize Your Workfore To learn more about Ciso Collaborative Knowledge, visit to request a demonstration. For all other information requests, ollaborative-knowledge@iso.om or visit Asia Paifi Headquarters Ciso Systems (USA) Pte. Ltd. Singapore Europe Headquarters Ciso Systems International BV Amsterdam, The Netherlands Ciso has more than 200 offies worldwide. Addresses, phone numbers, and fax numbers are listed on the Ciso Website at Ciso and the Ciso logo are trademarks or registered trademarks of Ciso and/or its affiliates in the U.S. and other ountries. To view a list of Ciso trademarks, go to this URL: Third party trademarks mentioned are the property of their respetive owners. The use of the word partner does not imply a partnership relationship between Ciso and any other ompany. (1110R) V Ciso and/or its affiliates. All rights reserved. This doument is Ciso Publi. 5