tpo magazine 2013 - deloitte: open for business at the speed of light

7/28/2019 TPO Magazine 2013 - Deloitte: Open for Business at The Speed of Light

1/13Summer 2013 1

ROBOTIC

TELEPRESENC

TALE OF THE TAPE

TELEPRESENCE

YOUR GUIDE TO VISUAL COLLABORATION

UMMER 2013THE INTER-COMPANY VIDEO ISSUE

PLUS:VISUAL COLLABORATION FOR AGILE SOFTWARE DEVELOPMENT AND SCRUM WEBRTC REALITY CHE

DELOITTE:Open for Business atthe Speed ofLight

DeloittesJerome Oglesby (left

Aaron Roe (right) are connectin

the firm to 185 companies a mo

generating revenue, saving clie

money, and making Deloittesexpertise available globally.
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2/134 www.TelepresenceOptions.com

@Open for BusinessThe Speed ofLight

BY HOWARD S. LICHTMAN

DELOITTE. Most o the business world

knows the name, but not even all its clients

realize the complete scope o what it does.

While Deloittes roots are in public accountancy

and audit, over a 168-year history the company

has evolved to provide clients a wide range o

proessional and consulting services ranging rom

tax and private wealth management to technology

consulting rom 650 oces in 154 countries.

One o the heretoore untold secrets o Deloittes

success is one o the most sophisticated visual

collaboration programs in the world that connects

its practitioners, literally and guratively, to

each other and to clients at the speed o light.

The program includes immersive telepresence

environments, traditional videoconerencing,

specialized distance-learning classrooms

(that Deloitte designed itsel), and video rom

desktops, laptops, tablets, and smartphones.


3/13Summer 2013 5



Bucking the out-sourcing trend, the company built its ownVideo Network Operations Center (VNOC) capabilitywith 24x7x365 coverage rom acilities in Hermitage,

ennessee and Hyderabad, India. Te company has investedheavily in a capability that it views as a strategic competitiveadvantage, and its VNOC operation rivals many video-managedservice providers and is the only enterprise program that hasreceived accreditation rom its primary video vendor under a

program designed or service providers.

Te Deloitte VNOCs employ 25 architects, engineers, customerservice agents, meeting producers and an incident managementteam that triages and manages ailed calls and poorly perormingequipment and circuits. Te team manages 60 to 120 meetings aday during the business week and is available nights, weekendsand holidays to support global operations and emergencymeetings. Since the VNOC went live in April 2010, thecompanys video usage has soared to more than 12,500 hours amonth. Tis astonishing 856 percentgrowth rate has producedsignicant hard-dollar cost savings in corporate travel and so-dollar ROI in improved business eciency, productivity and

responsiveness.

BULLET-PROOF QUALITY

Deloittes VNOC and network have achieved a level o qualityand uptime that rivals many telecommunications carriers.Te redundant video network inrastructure is sourced rommultiple providers and has been 100 percent available or overa year. Deloittes meeting success rate is 99 percent and when apiece o equipment does ail the reason is immediately triaged,conerencing alternatives are provided to participants, and an

incident response team dispatches a replacement or a vendorstechnical resource to x the issue immediately.

Deloittes core network is a dual-carrier, ully meshed, active-active MPLS network with zero percent packet-loss across thecore and to each video end-point. MPLS prioritization gives both

video and voice the highest priority to ensure awless quality.Te company subscribes to multiple business-to-business video

exchange networks run by carriers and video-managed serviceproviders with dedicated circuits to provide QoS connectivityand inter-company calling capabilities with the greatest numbero partners, vendors, and clients.

Having an internal VNOC lets Deloitte provide a level o servicethat wouldnt be possible with a managed service provider. AaronRoe, Deloittes Multimedia Services Leader explains:

o achieve the quality and meeting success rate that makes oursenior leadership comortable in using video in lieu o traveland to connect with clients we ofer a concierge-class servicethat goes above and beyond what is available rom many video

managed service providers. We start by publishing the scheduleto digital signs outside each room beore every meeting so end-users know they are in the right place and how long the room isavailable.

I the room isnt being used then people can see the availability,which improves the ability to hold ad-hoc meetings. When ourcustomers walk in the room the meetings ready to go, theresnothing they have to do. Te only thing they really need to knowis where the mute button is. Everything else we manage or them.


