2016 DevConnect Award Winners Choose to Innovate on Avaya

Platform innovation allows companies to disrupt the status quo for their business, their industry. Amazon, Zappos, Google, Uber are just a few of the success stories that embrace platform innovation and launched massive disruptions. I add to that list Avaya. Why? Like these companies, we too identified a problem and created a platform that solves it. The problem that we identified is that in this mobile-centric, 24X7-access-to-everything, gadget-crazy digital world, there is a huge problem for companies to be able to communications enable any customer experience now, not seven months from now. The platform we created for business communications innovation is Avaya Breeze™. And unlike our competitors, we are embracing the fact that an open, scalable platform with an OpEX business model option that our partners and customers can access on their own—without us—is good for business and the industry. Breeze is a business and industry disrupter not only for Avaya but also for the customers and partners who are innovating on it and transforming their own businesses and industries.

Avaya Breeze is an open framework that brings the necessary attributes for communication in the digital age: embedded, mobile, fast, low risk, and workflow enabled—a key requirement to automate previously manual processes to improve digital experiences. It is the second most visited content topic on Avaya.com. The number of innovations developed on Breeze since its launch in March 2016 has been amazing, especially for an industry that has traditionally been focused on not empowering customers and partners to do things on their own. Customers and partners tell us they have developed hundreds of business communications applications and have hundreds more in development. One of the Avaya DevConnect partners said earlier this year that innovation on Breeze is a breeze. Many others agree. In fact, the DevConnect partners are consistently demonstrating the success of innovating on Avaya via the Breeze platform.

At Avaya, we believe that communications enabling almost anything is now possible through innovation on Breeze. Why not? If a company has a need or a use case, there is a solution and it can be readily available in days to weeks, just ask some of our DevConnect partners like Engelbart Software GmbH.

DevConnect’s 2016 Technology Partner of the Year, Engelbart demonstrated the best overall commitment to Avaya and their DevConnect partnership based on specific characteristics of excellence. The company developed leading-edge esuits2 ECI Server Snap-in for Breeze. This unique snap-in captures calling number information (CLID/ANI) and presents additional caller identification detail to called parties, enabling Avaya customers to enhance productivity and increase customer satisfaction. Engelbart has three solutions listed in the Avaya Snapp Store—Conferencing Whitelisting, esuites2 Enhanced Caller ID (ECI), and NG1-1-2/NG9-1-1 Location Extractor. The company has dozens more concepts under development.

Another example is Beta 80 Group, recently named DevConnect’s 2016 New Partner of the Year for demonstrating innovation and exemplary proactive partnering with Avaya. With a focus on delivering added value for Avaya 911 and second level public safety customers, Beta 80 Group’s innovative e911 (PSAP) solution integrates with Avaya Aura® to provide computer aided dispatch, radio integration, and reporting services for 911 organizations as well as emergency medical services, fire departments, and private medical services.

Three more examples are offered by DevConnect’s 2016 Innovation Award winners who were chosen for their ability to develop an innovative solution that addressed a unique solution in the market.

  • The eGain Knowledge Snap-in for Avaya Breeze from eGain Corporation guides callers to accurate answers online through self-service. Through the Snap-in, eGain enables Avaya customers to improve the overall experience and satisfaction of their own customers by making relevant information quickly available in a self-directed manner.

  • The Moxtra Snap-in for Avaya Breeze from Moxtra, provides rich, persistent chat and document sharing. This innovative Snap-in enables Avaya customers to create real-time continuity and collaboration between callers and contact center agents, increasing productivity and improving customer satisfaction. This Snap-in includes Moxtra’s Dynamic Task Type for Avaya Engagement Designer.

  • With ScoreData Corporation, Avaya customers can greatly benefit from the predictive behavioral analytics characteristics of the ScoreFast™ platform, which is capable of building complex statistical models to deliver custom solutions for specific business problems in near real-time.

