Today we join Adam Famularo, GM of CA Technologies’ Cloud Computing Division for the conclusion of our 15 Minutes conversation.

8. Social media has grown exponentially in a very short space of time yet business owners are unsure how to optimize social media.  To what extent has your company invested resources in social media as a communications tool, or are you waiting for a more robust success model?

AF: I’m very big on social media. Whether it’s using Facebook or Twitter or Youtube, I’m a big fan of social media sites. To be able to get the message out to the population. You’ll see the up and coming Generation Y population, that’s how they consume their technology and share their thoughts today. For instance, “Charlie’s Chocolates” was training video that introduced every employee across the company, to the concept of cloud computing. Eventually we put it on Youtube http://www.youtube.com/watch?v=9eqRtETu1xM. We felt it was good for CA and all our partners and customers. It shows that we are thought leaders in this space and are about helping everybody understand what’s going on in this new world of IT.

9. What book are you reading for business?

AF: Extreme Dreams Depend on Teams by Pat Williams.

10. Based on what you learned in 2010, what will you do differently in 2011?

AF: It’s all about speed. From what I’ve learned in 2010 people are moving faster and faster in cloud computing and we have to move there faster. We have to make sure that all of our products are operating in cloud computing environments. We have to make sure that we’re working with our customers to build out their own private clouds and to be able to manage their external cloud environment.

Do you have a New Year’s resolution for your part of the business?

AF: I’m not one to set them. I don’t do it personally and I don’t do it for the business. I’ll actually answer what the goal is. It’s for us to be able to take to market the cloud platform with 3Tera and for us to deliver new cloud products, like Cloud Insight that can help people manage this new complex IT environment in the cloud. 3Tera is a private cloud platform and we’re working on bringing out a new release in the second quarter. The big change there is it enables us to use multiple hypervisors. Today, it’s built on our own version of Xen hypervisor. We’ll be releasing a version that also runs on VMware. The second is role-based access control so they have different levels of authority based upon different users who are accessing the application. Those are the two big feature adds we’ll be releasing in the new version of 3Tera AppLogic.

In a global position with 150 direct reports, Adam Famularo oversees the technology that CA is building to manage cloud computing based environments. CA Technologies (NASDAQ: CA) is an IT management software and solutions company based in New York. CA has more than 13,000 employees and reported revenue of US$4.353 billion in fiscal 2010. www.ca.com.

Are you building a piece of your customer strategy around the web? Any tips on how to use it to stand out with potential customers? Did anything Adam said about the cloud make you think about how you're using it - or whether to use it - for business? As always, your insights and comments are welcome.

This week in the 15 Minutes series for enterprise, we hear from Adam Famularo, GM of CA Technologies’ Cloud Computing Division.

In a global position with 150 direct reports, Adam oversees the technology that CA is building to manage cloud computing based environments. CA Technologies (NASDAQ: CA) is an IT management software and solutions company based in New York. CA has more than 13,000 employees and reported revenue of US$4.353 billion in fiscal 2010. www.ca.com.

1. Successful business people often reference the ways in which their personal experiences inform their work. How do your personal experiences with technology influence your professional life?

AF: I love technology. When something comes out, especially on the consumer side, I’m usually the first in line. I have everything from the latest iPad to the latest iPhone. I usually change phones every 3 months or so. I try to use a lot of cloud computing based services as well. I’m a big Gmail, Google user, even through their Google docs, I use their Picasa for pictures. I try to store as much stuff that’s personal even on the cloud so that I can see it and actually feel what it’s like. I get a little security conscious when I send some of my sensitive word docs or PDFs to Google but I realize after I do it that it’s more just in my mind than anything else. Think about it, what’s safer? Somebody’s ability to hack into my PC at my house or somebody hacking into Google servers?

2. In what specific ways did technology play a role in growing your business in the last 12 months?

AF: We bought a company named Hyperformix for virtualization management. We also bought a consulting company named 4Base to help our customers transition to building out private clouds. We’ve also built a stack of Software as a Service (Saas) offerings. A secondary route for a lot of our customers is going to be working with local MSPs [managed services providers] that they are close with or that they’ve built a good relationship with, where they’re not concerned with security or management. We bought Nimsoft, a network monitoring company, they had roughly 300 MSPs and now roughly 400 MSPs. So we’re bringing our technology out to those MSPs so that they can provide a service to their customers.

3. If you could invent a technology to solve a current business problem of yours (micro or macro), what is the problem and what would the technology do?