5/13Summer 2013 7

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7/13Summer 2013 9

Deloitte deploys 57 multi-camera, multi-codec telepresence environments to ensure the highest quality experience when

connecting with clients

So i its a 28-seat multi-camera, multi-screen immersive roomor a single screen room with a PZ camera, the VNOC will sel-

rame that room. Tey will zoom in on the person and capture atwo-thirds view so that its equal proportions to all the other sites.Service providers oen do not do that part, and some that docharge you an astronomical ee.

So its how we work in the support model. We know who thehosts o the meetings are. In every one o our meetings weIM our hosts as theyre sitting down to let them know whichoperators are assigned to their meeting to ensure they have thebest experience possible. A service provider is not necessarilygoing to know that the person running the meeting is the globalCFO. For us, we know the customer and their needs, and that

level o intimate service is the highest thing we ocus on. So werereally looking to see i the host has arrived and IMing him/her:Im Bob, your operator today. I you have any problems, youcan contact me and Ill make it right or you. We manage thecustomer experience to a nite level.

Te nal thing we ocus on is the need or every meeting to starton time without incident. Our customers want to walk into theroom, sit down, and ocus on their agenda, which is requently arevenue producing opportunity or the company. Te last thingthat one o our internal customers wants to do is to walk into theroom worried about the technology. Tat is why the industry hasailed or so long and adoption is low overallailed meetingscause lost productivity, wasted time and hard money.

DELOITTEBy the Numbers650 Oces157 Countries483 Traditional videoconerencing rooms57 Multi-camera, multi-codec immersive telepresence

environments

60-120 meetings per day (80 average)12,512 Hours o video February 2013

856% Growth rate since building their own VNOC April 2010(March 2010:1309 hours)

29 Tele-classrooms100% Video inrastructure availability100% Network availability

0% Network packet-loss99% Meeting success rate

4000 users per month in telepresence orvideoconerencing rooms

83% o meetings are US-based rooms12% o meetings are done by international member rms5% o video trac rom mobile devices

CONNECTING WITH CLIENTS AND GENERATING REVENUE

Te company has been at the oreront o inter-company

telepresence and videoconerencing, connecting the rm topartners, vendors and, most importantly, clients allowing themto make subject matter experts available around the world.Currently the company has 850 client sites proled in theVNOC and regularly connects to about 185 clients per month.

Deloitte views its investment in video as a strategic competitiveadvantage over the competition because it makes its practitionersand consultants available to clients via high-quality video aroundthe world at a moments notice in meetings that would beimpossible in any other ormat. Te company can bring togetherdiverse skill sets rom multiple geographic locations to address

client problems and opportunities almost instantaneously. Tatsa win or the client, who gets access to consultants without



having to pay or travel, and a win or Deloitte, which gets greaterclient satisaction and retention.

DELOITTE UNIVERSITY

Deloitte University, the training acility or Deloitte Consulting,is as a one-stop training destination or the companys workorce.Deloitte does 40 percent o its training here, or one million oits our million annual learning hours, and 50,000 o its 190,000

practitioners are expected to pass through in its rst year ooperation. By chucking the conerence centers and hotels it usedto book or training around the world, the company has reapedmillions o dollars in savings and instilled in its employeessomething just as valuablea sense o community.

We were separated by region in the past, so now its a moreuniying experience, says Jerome Oglesby, Deloittes globalchie technology ocer. Were giving our practitioners a senseo belonging.

In bringing the learning to one central location, DeloitteUniversity reaches ar more employees than those who cometo exas. But consolidation on this scale wouldnt have beenpossible without visual collaboration. Deloitte is installing itseleClassrooms (see sidebar) in all its major oces, soon toreach 90 percent o the staf with the role-playing simulationsand other training they need. Tat makes Deloitte University thehub o a growing network.

Te eleClassrooms are a natural outgrowth o Deloittes sizableinvestment in videoconerencing. Te companys VNOC overseeshundreds o meetings at a time, ofering a white-glove experiencethat places a premium on customer service (a personal operator

just an IM away) as much as technological eciency (no meeting-impacting inrastructure outages in over a year). Te systemthe VNOC oversees is versatile enough to accommodate theseamless virtual meetings on the 4 . by 16 . video wall o a 28seat immersive telepresence environment to the video cam on alaptop or smart phone running Skype. Its a system built to achieveOglesbys mandate or any time, anywhere, on any device.