On-demand applications such as those created by our award winners are about simplification, urgent need, and improved user experience. Innovating on Avaya is enabling these companies and many more to change their business for today’s digital experiences. Along the way if they also happen to disrupt the industries that they are doing business in, that is the power of innovating on Avaya.

 

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Customer Journey Analytics vs. Traditional Analytics—Know the Difference

It’s expected that 60% of all large organizations will develop customer journey mapping capabilities by 2018. Why? Because the average consumer isn’t so average anymore. Consider that a typical customer now owns three personal mobile devices, each with anywhere from 10 to 20 downloaded apps. This individual owns an average of five social media accounts, nearly three of which are actively used. Additionally, the average office worker receives up to 121 personal emails per day. Just imagine what these figures look like for consumers on the high end of this engagement spectrum.

To get a snapshot of my own activity, I followed these simple instructions to figure out how many emails I receive. It’s 10 a.m. and I show 59 emails received (up from 47 just two minutes ago). And tweets average around 6,000 per second—I have 1,175 in my queue based on who I am currently following. The question is: How do you bring your email, tweet, post, or blog to my attention amid all the clutter?

When we look at what this means to customer experience it is worth noting that we’ve reached a point where over 40% of customers now use up to seven different channels to interact with brands, from live chat to email to social media to SMS. Businesses increasingly understand this fact, and they’re taking the necessary steps to ensure they can deliver consistent, contextualized experiences across various channels and devices.

Each of the devices and channels offers its own set of diverse scenarios for linking to other devices and channels, making no two customer experiences the same. The not-so-good news is that businesses are still grappling to understand customers’ actions across these various touchpoints. They need to leverage data but, in fact, 43% of companies currently obtain little tangible benefit from their data, while 23% admit they derive no benefit whatsoever. Organizations are struggling to create a data strategy that delivers the insights needed to drive anticipatory engagement and repeat spending.

The bottom line is that a business can support virtually every interaction channel. However, without a comprehensive view of the data generated and shared across those channels organization-wide, it will fail. Supporting an array of channels is simply not enough. Businesses must gain an inherent understanding of how customers are using these channels so that they can adapt, evolve and change as needed. This is where the ability to understand your data—specifically, customer journey analytics—becomes vital.

The solution here may be simple to describe, but implementing it isn’t. Adopting customer journey analytics means businesses must now support a powerful, real-time visualization of the customer journey across all lines of business, not just the contact center. They need a roadmap to continually reinvent key processes and fine-tune organizational behavior. They must harness real-time and historical data across all channels and devices to intuitively understand customer needs and optimize business outcomes. Most challenging of all, they must do this in a way that shows tangible ROI and improves TCO.

To make customer journey analytics work, businesses must take a critical step from ideology to implementation—a move that can often feel like a leap of faith.

But there’s good news: technology has evolved to a point where companies can now easily, effectively and cost-efficiently achieve these core data objectives. The key is investing in an extensible, omnichannel customer engagement solution.

Your customer engagement solution should boast simple capabilities. It should be pretty easy to create and manage dynamic, multi-touch customer journeys. And you need a built-in, flexible analytics and reporting platform to deliver a single, comprehensive view of customer data across all sources, both internal and external. This lets you compete using customer journey analytics, and also easily add third-party data sources to amplify their strategy.

A customer engagement platform redefines the way businesses engage with digital consumers. Here’s how customer journey analytics stand apart from traditional reporting and analytics:

  • Obliterates Siloes: A siloed environment is the greatest barrier to data success, and it’s affecting more businesses than we realize. According to Deloitte’s 2017 “Contact Center Benchmarking Report,” nearly 60% of customer channels are currently being managed in silos. Analytics integration is vital for competing on customer experience (CX), an initiative that traditional analytics tools simply can’t support.
     

    Built on open, extensible architecture, a customer engagement platform has unparalleled flexibility for gathering transactional information from numerous different channels (IM, co-browsing, SMS, phone, email, IoT) and devices (phone, mobile/tablets, branch, desktop, kiosks). This enables companies to flexibly collect, process and analyze all real-time and historical data. They gain a rich visualization of their customer journey enterprise-wide. This means consistent, contextualized experiences no matter where and when interactions begin, end, continue—and no matter how many company agents are communicating with the customer.