AF: One of the challenges CA has that CIOs speak to, is that there are all these choices. Different services to acquire whether it’s an MSP, an SaaS, a platform as a service (Paas), an infrastructure as a service (Iaas). How do they actually measure these against each other and understand what is the best choice for them? We bought a company called Oblicore and the product is Oblicore Guarantee, it was a service level management product. We’re transitioning that product line into something that can help you mange the services that you’re getting from external service providers and working  with companies like Carnegie Mellon to create industry standards around what we call service measurement index  or SMI. Companies can rank what’s more important to them like quality, agility, risk, cost, security and then compare against other services that are out there to determine what is the best product for them. That by far is one of the coolest things we’re working on to help solve a real business challenge that’s coming from this ever changing environment. We’re going to call it CA Cloud Insight.

Tomorrow: Innovation in business, part 2

Friday: Social media and enterprise, part 3

If you could invent a technology to solve a current business problem of yours (micro or macro), what is the problem and what would the technology do? As always, we'd like to hear from you so leave a comment and share.

The Apple iPad may have been the breakthrough tech product of 2010 -- with an estimated 10 million units sold to both consumers and businesses alike -- but a flood of new tablet competitors will attempt to get a piece of the action in 2011.

While a few Android-based devices are already out of the gate, including the Samsung Galaxy Tab and Dell Streak, dozens of entrants will debut over the coming months –- including the hotly anticipated BlackBerry PlayBook from smartphone leaders Research in Motion (RIM).

Slated for a spring launch, the BlackBerry PlayBook is a 7-inch tablet (opposed to the iPad's nearly 10-inch size), with a WSVGA (1024 x 600 resolution) touchscreen. The .9-pound PlayBook offers a few features not found in the iPad. It's got a dual-core processor for speedy performance and smooth multitasking. The PlayBook also features two HD cameras -- one is a 5-megapixel camera facing outwards, and the other is a 3-megapixel camera facing the user for video conferencing, The browser supports Adobe Flash-based websites. And it's got a micro-HDMI port to connect the PlayBook to a high-definition source, such as a HDTV or projector.

Like the iPad, the PlayBook's memory isn't expandable. And while it offers integrated Wi-Fi access, to get online via 3G (cellular) connectivity you need a nearby BlackBerry. This Bluetooth tethering option lets the user access the Internet anywhere you've got cell phone reception.

Content is king?

There's room for multiple competitors in the tablet space -- and with many different operating systems powering them, including Google's Android, Windows, and BlackBerry, to name a few -- but Apple's iPad has nothing to worry about in the near future, says Scott Steinberg, CEO and lead technology analyst for TechSavvy Global.

"No device will eclipse the iPad because Apple is a juggernaut not just for churning out superior hardware but perhaps more importantly, content, too, so you're not going to see people abandon [the iPad] on masse," says Steinberg.

Supporting Steinberg's prediction is the fact Apple's App Store has well over 300,000 downloads -- many of which for free or close to it -- which is at least 200,000 more than its closest competitor, the Android Market. BlackBerry App World has roughly 10,000 apps, but they're generally more expensive and harder to find.

Making a Play(Book)

"An iPad killer? No, but there's enough room for everyone to carve out comfortable market," Steinberg says. "That said, the PlayBook might do well, especially for businesses, as it offers enterprise-level support, support for Flash, multitasking and the beauty of multiple cameras which makes video conferencing casual and convenient."

And don't forget: Apple is already working hard on iPad 2. Apple isn't giving up without a fight.

Michael Gartenberg, research director at Gartner, agrees with Steinberg: "Companies have been experimenting on tablets for more than a decade and the iPad was the first device to crack the market for consumers and businesses -- in 2011, no one will concede that market to Apple," predicts Gartenberg. "We'll see a lot of effort by RIM, Android devices and others, but not only does Apple have more than a year head-start, but all those competitors will also be going up against the iPad 2."

Apple doesn't only have a commanding market share but a commanding mindshare, as well, adds Gartenberg. On the PlayBook, Gartenberg says RIM has a "home court advantage" with businesses because of the popularity of BlackBerry smartphones in this space -- but there are too many "unknowns" for a product that's around the corner. "It looks good, but until they have final product, we don't know how it'll run, what apps will be for it, the cost, distribution and carrier support, as you need a BlackBerry to get online via 3G."

What about Google?

Both Steinberg and Gartenberg agree a tablet used for business must also offer a consumer experience, too, as our professional and personal lives are increasingly woven together. "RIM's PlayBook might be geared more towards businesses but remember they're bought by individuals...you can't overlook the personal factor, such as games, media and other apps," says Gartenberg. "RIM feels like it needs to be in this tablet space but not sure if it know why it needs to be there."

Both the PlayBook and Android devices could be heavyweights in the tablet space if the category continues to grow, says Steinberg. "While it doesn't seem to have as much buzz as the PlayBook, Android makes good use of all the [Android] Market apps, Google's programs and solid hardware – plus there will be many different models, prices, carriers and form factors to choose from," he says.

