2017 Future of

Business Collaboration
Introduction
By: Leo Tucker, Senior Vice President of Global Marketing, PGi
W
e live in a world where “smart” is more
frequently used to describe technology
than the people who use the technology.
Smartphones are practically ubiquitous, smart-
watches are rising in popularity, smart homes are
becoming the norm and many wait with bated
breath for the widespread use of the mystical,
self-driving “smart cars”.
The “smart” trend is invading the corporate work-
place, too, changing the way we meet, present,
collaborate and schedule our workdays. It’s even
changing the physical environments in which
we work. Some businesses are already enjoying
increased efficiency and reduced costs as a result
of this evolution; if it seems like a smart office is a
distant dream, you may be surprised by how quickly
change comes.
In an age characterized by rapidly evolving technol-
ogy, IT teams face a daunting task. The challenge of
supporting and deploying new “smart office” tech-
nologies while upholding stringent security mea-
sures to guarantee new tech does not compromise
security is not an easy feat to accomplish. The onus
is on IT to manage mounting pressures for new,
sophisticated technology and integrate said tech
into business operations while dealing with limited
physical space, compressed budgets and shadow IT
challenges. Being mindful of what’s ahead will allow
IT teams to prepare for the technological future
of the workplace, and that’s where The Future of
Business Collaboration comes into play.
A successful organization is an adaptable one. A
smart office is not a one-time deployment, but
rather a continual embrace of new technology and
interconnectivity — and of the security measures
that will be necessary to protect business and
employee alike.
PGi’s 2017 Future of Business Collaboration seeks to
give you a virtual tour of the workplace of the fu-
ture, exploring how our work methods and ways of
communicating and collaborating will significantly
improve.
Smart offices and intelligent workplace design
present an alluring image of the future of work.
We believe the future is characterized by extreme
efficiency and more time spent doing the work that
invigorates us thanks to technology that automates
the mundane tasks and organizational processes
that used to plague our daily work life.
With over 25 years of collaboration experience as
an audio, video and web conferencing software
and services provider, PGi understands how crucial
technology is to effective communication and col-
laboration. In today’s day and age, “work” is not a
location, it’s an action. The workplace transcends
the physical office, taking places in a myriad of
locations across the globe at any given moment.
Our technology has to go beyond the four walls of
an office and provide new ways to work.
As a unified collaboration and communications
(UC&C) provider, PGi understands the need to
balance new technological demands with the
notion of collaboration. The future of UC&C goes
beyond connecting people; the future of business
collaboration lies in utilizing technology to facilitate
collaboration and communication not just from
person to person, but also from person to machine.
The 2017 edition of The Future of Business Collab-
oration will transport you into the not-so-distant
corporate future, examining emerging technology
trends that promise to drastically change workplace
practices for the better. With the help of esteemed
industry leaders, this year’s edition of The Future
of Business Collaboration will explore and analyze
the technology trends that will usher in the age of
the “smart office” and alter the course of business
collaboration forever.
2017 Key Business Collaboration Trends
• Smart Meetings
• Smart Presentations
• The Internet of Things
• Intelligent Workplace Design
• Virtual Reality
1
Tomorrow’s Office Today with Ambient Intelligence Technology
By: Ryan MacInnis, Marketing, Robin
I
n 1998, Philips and Palo Alto Ventures coined a
new term that would change the way we both
work and live: “ambient intelligence” or AmI.
This new concept was used to illustrate a vision of
the future where a variety of technologies would
seamlessly interact and would adapt to our needs
without being obtrusive to our everyday lives.
Fast forward almost 10 years later and AmI is in full
swing, utilizing different technologies to connect
us and make our lives that much more comfort-
able and effortless. The AmI paradigm is built on
pervasive computing, profiling, context awareness,
ubiquitous computing and human-centric interac-
tion design.1 AmI is characterized by systems and
technologies that are contextually aware, adaptive,
anticipatory, personalized and embedded.
Together, these characteristics create an abstract
network of devices that can anticipate and change
in response to your behavioral patterns; recognize
you and your situational context; and are integrat-
ed into the environment.2 The majority of devices
are apparent in home environments, like the Nest®
thermostat that automatically adapts to your pref-
erences based on your location and programmed
preferences. But these types of technologies are
not far off from becoming commonplace in our
offices.
A Sense of AmI in the Office Today
At Robin, we’ve utilized this type of anticipatory AmI
technology in workplaces all over the world. With
Beacons and Bluetooth Low Energy (BLE) devices,
we show you how your office is being used, in real
time. When you walk into your meeting room, our
anticipatory sensors recognize your presence, will
check you into your meeting and confirm the event
took place back on your calendar.
“
From there, users are in an environment of person-
alized notifications and room recommendations
based on the office you’re visiting or the space you’re
in — we call them location-based superpowers.
But the benefits of these types of tech superpowers
don’t stop there. Organizations are also utilizing this
type of technology to save on energy and costs by
utilizing sensors, similar to those mentioned above,
to detect the presence of employees in the office.
This detection then can determine which lights
should be kept on and how often the HVAC systems
need to be used. And with lighting representing the
largest source of electricity consumption in U.S.
commercial buildings, costing around $38 billion a
year, these types of sensors are an important way
for businesses to spend less and consume less en-
ergy on utilities and overheads.3
Further, businesses are beginning to use sensor
technology on desks and collaborative spaces, like
meeting rooms, to understand which spaces their
employees are utilizing the most. By understanding
and analyzing this data, organizations can reconfig-
ure, reduce or completely change the size of their
offices — again, potentially reducing overhead costs.