  • Seamlessly combines internal and external data sources: The open nature of a customer engagement platform enables companies to combine internal data with that of virtually any other business intelligence (BI) tool. For example, insights collected internally can be combined with data from visualization tools from leading providers like MicroStrategy, Oracle, SAP and Tableau. This lets managers maximize the return on their existing investments, while driving their potential beyond what was initially imagined.
     

    Furthermore, this unique ability lets managers generate cradle-to-grave customer interaction reports, enabling them to identify innovative new ways to meet consumers’ evolving needs. Chances are you’re not going to get this with traditional reporting and analytics platforms.

  • Transforms the agent experience: A holistic customer engagement platform redefines agent and supervisor experiences by allowing companies to easily create, customize and integrate key applications for specific work groups. Supported by an advanced software development kit, companies can build their own contact center apps, or embed specific functions into their existing apps, to customize desktops for any unique customer/agent configuration. The solution represents a revolutionary way to serve digital consumers. And, it offers managers a new avenue for analyzing performance metrics for all ways customers are served.

With customers using more digital channels than ever, it’s clear that now is the time to adopt customer journey analytics via a customer engagement platform.

Interested in learning more or chatting about transforming your analytics environment? Contact us. We’re here to help and would love to hear from you.

A Business-First Approach to Digital Transformation

In part I of this series, we explored the definitions of Digital Transformation, IoT, and Smart Enterprise.

Digital transformation goes beyond normal organizational evolution. It is a metamorphosis enabled by new sources of information and new ways to interact with an organization’s eco-system. It’s said that “necessity is the mother of invention”—meaning we are satisfied with the status quo until some external force motivates us to change. An evolutionary breakthrough requires an external force that threatens organisms’ very existence—they must adapt or die. The Ice Age was a massive external force that caused many organisms to change. Likewise, today digital transformation is forcing change in businesses. And note that today’s external forces behave more like an incoming meteor than a slow-moving glacier. Slow evolution will not work here.

Over the last three decades, we have seen organizations change with the Information Age. The Data Warehouse phase illustrated valuable information existed in operational financial data that could be used to improve efficiencies within organizations. While working for EMC (now DellEMC), I had a lot of conversations with customers about building storage infrastructures for data warehouses. When sizing a storage infrastructure, knowing how much data is going to be written and how long the data will be stored is required. I was always amazed at how little guidance was provided to IT organizations from the sponsoring Business Unit as to the amount of data needed to be stored in the warehouse. The BU didn’t know what data they were going to collect, nor did they have any idea how long the data would need to be stored. We were often faced with sizing a project to collect everything and keep it forever. Bottom line: the BU didn’t have a clear set of objectives and believed if they didn’t jump on the data warehouse bandwagon, they would be destined to fail.

I am of the opinion that many organizations today are facing similar situations with IoT. Amara’s Law states, “We tend to overestimate the effect of a technology in the short run and underestimate the effect in the long run.” Gartner’s research methodology, based on Amara’s Law, portrays its curved Hype Cycle in five phases. We may never know exactly where we are on the Hype Cycle—we can only tell where we were. For example, we can’t identify the peak until we see a decline.

I think we are somewhere on the left-ascending slope with inflated expectations and believe we have yet to reach the peak. I also consider the trough is an industry phenomenon and one that individual organizations don’t necessarily have to experience. It is the old story of missing goals: was the goal too high and, therefore, unattainable or was the goal appropriate and execution was faulty? Accurate goals are predicted by experiences. New technologies, by their nature, are hard to accurately predict since we don’t have the experience to base the prediction upon.

A Digital Transformation Game Plan

Just because we are early in the hype phase doesn’t mean organizations shouldn’t be investing in IoT, but they should think business first and technology second. For example, when data warehouse customers approached their projects with a clear set of business challenges and objectives in mind, their projects were more successful than those who led with technology. This doesn’t mean that organizations that started with technology first weren’t eventually successful; they just spent more time and resources getting there.