We wanted to take the system to next level, Oglesby says. Webuilt what we wanted and not what the rest o the industry wasdoing. And now were already where I thought wed be and quitea bit urther.

DELOITTEPeople

JEROME OGLESBY, Global Chie Technology Ofcer

Jerome Oglesby is the rms global chie technology

ocer and the visionary behind the visual collaboration

program at Deloitte. Hes been described as one o

the most strategic thinking CTOs in the industry, his

video program oten cited as a perect strategic use o

technology to achieve business objectives. Oglesby has

been honored by CIO Magazine as a Ones to Watch

honoree and by Computerworlds 100 Premier IT

Leaders list. We sat down with Oglesby and Roe or an

interview. The entirety is at www.TelepresenceOptions.

com/DeloitteInterview.

Here are some highlights:

I think one o the advantages is that we are able to

look at what we do and what we do as a rm and be

able to customize the delivery or Deloitte. So we look

at how our practitioners work. We look at how our

practitioners connect with our clients. We look at all

the new technologies that are happening in terms o

the mobile device space, the social media space with

video, learning systems, our room-based systems. So

were able to just integrate all o that in a way that

we think needs meets our needs. Were able to really

push the envelope around the technologies that we

want to use. How we want to use those technologies.

What are the new things that we can look at in terms

o technologies? Dierent ways o using the technology

that you wouldnt think o in a traditional managed

service? So were really looking at how we enable our

practitioners, but we want to enable them in a way that

is like no other service that they can get through a

traditional managed service provider.

On the value of being able to connect with clients and

partners using telepresence:

The intimate communication that it creates or

Deloitte and or our clients. Being able to have that

presencewhich is almost a lie-like presencewith

our clients and real time. We think thats extremely

valuable. We think that creates a huge value

proposition. It really sets us apart rom having that

impersonal interaction with clients but having that

really lie-like presence and collaboration with clients.
http://www.telepresenceoptions.com/DeloitteInterviewhttp://www.telepresenceoptions.com/DeloitteInterviewhttp://www.telepresenceoptions.com/DeloitteInterviewhttp://www.telepresenceoptions.com/DeloitteInterview


9/13Summer 2013 11

Visual CollaborationExpertise On-Tap

Tom Luketich EMEA BusinessDevelopmentChannelEnd User/VAR Integrator Interoperability & Testin Launching Start-upCompanies

Scott AllendeVaux UC Enterprise Architecture RFP Management &Oversight Keynote Speeches onEmerging Technologies

Rebekah AllendeVaux RFP Management &Oversight Video Programmes,Playbooks & Training Building Enterprise VNOCs

Michael Baker Videoconferencing SaaS Visual Collaboration

Sanford Dickert Mobile Telepresence Remote Presence Telepresence Robotics

David Maldow Visual CollaborationProject Management Interoperability andTesting

Technical Writing

Howard Lichtman Visual Collaborationfor Agile-Scrum Visual CollaborationSolution Design Investor Due Diligence

Bryan Hellard Telepresence &VideoconferencingProduct Design R&D/Prototyping Computer Aided Design

Richard Tucker Unied CommunicationsStrategy Solution Selection andProcurement

Implementation Mgmt.

Andy Howard Enterprise Webcastingand Video Streaming Video Conferencing Unied Communi-cations

Doug Howard Security, Business Contiand Governance Visual Collaboration StrCreation and Execution M&A, Business Integrat

The Human Productivity Lab has added some of the worlds

leading experts in videoconferencing, telepresence, and

visual collaboration.

