Collaboration technologies boost competitiveness, say researchers

Top-performing firms are more likely to use tools such as video and audio conferencing

Enterprises that refuse to embrace collaborative technologies may be less competitive than their rivals, according to research published by Microsoft and communications specialist Verizon (pdf).

The Meetings Around the World report surveyed 1,000 senior IT decision-makers in Asia Pacific, the US and Europe, and found collaboration had a big influence on business performance. The researchers calculated it was five times as significant as firms' external market environment and twice as important as strategic orientation in helping businesses pursue commercial opportunities.
Web conferencing was the most commonly identified collaboration tool, and was more was more often found in higher- performing firms, as was audio conferencing and meeting-scheduler technologies, according to Verizon.

Among the collaboration tools identified by respondents were instant messaging, web conferencing, audio, email and “presence” systems, said Jill Taylor of Verizon Business. "Companies' ability to collaborate and communicate more effectively is bound to [make them] more productive and higher-performing, " she argued. "But security is still a big [barrier to adoption] and firms are worried they need to change their infrastructure and processes to use collaboration tools."

Taylor added that board-level approval was vital if firms are to get the most out of collaborative technologies - the backing of IT decision-makers is not enough.

"An open culture is very important. Firms need buy-in from senior directors, " said Taylor. "They [also] need technology that is swift and easy to deploy and intuitive for the user, and they need processes so the technology is used appropriately."

Neil Laver of Microsoft's real-time communications division said collaboration tools are enabling the trend towards outsourcing, offshoring, remote and home working, and the increasingly complex supply chains that large firms have to manage.

However, Laver added that technological and cultural barriers still exist in many firms. "The technical issues… are relatively surmountable – it's more challenging when the barriers are cultural," he said. "The UK has an industrial heritage based on manufacturing and a culture of command and control, but it's no longer appropriate to measure effectiveness by the time spent in the office. "