It’s a business given that you can’t manage what you don’t measure. Related aphorisms: you can’t justify expense—the age-old ROI question—or prove quantifiable impact without data. Because of those reasons, enterprises love metrics for their video collaboration tools.
But they aren’t the only reasons to invest in measuring technology implementation projects. Cisco, for instance, uses metrics to lower costs, mitigate risks, and accelerate growth. Other companies analyze the data to ascertain if their new technologies and tools are used, useful, and transformative. The goal for them isn’t mere efficiency but productivity and new, innovative business models.
The reasons, then, are varied, but they can be roughly grouped into three categories: business value, operational efficiency, and employee performance. While it’s important to establish those reasons, and we’ll cover some of that in more detail below, it’s equally important to discuss how to map metrics to them and evaluate success.
What’s Your Reason for Existence?
The question is not an existential one. Rather, it’s a question of objectives. Every enterprise should have clearly delineated and communicated goals for investing in video collaboration tools. What are yours?
To get started, ask questions like these:
- Why are you deploying a widespread video communication platform?
- What processes are you attempting to improve? Why?
- What costs/inefficiencies are you seeking to address?
Once you have the answers to those questions, write them down and share them across the organization. Doing so will keep people aligned with the end result and ensure they understand the mutual benefits of the proposed solution.
Case Study: Healthcare providers are using video combined with wearables and mobile devices to accomplish a deceptively simple objective: improve patient outcomes and reduce readmission rates. They integrate the data produced from the technology with patient information to ensure they’re hitting their goals.
How Will You Get to Where You’re Going?
With goals and objectives established, you can develop a roadmap for where you’re going. This map does more than identify the path from point A to B; it also contains smaller markers, also known as key performance indicators (KPIs), that assess progress along the way and push people toward the end goal.
The choices are many when it comes to KPIs–so many, in fact, that it can be overwhelming. Before analysis paralysis sets in, take a deep breath and narrow the focus. Not all KPIs are pertinent to your video collaboration initiative. Others are, but will only become applicable as the organization matures and the video technology is integrated into additional workflows and processes.
A simple way to establish KPIs is to think through the five “W’s” and “H” from journalism:
- Who is using the technology? Who else does it impact, for example, company customers or patients?
- What are employees doing with the technology? What quantifiable effects does the enterprise expect to see in terms of efficiency and productivity?
- When are people using it? Are they using it?
- Where are they using the technology? Inside the office or out in the field? Both?
- Why are they using it? Why did the organization choose this technology over another one?
- How are they using the technology? How is it impacting individual, team, and organization-wide work performance? How is it leading to growth opportunities and new business models? How often will metrics be pulled and reported?
The nice thing about this framework is that it scales with your video collaboration investment and can be applied to almost any work environment and use case.
Case Study: P&C carriers are investing in wearables and video technologies to support their cross-training efforts. For them, the tools are integral to sharing knowledge and expertise between a retiring workforce and the next generation of talent. They guarantee that that knowledge sharing is occurring through monitoring metrics for employee performance and underwriting and claims leakage.
Are We There Yet?
While road trips have a definitive beginning and end, the enterprise doesn’t. It’s in a state of continuous improvement. That isn’t to say there aren’t definitive points on the roadmap to success; there are. It’s just that success gets moved further out as the organization discovers new problems to solve with video collaboration technology.
For that reason, enterprises revisit their metrics for video collaboration regularly to analyze performance, identify areas for improvement, and develop new use cases. It’s also why they love them. Metrics show where the company has been, where it is, and where it should go next.
They can do the same for you. Curious as to how video and analytics could play out in your organization? Contact us today. We’d be glad to talk about our streaming video collaboration platform.