RFP Creation, Bid Management and Oversight

Unied Communications

Video Network Operation Center

Design, Build, Sta, and Train

Visual Collaboration Network Design

Infrastructure and Environments

Video Recording, Archiving, and Streaming

Visual Collaboration Product Design

Product Positioning and Strategies

Corporate Development and Strategic Partnerships

Due Diligence

Human Productivity LabLONDON WASHINGTON, DC

Solutions for the Enterprise

Solutions for Investors

Solutions for Vendors

512.828.7317 [email protected]

www.HumanProductivityLab.com



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11/13Summer 2013 13

Tat same level o care and precision went into the physical designo Deloitte University. Te place has the eel o a college campusand a ve-star resort rolled into one. Located on 105 acres oquintessential cow-studded ranchland in Westlake, exas, theFortune 500 companys $300 million training acility eatures800 rooms, the 12,000 square-oot DFit center with more than100 pieces o equipment and various tness classes, and groundseaturing a large pond, volleyball and basketball courts, soccer

greens, 2.5 miles o jogging and mountain biking trails, re pits,and an herb garden. A gourmet restaurant serves ree breakast,lunch and dinner, and caes and snack bars dispense rereshmentat key points along the hallways. Tough it straddles the earth ata whopping 700,000-square eet, the building has earned GoldLEED certication, with a rain collection system, drought-tolerantnative grasses, and UV-coated windows that bathe 90 percento the acility in natural light. Te builders cut down less than adozen trees, used 20 percent recycled construction materials and20 percent locally-sourced building supplies, re-purposed concreterom a nearby source, and recycled 50 percent o constructionwaste. Tey also built Te Barn, the main venue or social eventson the property, out o re-purposed wood.

Its a comortable environment, says Steve Collichio, technologydirector at the university. Were relentless with getting eedback,and our satisaction scores are through the roo.

Ambience is only the beginning o what Deloitte set out toachieve when they made the center, an environment deliberatelyconstructed to connect visitors and strengthen relationships.Tough comortable, the guest rooms are intentionally small andwithout room service to encourage visitors to get out and ndone o the 16 city places, snack-and-people-lled lounge areashonoring the architecture and ood o the cities where Deloitte

has major oces. Likewise, most tables in the restaurant seatonly our people to encourage more intimate conversations inthe allotted hour and a hal everyone has to eat together. Manyo the buildings meeting spaces, such as the boardroom and20,000-square-oot ballroom, easily divide into smaller spaces

with acoustic air walls that rise rom the oor to create smaller,more personal spaces. Te 35 classrooms all have team roomsnearby, smaller rooms encased in glass that can hold up to 16people or quick work sessions to compliment the learning in the

DELOITTEPeople

AARON ROE, Multimedia Services Leader

Roes title is multimedia services leader, but he likes

to think o himsel as Deloittes chie productivity

ocer, with a goal o improving the productivity o

every employee at Deloitte by accelerating them

around the world at the speed o light. Roe has led

the transormation o Deloittes visual collaboration

capabilities with a team o 30 employees in the

United States and India and is responsible or

Deloittes investment in collaborative and multimedia

technologies. His last project or Deloitte was

designing and implementing an enterprise-wide,

live-broadcasting solution that lets senior executive

leadership and service-line leaders reach every

employee, their clients and the media on any device.

My goal is to accelerate the velocity that inormation

is created, shared, understood, evaluated and acted

upon globally or Deloitte, he says.

Roe built his reputation creating the VNOC or one o

the pioneers in telepresence conerencing, TeleSuite/

Destiny Conerencing. By helping the company roll out

the rst ully immersive videoconerencing product ever

released, he become one o the rst VNOC experts

beore VNOCs even had a name. And then he went

on to build two additional VNOCs, including one or a

video-managed services provider with multiple global

locations. Hes established a cost recovery model

at Deloitte or member rms to subscribe to visual

collaboration services and also advises them on how

to adopt visual collaboration technologies o their own,

as well as consult with Deloittes clients on creatingtheir own visual collaboration programs.

Hes created a true white glove service that takes

customer care to a new level. For us it comes to being

able to manage the experience to our customers

expectations, says Roe. Were perecting a strategy

at Deloitte in which making a video call will be

ubiquitous, enabling our practitioners to personally

relay their condence to our client directly without

concerns over technological restraints or availability

issues.



larger rooms. Tese breakout rooms come equipped with smalltouch screens outside the door that light-up green when availableand red when reserved (users can make a reservations directly onthe touchscreen or through a web portal).