Marc Saltzman is one of North America's most recognized and trusted technology experts. Based in Toronto, Marc currently contributes to nearly 50 publications, has authored 14 books and is the host of CTV News Channel's "Tech Talk," CNN's "Tech Time" and Cineplex's "Gear Guide" (seen in movie theatres across Canada).

Google's mobile OS is gaining market share, but is the platform ideal for small business?

Google's Android has been riding high in 2010, with many dozens of smartphones and tablets running on the open-source operating system.

In fact, Android market share swelled to 19.2 percent this year (in the U.S.), a close second behind Apple's iOS at 24.6 percent, while BlackBerry share fell to 7.5 percent, says inMobi Research.

But do these new Android devices outshine competitors -- including handsets powered by BlackBerry, iPhone iOS, Windows Phone 7 and Symbian -- when it comes to a mobile device for small and mid-sized businesses?

The answer, according to industry analysts, seems to be yes and no.

Promising future

Google's own Nexus-branded phones came up short of being the groundbreaking device that would halt the trajectory of the iPhone, but the Android-based smartphone does have its share of benefits.

"The ubiquity of Google and its integration across devices -- PCs and mobile devices -- as well as applications, voice calling and Internet search, as well as its mobile platform, give it a unique position over its competition," says Tim Doherty, associate research analyst for the small and mid-sized business markets at IDC, a Framingham, Mass.-based market research firm.

"However, taking that unique position and applying it to the mobile market will be the true test as it explores the various segments and finds a place where its complete 'package' can resonate," Doherty adds.

Doherty says IDC has been looking for Android to emerge as a player in the small business space for some time.

"Google has already made a name for itself through Google Apps, its hosted suite of e-mail, messaging, and collaboration solutions," maintains Doherty.

"The hosted nature, scalable and predictable pricing, and lack of need for IT hardware investment make Google Apps a natural fit for small businesses, and so this may have an impact on adoption of Android mobile devices."

Chris Silva, an analyst at the Cambridge, Mass.-based Forrester technology research company, also believes Android has a promising future for businesses. "IT's constituents are, at the end of the day, consumers and, as consumers, they're likely going to be exploring how and whether they can use the newest smartphones on the market with their enterprise e-mail and other services," says Silva.

"Statistically speaking, if a user is going after the newest smartphone, it's very likely to be an Android device, so IT had better have a plan," Silva adds.

Immediate hurdles

While Doherty believes the Android platform is beginning to "gain a footing in the small business space," a few obstacles still exist for Google.

"RIM [Research in Motion], Apple, and Palm have an advantage by virtue of controlling both their hardware and proprietary platforms, which can allow for a tighter user experience," Doherty believes. "Google is exploring new models for deploying mobile devices, as we saw with the Nexus One, but there will be hiccups -- in the case of Nexus One, Google was not prepared to handle customer troubleshooting."

"The Nexus One received a great deal of press upon its release, however, the growing pains that Google has had in supporting a hardware platform that it is selling directly are evidence that this is early days for Google playing a major role in the smartphone space," adds Silva. "We saw Apple getting dinged for this a lot when the iPhone came out -- the prospect of IT sending its users to the nearest Apple Store for hardware support has been a hard sell."

Silva says the ownership model in the business space is changing, however, as we're now seeing companies enter into agreements with users to support personal devices. "Many companies are still paying for the device and service and treating the smartphone as a corporate IT asset, but this model is giving way to others in which IT can satisfy users' demand for the newest platforms while not having to take on the cost of the device and, in some cases, service, if the user supplies the device and IT supplies the tools to manage it," explains Silva.

Not (yet) for big business

But replacing the BlackBerry as the de facto mobile operating system for enterprise-level companies might be more of a challenge.

"Certainly, Android devices are being brought unofficially into enterprises by individuals in the same way that the iPhone has been since launch, buy it will be a challenge for any vendor, however, to displace incumbent RIM in the enterprise from a corporate-adoption standpoint, especially with the crucial need for information security," says Doherty.

Silva agrees: "At present, I don't see the Android OS as better than BlackBerry or iPhone for enterprise users." One of the reasons is the lack of support for features of ActiveSync, the data synchronization program developed by Microsoft for use the Microsoft Windows operating systems. While Android supports ActiveSync though some smartphone maker's tools, such as HTC's work e-mail application, and some third-party applications, such as Nitro Desk's TouchDown, as a native feature to the operating system, there's no support for ActiveSync policies, Silva adds

Currently, there are nearly 30 policies that IT can choose from natively in the Exchange Server architecture. "For example, limitations of the Android OS make full device encryption tricky to impossible today," adds Doherty. "These ActiveSync-based security features are table stakes for most enterprise devices and, lacking them, Android is going to have a tough time in the enterprise."