A smart enterprise is one that looks at their place in the world today, seeks to understand how their environment is changing, determines how they need to evolve, and looks to technology, people, processes and data to determine how to reach their goals. As I point out in my blog about data loss, if you defined yourself in the 80s as being in the record business, you had a short life expectancy. But, if you defined yourself as being in the music business and were able to take advantage of the digital transformation at the time, your brick and mortar storefront could have evolved into a worldwide enterprise. As history showed, it was the new businesses that profited from the digital music industry emergence.

An Illustrative Example

Let’s take a look at a couple of anonymous hoteliers—Property A and Property B. Both properties are full-service five-star providers catering to business and leisure travelers. Both are seeking to improve their on-premises guest experiences. Marketing at Property A has determined their customers want star treatment. Their customers are looking for a high-touch experience, where the staff and employees know their names and can anticipate their every need (based on past experience). Property B determined their customers want a fully-automated experience—minimizing staff interaction, while maximizing guest independence. Both organizations:

  • Set clear objectives
  • Identified the loyalty app on their guests’ smart phones as the key to providing the desired guest experience

When a guest arrives at the front desk at Property A, the concierge greets them by name with their room reservation already pulled up on the console. The guest’s loyalty phone app identified the guest with the property’s wireless location-based service, prompting the guest’s photo to be displayed on the concierge’s console. When the guest stepped up the desk, the concierge selected the correct picture to get the guest’s information displayed on the screen. To the guest, it appears the concierge personally recognized them like they were a sports or entertainment star.

When a guest arrives at Property B, the guest’s loyalty phone app signals the wireless location-based service that the guest has arrived. The guest is checked into the hotel automatically. The guest room number and electronic key is pushed to the app on the phone and the guest goes directly to their room without ever talking to property personnel. The app may even provide turn-by-turn directions for the guest to get to their room in order to avoid asking for directions.

Both properties are similar with two different business goals. Looking at the two solutions from the Internet of Everything (IoE) perspective presented in part one of this series:

  • IoT: In these examples, an app on the smart phone is the networked device.
  • Data: The high-touch model requires photos of the guest and/or their family members. Property B needs to tie PCI information to the app with requisite data protection requirements.
  • Processes: These solutions need to tie the new functionality into the existing systems. If these properties belong to chains, how will information be updated and shared with the other properties. Will data be replicated locally on-demand when guests book a reservation? How long will it take for data to be updated? If the guest books a reservation from the parking lot or cab, will the data be ready when the guest walks into the lobby?
  • People/Personnel: Property A needs to train the desk clerks and other personnel that are expected to provide the star treatment to guests. Sensitivity training on how to handle the guest accompanied by a woman that does not look like his wife would be valuable. Property B personnel need to be trained how to respond when the app doesn’t work correctly and how to interject themselves into the process with minimal impact and maximum efficiency to the guest.

For more about digital transformation in hospitality, read the Avaya blog Five Ways Hotels Can Build a Successful Digital Strategy.

IoT and other emerging technologies, like artificial intelligence, are providing the capability to respond to environmental pressures and business opportunities in significantly new ways. I propose that while everyone will be successful with IoT (eventually) or become extinct, the enterprises that start with business requirements first and apply technology (old and new) second, will become smart sooner and last longer.

Earth Day 2017: A Call for Education and Action … Because it Takes a Village (Truly!)

On Saturday, the world will come together for Earth Day 2017. I believe this is one of the most important days of the year because it’s a reminder of the responsibility we have to protect our planet, future generations, and each other (and we can all use reminders). This year’s campaign is about strengthening environmental and climate literacy. This is an especially relevant theme considering there are people who still challenge and debate the science driving climate change programs, initiatives, and legislation. To this end, it’s critical for us to recognize that unchecked pollution is the cause of climate change, and work to become climate literate so we can be voices for change. Remember, knowledge is power and that leads to action and progress—our only defense against the unprecedented threat that is climate change.

