Operationalizing Collaboration
0 likes91 views
Agencies are increasingly adopting collaboration tools to improve efficiency and service levels, but need ways to measure how collaboration supports their mission. Operationalizing collaboration means defining it concretely so its impact can be measured. Examples where collaboration has helped include reducing disability claims processing times by allowing adjudicators to easily consult others, and giving border agents unified access to surveillance feeds to improve security. The Internal Revenue Service also uses video conferencing to make audits more efficient and effective. Fully utilizing collaboration requires an interface that combines content, communications, business processes, and social networking.
Operationalizing Collaboration
- 1. All contents are Copyright © 1992–2010 Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Operationalizing Collaboration: Measuring Mission Value Agencies are embracing collaboration tools ranging from videoconferencing to instant messaging to improve efficiency and citizen service levels. But how can they make sure they are fully taking advantage of collaboration to support the mission? More and more agencies are operationalizing collaboration. “Operationalizing means defining an abstract concept so that becomes measurable,” says Carl DeGroote, operations director for civilian agencies at Cisco. “In government, operationalizing collaboration means integrating it into business processes so the workforce can make decisions faster and better, in support of the mission.” Example 1: Reducing Claims Backlog One aspect of collaboration is bringing people together. Consider a Social Security Administration (SSA) adjudicator who needs to decide whether a citizen is eligible for disability benefits. Given the proper collaboration tools, the adjudicator can invite a doctor, occupational therapist, or lawyer into the conversation with a few clicks. “The mission value is that the agency can make the decision today, rather than postponing it until everyone can weigh in,” DeGroote says. Example 2: Increasing Situational Awareness Collaboration can also involve bringing content together in support of the mission. As an example, the Department of Homeland Security uses a variety of sensors to detect border incursions, including thermal imaging, unmanned aerial vehicles, and video surveillance cameras. Giving border agents the tools to monitor all sensor content in one place increases situational awareness, directly supporting the mission through improved detection and interdiction. New mobile devices like the Cisco CIUS tablet help agents in the field disarm the threat by delivering real-time video, images, and other information. Example 3: Making Audits More Efficient and Effective For the Internal Revenue Service, the operational value of collaboration is improving the citizen experience while also accelerating revenue collection. “Citizens prefer video to voice-only interactions because believe they can be more convincing,” DeGroote says. “And adjudicators and auditors like it because observing body language and demeanor helps them draw better conclusions.” If a citizen calls the contact center, the agent can conference in an auditor or citizen advocate. Resolving questions more quickly accelerates receipt of tax payments. Toolset Taking advantage of collaboration to support the mission requires four desktop capabilities, ideally available from the same interface: • Content, such as documents, images, videos, or sensor input • Communications tools, such as conferencing, voicemail, email, and instant messaging • Business processes, such as the agency’s core business applications • Social networking tools to interact with team members in different communities “The social aspects of collaboration are significant,” DeGroote says. “Two heads truly are better than one, and it’s proven by faster and higher-quality decisions.” To view a video data sheet about Cisco Quad, an enterprise collaboration platform, visit: www.cisco.com/go/quad. Newsletter Article Cisco and the Cisco Logo are trademarks of Cisco Systems, Inc. and/or its affiliates in the U.S. and other countries. A listing of Cisco's trademarks can be found at www.cisco.com/go/trademarks. Third party trademarks mentioned are the property of their respective owners. The use of the word partner does not imply a partnership relationship between Cisco and any other company. (1005R) Americas Headquarters Cisco Systems, Inc. San Jose, CA Asia Pacific Headquarters Cisco Systems (USA) Pte. Ltd. Singapore Europe Headquarters Cisco Systems International BV Amsterdam, The Netherlands Cisco has more than 200 offices worldwide. Addresses, phone numbers, and fax numbers are listed on the Cisco Website at www.cisco.com/go/offices.