Marc Saltzman is one of North America's most recognized and trusted technology experts. Based in Toronto, Marc currently contributes to nearly 50 publications, has authored 14 books and is the host of CTV News Channel's "Tech Talk," CNN's "Tech Time" and Cineplex's "Gear Guide" (seen in movie theatres across Canada).

Thoughts on the blog post? Are you using Android in your business? Let us know via comments.

Here I am again, Linda OJ ready to share with you all some interesting facts about business networking. I thought I would go back in time and find out about some of the earliest organized events and this led me to 18th Century London, England.

Are you aware that one of the first forms of business networking was actually in the guise of gentleman’s clubs?  Originally most of the clubs were founded by the English Aristocracy and even though men and women were allowed to frequent these establishments, they did not allow lower class people to be involved. Another interesting fact is that, even in those days, membership was a big part of these clubs. As the 19th century was coming to an end the rules relating to who could be members of these establishments were refined slightly and this offered opportunities to individuals who were more involved in business interests and investments.

It was during this time that such clubs as the Ladies’ Institute came into being. Eventually these clubs allowed men and women to frequent these meeting places together, which offered the females in particular a wonderful opportunity to grow their independence. Slowly the realization came to be that membership levels had to continue to increase, so guests were allowed admittance. Once the guests had been vetted the decision would be made as to whether the guest could indeed seek membership. Over time the organizations which had been started purely as a way to socialize with others and relax turned into places where business owners from all walks of life could meet and build relationships with each other. This in turn offered referrals and recognition for these businesses.

If we look at the clubs available today, suited to many different walks of life, professions and budgets, we have definitely come a long way since the 18th Century. This leads me nicely into how beneficial it always has been and will continue to be, to know how to choose business networking organizations that suit your requirements. Firstly you should ask some questions...

How do you find a suitable place to network with like minded individuals?

If you look back over time, people would meet at specified locations, such as Gentlemen’s clubs or coffee shops and get to know each other. In fact this form of networking was actually going on in less obvious places but often-as-not the people involved did not realize it. Mothers would get together with their children at the park or at each other’s homes and during these times they would discover not only new friends but new stores to purchase clothes, food and suchlike. By attending at least one club or one coffee event you would get the feel for the type of people involved and what was on offer. You may have been referred by a business associate or another parent to the organized event and this prompted you to go along to see what went on there. In these modern times we are more specific in our business networking needs and can chose from a variety of offerings which may be available to us. The internet has opened up a wealth of choices in the area of business networking opportunities. First and foremost ask yourself some of the questions below, this will help you save time and money.

Do you want to join as a Member? If so what benefits are available to Members?

Before you join any organization speak to one of the organizers and ask as many questions as you see fit. If you join as a member from day one but discover the meetings are not your kind of thing you have wasted money. Ideally it is much better to attend meetings as a guest for at least 2 or 3 times before you join and this gives you a chance to ask questions of the other members.

What is the cost involved as a Guest versus a Member?

Some organizations who do offer membership have no problem with you not joining and attending as a guest as many times as you see fit. There may be a cost to attending as a guest and, over time, this may work out more than if you had joined as a member.

How often would you need to attend organized networking events?

The frequency with which you attend networking events is normally your choice. If you attend regularly you do get a better feel for the organization and have time to build relationships with people who attend. Some networking groups do specify if you have to attend once a week, once a month or whenever they hold their meetings.

Are referrals a big part of your business? How to find an organization suited to your specific need.

If referrals are the main objective for your networking needs look for a business networking organization that focuses on referrals, and not all of them do. Many networking events today are based on relationship building and building trust. Referrals do come along but it is not the main focus of that particular organization.

How do you follow up after meeting new connections?

Following up after meeting anyone with whom you want to build a relationship, which may lead to referrals is crucial. Ideally when you meet someone at an event you swap business cards, this enables you to email each other and, if you feel comfortable, suggest a meeting over coffee to get to know each other better. Once the relationship has been established get to know the social media platforms your connection uses and connect with them on LinkedIn, as an example. Over time by finding out how you can help your connection you may be able to offer them referrals or your support as a mentor. These are just a few ways to follow up and the benefits involved.

How does the Social Media platform compare or even compliment the face to face networking events?

Social media has evolved over the past 5 years to a point where some people are confused and others are galloping along at such a pace you can’t keep up with them. My success on the networking circuit has definitely been largely due to being able to embrace both face to face networking and social media platforms. Comparing the two against each other without experiencing both is not a good idea.