I have the good fortune of working for Avaya, a company that recognizes the unique opportunity we have to drive positive social, environmental and economic impact. We call this our Corporate Responsibility, and this spirit is reflected in everything we do, from upholding high ethical standards in the ways we conduct business to volunteering in our local communities and designing products that are energy efficient and require less hardware. (Learn more in our new Corporate Responsibility Report for Avaya’s 2016 Fiscal Year.) The primary reason for the environmental strides we’ve made can be attributed to our people. Corporate Responsibility is a mindset at Avaya. Our leaders and employees are educated, committed and active, and we continue to show we can move mountains with tight budgets and resources.

Why Companies Need to Lead in Protecting People and Our Planet

If we don’t, who will?

Look, it can be challenging. Getting the green light for programs that aren’t directly tied to revenue often requires perseverance. But we disregard the environment at our own peril. I believe businesses today have a moral obligation to act in ways that are thoughtful, balanced and compassionate, simply for the health of our people and our planet. Beyond that, though, behaving and acting in ways that positively strengthen our communities and the environment is just good business. It’s what customers and top talent have come to expect. Let me explain.

Millennials have recently surpassed boomers as the largest living generation. Also, as a whole, millennials are more passionate in their support of corporate social and environmental efforts. According to a study by Cone Communications, 24% of millennials believe they can make a difference in their community by buying products that support social causes, and 68% say a company’s social/environmental commitment is important or extremely important when deciding which products to buy. Similarly, according toNielsen, 51% of millennials will pay extra for sustainable products, and another 51% actively check the packaging for sustainable labeling. These are customers, and they’re paying attention.

What’s more, in just three years, millennials will account for 50% of the workforce. Now look at the following: A PricewaterhouseCoopers study reported that 88% of millennials prefer companies that emphasize corporate social responsibility, and 86% would consider leaving if their employer’s Corporate and Social Responsibility no longer met their expectations. If your retention and attrition strategy isn’t considering this data, you need to rethink it.

From where I sit, the connection between a meaningful corporate responsibility initiative and revenue is clear, and it’s direct.

Engage Your Employees

People ask me all the time how to do a lot with a little. After all, we’re operating in a time when budgets are scarce and resources are little. My answer is always this: turn to your employees. And Avaya has a great story.

The past several years, our company experienced a lot of change in its transformation to a software and services company. In spite of this, in 2015, we introduced our first-ever Avaya Month of Giving, a spirited 31-day campaign designed to bring together employees, suppliers and partners to make a difference in communities across the globe. In the run up to kick-off, I had a few people share with me their doubts that we could make this program successful. The thinking was that employees were busy, we had it in July during a high time for vacations, etc. But I never wavered in my belief it would be successful. I knew if we “leaned in” on our Avaya teams from around the globe, they’d deliver. And boy did they! In the words of Margaret Meade, “Never doubt that a small group of thoughtful and committed citizens can change the world; indeed, it’s the only thing that ever has.”

Collectively, the campaign raised approximately $250,000 for global charities, and engaged 60 employee teams across 32 Avaya locations and resulted in thousands of employees dedicating volunteer hours to charitable causes. Stunning! We followed that up with Month of Giving 2016, raising more than $200,000 for charities around the world. We’re aiming to exceed these numbers when Month of Giving rolls out later this year. #AvayaStrength

We’ve come full circle, back to where we began: our collective responsibility to our planet and to future generations. I can’t think of one reason for any company or individual to not invest all they can to help reverse the effects of climate change. In fact, there are more than a billion ways you can engage. #NoExcuses

As you head out on Saturday, hopefully to give back to your community in some way, I encourage you to keep top of mind the words of former U.S. President Franklin D. Roosevelt, “A nation that destroys its soils destroys itself. Forests are the lungs of our land, purifying the air and giving fresh strength to our people.” #EarthDay2017