Te reservation screens are part o a system o technologywoven seamlessly into Deloitte University. Guests dont evencheck-in per se, the scheduling system simply updates the stafon impending arrivals so they have room key cards and packetsready or guests when they walk through the door. Digital

signage along the walls shows a steady display o upcomingclasses and events and how to get there, as well as videos relatingto these topics. As the weekend approaches, the walls displayight inormation. Members o the large support staf standready to optimize the tech in the classrooms rom a monitor roomwith a large glass wall, Just so everyone knows theres a personbehind the curtain, says Oglesby. Te scheduling system keepsclasses moving smoothly, right down to the cleaning staf whocheck in wirelessly to report when a room is ready or use. Teyhave their work cut out or them when cleaning the 176-seat


13/13

DESIGNED BY DELOITTEThe Media Wall

When visitors come to Deloitte University, rst they

marvel at the cows on the ranchland leading to

the acility. Then the breathtaking lobby, with a waterall

sculpture and very helpul check-in sta. And then they

see the media wall, and they orget about everything else

or a while.

The largest touch-screen in North America, the media

wall is a 24 t. by 8 t. tablet computer with multi-touch

capability, meaning that several people can play aroundwith it at once. And theres a lot to play with. Comprised o

24 screens and special glass weighing 3,000 lbs., the wall

contains key apps that reinorce one o the key missions

o Deloitte Universityto build and reinorce a sense o

riendship and amily among its employees.

A multi-media timeline details the companys history,

while its present is covered in detail by a searchable

database o employees and a spinnable 3D globe o

Deloitte oce locations. However, the hottest media wall

app o the moment is Connections, which identies the user

and shows in a branching tree o bubbles who else they

know at the university and how theyre connected.

Beyond the wow actor, its a useul app because people

want to know whos here rom their oce and what company

leaders may be present, says Roe.

The wall is open platorm, and the technology team at

Deloitte plans to add more apps in the uture to make it an

even more eective tool, showpiece and community builderor the acility. As a lie-size virtual animation o Deloitte

CEO Joe Echevarria tells the media wall user when they

select his icon, Welcome to your house.

ABOUT THE AUTHORHoward S. Lichtman is the ounder and president

o theHuman Productivity Lab, a consulting

rm that helps organizations design visual

collaboration strategies, build Video Network

Operation Centers (VNOCs), and helps with RFP

creation, bid management, and oversight. He is

the publisher oTelepresence Options, the leading

publication covering visual collaboration where he

and his team share the lessons learned rom real

world deployments and cover the industr ys latest

advancements.

DESIGNED BY DELOITTETeleClassrooms

When o-the-shel doesnt meet Deloittes needs, Roes shop

will design a solution that does. Example #1: the specialized

TeleClassrooms connecting Deloitte University to oces around the

world. The classrooms have been designed as both an eective

space or distance learning and local meetings.

1. Multiple projection screens eliminate the ront o the room

and create a 360 learning experience

2. Central technology control with A/V help button or responsive

tech support

3. Nearby team rooms and printers support your creative learningormat

4. Movable whiteboards or portable and paperless idea sharing

5. Copycams enable you to photograph, print, save, and share

content

6. Power and projection connections at each table enable

simultaneous presentations

7. Natural light to enhance alertness and learning reception

8. Instant removable walls and mobile urniture enables fexible

room congurations

9. Teleclassroom video conerence capabilities connect remote

learners to DU

amphitheater, which looks like an improvement on the UnitedNations, complete with mics at every ergonomic seat and a serieso 3D projectors that make or dazzling presentations by day andmind-blowing movie screenings at night.

Te overall efect builds community at Deloitte, creating the sensethat a top leader at the rm can drop in on a class, which can havea big impact on someone whos just started here, says Roe.

Deloitte University is already expanding beyond classes and intoevents and partnerships that will utilize more o the physicaland virtual space its carved or itsel. Te building holds regularDeloitte conerences and lecture series and will soon host topeducational institutions who want to partner with the companyor their learning needs.

So, given Deloittes global reach, why centralize this part o theoperation in a small exas town? Because it has more agreeablewinters than New York, says Collichio.TPO
mailto:[email protected]://www.humanproductivitylab.com/http://www.humanproductivitylab.com/en/frame-telepresence-options.htmlhttp://www.humanproductivitylab.com/en/frame-telepresence-options.htmlhttp://www.humanproductivitylab.com/mailto:[email protected]

tpo magazine 2013 - deloitte: open for business at the speed of light

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