~

In my next post I want to offer my thoughts on how to use some social media platforms that can benefit your business. Also I will offer some examples of some of the best known organizations who offer face to face networking opportunities and share some tips on what they have to offer and how to find out if they are a fit for you. Business networking is not just about gaining referrals, building your credibility, and your presence in the community and I will share more about that with you next time. If you like writing articles, blogging, and sharing your wisdom there are many ways to do this, so look out for my next installment coming in February.

Here is a great quote I love: and my one last thought is, without building relationships and getting to know other, how can we partner with anyone?

"Our success has really been based on partnerships from the very beginning."
- Bill Gates

I welcome your thoughts, comments, tips and please feel free to let me know what you think about my article, thanks.

Linda Ockwell-Jenner is a President of Motivational Steps and Co-Founder of the Small Business Community Network (SBCN) based in Waterloo Region. Find out more about Linda at www.motivationalsteps.com and www.sbcncanada.org

TELUS Talks Business is celebrating 2011 with a series of one-on-one interviews with executives at enterprise-sized companies to gather a variety of perspectives on business in the year ahead. Technology, innovation and opportunities are the focus.

The series is being published throughout Q1. This week we’ll hear from Mia Pearson, president of the Canadian region for Fleishman-Hillard Canada and the co-founder and CEO of its sister company, High Road Communications, in a three-part blog that concludes today.

Social media has grown exponentially in a very short time, yet some business owners are unsure how to optimize these tools.  Has your company invested resources in social media as a communications tool?

MP: We are so excited about social media, and we have invested significantly in it from all angles. We’ve conducted some great employee training programs, we’ve integrated creative and impactful tools into our services, and of course – we have a very active Facebook, Twitter and YouTube, which have advanced our own marketing initiatives significantly. Last year we acquired one of the most leading-edge social media firms in Canada, and the business results have far exceeded our expectations.

What book are you reading for business?

MP: The Leader Who Had No Title by Robin Sharma.

Based on what you learned in 2010, what will you do differently in 2011?

MP: In 2010, I believe one of my biggest lessons was the incredible value of empowerment – when your teams feel as if they have the power to innovate and to make a difference in the business, they are way more engaged, productive and happy.  And that drives strong financial performance.

In 2011, I will try to step back and ensure my team feels empowered to grow our business.  Working with strong scorecards, I will assess how people are doing one year later – and hopefully the result will be complete engagement with our teams to grow the business together.

If we were to speak again in a year, what would you hope your greatest accomplishment would have been for 2011?

MP: Growth. I want to get my companies growing faster. We have had tremendous momentum and I want that to continue, so as we all pull out of the economic downturn, we are jumping on the opportunity to drive tremendous growth in Canada, but also in key markets like San Francisco.

What is your New Year’s resolution for your business?

MP: My New Year’s resolution is to have better scorecards and clear employee reviews that are not subjective, are clearly understood, and give both parties – the reviewer and the reviewee – the tools they need to move ahead and succeed in their career.  I want to create a culture of high performance and entrepreneurship throughout both of my companies.

Fleishman-Hillard (FH) is a wholly-owned subsidiary of Omnicom Group Inc., a publicly traded US company. FH has more than 2,500 employees in 83 owned offices throughout North America, Europe, Asia Pacific, the Middle East, South Africa, and Latin America. In Canada, the FH network has one of the strongest and most successful communications and public affairs teams in the country – a network that we have leveraged on a number of occasions to serve corporate, government and non-profit clients. With offices in Ottawa, Toronto, Montréal, Calgary and Vancouver, and affiliates throughout Atlantic Canada, we have a track record of delivering exceptional results for clients over the past quarter century.

High Road Communications shapes communications strategies for technology and digital lifestyle companies in the United States and Canada. Since 1996, High Road has pushed the boundaries of traditional public relations with creative ideas and integrated thinking that connects all aspects of marketing and communications. The company has 70 employees in five offices including Toronto, San Francisco, Ottawa, Montreal and Vancouver. For more information, please visit http://www.highroad.com.

Do you have your own business resolution for 2011? Comment and share.

TELUS Talks Business is celebrating 2011 with a series of one-on-one interviews with executives at enterprise-sized companies to gather a variety of perspectives on business in the year ahead. Technology, innovation and opportunities are the focus.

This week we’ll hear from Mia Pearson, president of the Canadian region for Fleishman-Hillard Canada and the co-founder and CEO of its sister company, High Road Communications, in a three-part blog that begins today.

What’s your favourite new technology of 2010 and why?

MP: Definitely Kinect for Xbox 360 – not only because it is such an innovative gaming system for us all to evolve the way we play, but for the incredible applications it is having in the field of healthcare.

Successful business people often reference the ways in which their personal experiences inform their work. How do your personal experiences with technology influence your professional life?

MP: I am a working mom, so mobile technology plays a huge role in enabling me to do work anywhere, anytime. I love my new AirCard. With it, I’m connected with my laptop in a cab, at the airport, and in any hotel, so I never have to worry about technical issues. It is also incredibly important to me to ensure all our team members are given the best technology.  I know it makes me way more productive and enables me to spend more time with my kids, so by applying that same investment to every one of my team members, I help them to spend more time doing the things that matter outside of work.  After all, if our teams have a good work-personal life balance, they will be happier in their careers.  And of course, when clients call in a crisis and need something immediately, our teams have the technology to make sure they can provide that great client service anywhere, anytime.

Did technology play a role in growing your business or making a process more efficient in the last 12 months, and if so, how?

MP: Absolutely it did. My first company, High Road Communications was built working with some of Canada’s most sought after technology brands, so we understood the value of technology innovation.  It is always one of the first pieces of advice I give to any new President: technology investments pay off way beyond your initial expectations.

My company would never have grown as quickly as we did if we did not invest in technology. Founded about 14 years ago, High Road ramped up fast, with more than 100 percent annual growth for many years early on. If we did not have the most advanced technology in the workplace, we would have felt significant cracks in the business and seen an impact on client satisfaction.

As social media continues to advance, we are investing more and more in technology. Our business was even recently listed as one of Canada’s most creative agencies, and having the latest technologies in our toolbox definitely played a role in that achieving that wonderful honour.

If you could invent a technology to solve a current business problem of yours, what is the problem and what would the technology do?

MP: I’d invent voice technology that follows me and works on all my devices. I’d like to walk into my house and have my home devices take action based on my voice, and the same for in my car and in my office.  Think about it as a virtual assistant you could have with you at all times, working on any device, in any format, in the home, office and on the go.

Does your team know how to maximize the technologies that are key to your business processes? What is your best training ‘tip’?

MP: I think we still have a long way to go in this area.  We invest in a lot of software that we are still not leveraging to its full potential – and I’m sure this is the same for many companies.

Unfortunately, too many people defer back to old ways when training is not done well. My best training tip is to have your team bring their laptops in, making each session hands on. This way everyone can learn collaboratively and trainers can see first-hand when people are struggling.

Tomorrow in part 2: Defining innovation.

Fleishman-Hillard (FH) is a wholly-owned subsidiary of Omnicom Group Inc., a publicly traded US company. FH has more than 2,500 employees in 83 owned offices throughout North America, Europe, Asia Pacific, the Middle East, South Africa, and Latin America. In Canada, the FH network has one of the strongest and most successful communications and public affairs teams in the country – a network that we have leveraged on a number of occasions to serve corporate, government and non-profit clients. With offices in Ottawa, Toronto, Montréal, Calgary and Vancouver, and affiliates throughout Atlantic Canada, we have a track record of delivering exceptional results for clients over the past quarter century.

High Road Communications shapes communications strategies for technology and digital lifestyle companies in the United States and Canada. Since 1996, High Road has pushed the boundaries of traditional public relations with creative ideas and integrated thinking that connects all aspects of marketing and communications. The company has 70 employees in five offices including Toronto, San Francisco, Ottawa, Montreal and Vancouver. For more information, please visit http://www.highroad.com.

Is your company leveraging its technology to the max? Do you have training tips or challenges to share?

With the growing acceptance and adoption of cloud based applications, traditionally called SaaS (Software as a Service), the risk profile of business improvement technology projects are now very different. Cloud based applications have almost eliminated the risks around the configuration, deployment and management of systems themselves and now bring a much higher value problem – organizational change management.

As leaders, this is a very important shift to understand.  We are really no longer talking about our success being tied to a technology risk, but instead to a people risk.  In reality this has always been the key risk in the success of a change initiative, but Cloud-based applications have given us the opportunity to almost exclusively focus our energies in this area.

To understand the problem it’s important that we look at the data around change.  Studies have shown that 20% of employees will embrace the change (Achievers), 20% will seek to avoid the change at all costs (Abstainers), and the remaining 60% will only be accepting of the change if it is done well (Adopters).  Authors in this area ominously warn managers and leaders to avoid the “squeaky wheel syndrome”.  This is where leaders give too much attention to the Abstainers and inadvertently ignore the Achievers who are ultimately the ones who will influence the Adopters to make the change a success.  But how do you best arm the Achievers to help with the change?

With the technology projects I’ve worked on for the past 20 years, I’ve seen this come down to just two simple things; clarity of message, and quality of the solution.

In order to create lasting change, and really arm those Achievers well, the best projects I’ve worked on started with a really clear message.  In every case this message addressed two really key questions of employees.  The first is what is the point of the project?  The second is why does is matter to them?  Being clear on these two points really shifts the discussion away from the little day to day challenges of change, and way up toward the big picture.  It may seem like a simple thing, but it’s the little things that make the difference.

The second element is the quality of the solution, and here it’s important that we evaluate “quality” on three criteria.  Any technology will result in lasting change if it is, more convenient, cheaper and better than what is currently in place today.  Technology projects don’t have to hit it out of the park, and you don’t necessarily have to make the most technologically advanced decision from the pack of products you’re evaluating, you just need to start with a “better” choice.  The absolute key though is that you are putting in something that is more convenient for the people who will be using the product.

Here is a simple example to illustrate my point - re-usable shopping bags.  These bags are better.  They hold more stuff, aren’t detrimental to the environment, and they won’t break when you’re trying to carry them home.  Since they are re-usable they are, over time, cheaper than the plastic alternative in particular now that most grocery stores are charging you for bags.  Yet we still see lots and lots of plastic shopping bags.  How could this possibly be when there is a cheaper and better alternative?  Simple, the convenience factor of the re-usable bag is lower than the plastic bag.  I have to remember to bring my bag with me, guess how many bags I’m going to need, and quite simply that is less convenient than just paying the premium for the old plastic standby.   This single factor means that the likelihood of the re-usable shopping bag becoming, and remaining, the standard is very low.  It will fail to stick.

When we want any technology change to be lasting, we need to focus on clear messaging and a quality solution.  Following these rules will inspire the Achievers and win over the Adopters, and if you get can 80% of your organization onside for change, you’ll succeed almost 100% of the time.

Mike Gardner is CEO of Recombo Inc.

About Recombo
Recombo is a global leader in contract management software that helps organizations streamline business processes, improve productivity, and reduce operational costs by 75% annually by automating their contract workflows. For more information, please visit http://www.recombo.com/

Do you have an example of how your company successfully managed a change in technology? We’re always looking for ‘best practice’ stories at TELUS Talks Business.

TELUS Talks Business is celebrating 2011 with a series of one-on-one interviews with executives at enterprise-sized companies to gather a variety of perspectives on business in the year ahead. Technology, innovation and opportunities are the focus.

First is Kerry Munro, COO, Syncapse Corporation. Today is the conclusion of a 3-part interview.

Social media has grown exponentially in a very short space of time yet business owners are unsure how to optimize social media.  Has your company invested resources in social media as a communications tool, or are you waiting for a more robust success model?

KM: The answer is yes. But once that investment happens, the question becomes ‘how can brands reform their communications.’

Because the challenge today, if you look at a year ago, two years ago, no one really wanted to own social media. No one really understood it. Roll it forward a year later in a down economy, everyone’s trying to understand it. They recognize, if you are a senior leader, that it should be an important facet of your business but you don’t know how to organize. Forget about just connecting and having a Facebook page, how do you manage governance, how do you manage assets, how do you reduce risk if you’re in pharmaceuticals or financial, how do you maintain your data and hold on to it, because most governments  require you hold it for seven years, which is a standard requirement for all data capture. These are big, meaty organizational issues that the brands really do have to think through, if they’re trying to evolve their business in social media. And then after that it’s really about how do you build, manage and measure your presence in such a way that those individuals who are marketing managers, brand managers, PR and communications can effectively get through their day, driving their campaigns and initiatives in such a way that they’re building current media value, they’re building engagement within a consumer base and driving performance in such a way that senior leadership over time can see a progression of improvement, both in terms of topline revenue but also overall contributions in social.

What book are you reading for business?

KM: You know what, to me it’s not about reading books, as I said it’s more experiential. There have been a number of things I’ve scanned very quickly: Empowered, which is a book through Forrester Research, Web Analytics is another big one. But generally speaking, our approach is to immerse ourselves in the latest technology and talk to the resident experts, many of whom fortunately are working in our company.

Based on what you learned in 2010, what will you do differently in 2011?

KM: Given the pace of our business and the speed at which adoption by marketers around social media is gaining more and more importance and credibility around the world, we will spend more time being proactive to identify those individuals who could potentially step into our organization on a local level here in Canada, or through any of our global regional offices. And we’ll spend more time, having learned how to build brands in the social sphere, to work with them to take it to the next level in terms of identifying ROI, identifying the value of not just their fan base or those who participate in social media, but ultimately how you can increase sales performance and revenue performance by addressing this channel.

With that in mind, what do you want to be able to say about your results in 2011 if we talked again in 12 months?

KM: We’re fortunate enough that we’re one of the fastest growing companies here in Canada. We want to be able to say the same thing on a global scale. And in terms of our position within the social media technology marketplace, we want to maintain our position as the global leader.

What is your New Year’s resolution for your business?

KM: My New Year’s resolution for our business is to continue working hard and to celebrate more often. It’s the classic, it’s work hard, but take the time to celebrate the successes, not just of the team but also the individuals on the team.

About Syncapse
Founded in 2007, Syncapse Corp. is a global technology leader in social media management by delivering solutions that empower brands and agencies to build, manage and measure their digital customer relationships. A member of Facebook’s Preferred Developer Consultant program, the Syncapse Platform has connected brands with over 100 million consumers globally, delivered tens of millions of dollars in earned media value and has been recognized as one of the top social technology providers for brand marketers. In 2010, Syncapse was named to PROFIT Magazine’s HOT 50 Emerging Growth Companies and Deloitte’s Tech Fast-50 Companies-to-Watch. The Company was winner in the Emerging Entrepreneur category in the Ernst & Young Entrepreneur of the Year Awards and was recognized as one of North America’s 50 Most Engaged Workplaces.

Have you got a new year’s resolution for business? Share, please.

TELUS Talks Business is celebrating 2011 with a series of one-on-one interviews with executives at enterprise-sized companies to gather their thoughts and perspectives on business in the year ahead. Technology, innovation and opportunities are the focus.

The series is being published throughout 2011. First up: Kerry Munro, COO, Syncapse Corporation.

What’s your favourite new technology of the past 12 months?

KM: That’s a tough one, there’s been a lot. I would have to say probably that what stood out for me was the Blackberry Torch [why?] because it combines basically two of favourite key functionalities. I’ve been a Blackberry user since almost from day one [since it] was a big heavy pager. I’m very used to the keyboard typing and everything else. You’d be hard pressed to pry it from my dead cold hands. The touchscreen application really stands out for me. It’s intuitive, it’s user friendly. I like it; combines the two really well.

Successful business people often reference the ways in which their personal experiences inform their work. Is this true for you when it comes to technology and if so, how?

KM: Very much so. I’ve had the good fortune of spending 20 plus years on the technology side. Everything from my role here at Syncapse to Yahoo, to Bell, AT&T and so on. And one thing from my personal life that I’ve learned is that we in the technology or telecom space tend to overcomplicate things. The great gut check has actually been my father-in-law. He runs a construction company, he’s not very technology literate. Everything I’ve done from the time I’ve been introduced to him, which is the better part of almost 20 years, was really around the user experience. I found that being the most technology literate of an extended family [relating] with my direct /indirect family who are not technology literate, that it makes for a very open and honest point of view around how something works, whether they understand the technology, whether they’d buy it or pay for it on a monthly basis, that kind of thing. Certainly the personal circumstances, I’ve used them as little mini focus groups for the last 20 years.

Did technology play a role in growing your business in the last 12 months, and if so, how?

KM: Absolutely, in two key ways. It’s not just in the evolution of our own platform and technology, which is leading the way in terms of aggregating all social media platforms for Fortune 500 businesses, but the fact of technology itself, the social media, is evolving, whether it’s Facebook whether it’s applications like Foursquare, or just the sheer volume of consumer activity and brands trying to figure out how they can change their ways of marketing in this paradigm. And that’s really helped propel our business, quite frankly, into the leading social media technology company worldwide.

If you could invent a technology to solve a current business problem of yours, what is the problem and what would the technology do?

KM: In today’s current business? I don’t know if you can actually write this, but if I could create a social media bull@&$& detector that is used by brands to separate the hundreds of people who consider themselves experts versus people like us at Syncapse, who have actually helped people build their brand in a social format. I’d actually find a way to give it away for free.

Does your team as a whole know how to maximize the technologies that are key to your business processes? What is your best training ‘tip’?

KM: Yes we do. And I think the best training tip, quite frankly, is to immerse yourself in the technology. For us, we help global brands solve their social media challenges and opportunities. So that requires every one of our individuals to understand how Facebook works, how Twitter works, blogs, Youtube, LinkedIn, etc. The only way you can truly understand how consumers will relate to the brands that we’re serving is to actually be a consumer yourself. So it’s all about immersion.

Tomorrow in Part 2: Technology that will change lives.

About Syncapse

Founded in 2007, Syncapse Corp. is a global technology leader in social media management by delivering solutions that empower brands and agencies to build, manage and measure their digital customer relationships. A member of Facebook’s Preferred Developer Consultant program, the Syncapse Platform has connected brands with over 100 million consumers globally, delivered tens of millions of dollars in earned media value and has been recognized as one of the top social technology providers for brand marketers. In 2010, Syncapse was named to PROFIT Magazine’s HOT 50 Emerging Growth Companies and Deloitte’s Tech Fast-50 Companies-to-Watch. The Company was winner in the Emerging Entrepreneur category in the Ernst & Young Entrepreneur of the Year Awards and was recognized as one of North America’s 50 Most Engaged Workplaces.

We love question 4: If you could invent a technology to solve a current business problem of yours, what is the problem and what would the technology do?

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