For the end user, today’s use of AmI can help
organize and coordinate their daily interactions.
Collaboration can benefit from the interconnec-
tivity of a variety of devices powered by AmI. In
the research, Toward Smart Office Environments—
AmI is characterized by systems and
technologies that are contextually
aware, adaptive, anticipatory,
personalized and embedded.
”
Benefits and Drawbacks of Using Ambient Intelligence
Technologies in Knowledge-Based Enterprises, Carsten
Röcker states, “With the emergence of Ambient
Intelligence, those explicit and static interaction
paradigms will be enhanced through new input
and output concepts, like tangible user interface
or ambient displays.”4 He further describes how
sensor-enhanced environments will enable users
to automate routine tasks, releasing them from
vacuous jobs. This, he says, will create a smart office
environment that bears the potential to increase
overall job satisfaction.
The Future of AmI in the Workplace
Even though there has been a boom in this type
of technology in today’s offices, the potential for
streamlining the workplace is endless. For exam-
ple, as Google begins to expand its headquarters,
affectionately dubbed “Googleplex”, the company
2
 Tomorrow’s Office Today with Ambient Intelligence Technology
plans on incorporating modular meeting spaces
that can be rearranged, stacked or removed alto-
gether based on the user’s preference. To achieve
this, Google says it will invent a portable crane-
robot that will reconfigure these spaces and roam
the premises ready to assist when needed.5
The advent of smartwatches also opens up the
potential for even further benefits of sensors in the
workplace. While badges and tracking employee
registration inside buildings is nothing new, soon,
smartwatch technology could replace these ID badg-
es, allowing employers to see when employees are
entering and leaving the building or meeting room.
“
AmI refers to the capacity of an
Internet of Things (IoT) system to
use smart sensors to understand the
environment and to respond to the
presence of people. AmI builds upon
ubiquitous computing, profiling,
contextual awareness and human-
”
centric computer interaction design.
To read more on IoT turn to page 12.
The advent of smart watches also
opens up the potential for even
further benefits of sensors in the
workplace. While badges and
tracking employee registration
inside buildings is nothing new,
soon, smart watch technology could
replace these ID badges, allowing
employers to see when employees
are entering and leaving the
building or meeting room.
These smartwatches could also connect with other
sensory technology to convey personal biomet-
rics such as heart rate and temperature, allowing
meeting rooms to register these metrics and change
the ambient temperature accordingly, making sure
employees are always comfortable in the
office, which has been linked to overall improved
productivity.6
And while these types of use cases are viewed as
efficiency advancements for the workplace, there
still remains a very complex relationship between
privacy, security and technology. The goal is to
remove any friction and anxiety in the workplace
with nothing “new” — just the things people are
most comfortable using.
Privacy, Security and Technology:
It’s Complicated
The relationship between technology, security and
privacy has been, and continues to be, one that is
complicated and requires attention going forward
— especially with the increasing implementation of
the AmI technology in the workplace.
In his research, Röcker cites a study which found
that “the climate within an organization is posi-
tively correlated with individual satisfaction, and in
most cases also with higher performance,” he said,
“Hence, it is important that employees freely and
willingly adopt new technologies.”7
Because of this, he continues, it is inherently
important to involve all potential users right away
and identify the requirements that said users have
in order to accept such intelligent office technolo-
gies. Building trust before implementation is the key
to ensuring these AmI technologies will be accepted
and regarded as an improvement in the workplace,
not an encumbrance.
While building trust with potential users
before even considering the implementation and
adoption process of these technologies is key,
another consideration of this complex relationship
is the security implications.
With recent wide-scale cybersecurity attacks on
some of the most secure networks, the question
remains: how safe can it be to collect this much
personal data? The ever-increasing acceptance
of devices that connect to form the Internet of
Things (including AmI tech) pose a serious threat
if breached whether inside the workplace or at
employees’ homes. Entering 2017, companies will
face new challenges both with security and privacy
of employees’ information.
IT budgets must adjust to meet the demands of pro-
tecting companies against cyberattacks, breaches
and other security risks, and must also allow room
to address growing infrastructure and bandwidth
as more devices are connecting and relying on one
another to relay information collected.
Going forward, AmI technologies will surely con-
tinue to help create more efficient offices across
the globe, and it’s imperative that the future of
the workplace has employees and their safety at
its core.
3
Life is Too Short to Have Dumb Meetings
By: Sean Spradling, VP of Product Management, PGi
A
s businesses become more forward-
thinking about time management, old,
inefficient processes will begin to stand
out more starkly than ever. If you listen to your
coworkers or skim the latest hacks on maximizing
efficiency in your workday, one recurring scapegoat
will emerge: the meeting. Meetings can be derided
as the scourge of your daily schedule, a pox upon
your productivity, a morale-depleting morass of
fuzzy agendas and awkward silences while you wait
for someone to call in remotely.
Whether in person or virtual, meetings aren’t the
real problem, though. For every hour-long confer-
ence call that could have been a two-minute online
discussion thread, there’s another meeting that
makes it much easier to move ahead with a project
or deliverable.
Good collaboration and productive meetings bridge
the knowledge gap between departments and
teams; they lead to solved problems and stronger
relationships with customers and coworkers alike.
“Smart” meetings, however, lead to better collabo-
ration, which can yield stronger business results.
Meetings often exist outside of a company’s collab-
orative environment. In many instances, they are
scheduled in Outlook and an agenda is distributed
to attendees prior to, via email or a shared collab-
orative workspace, like iMeet® Central. However,
the meeting itself seldom cleanly integrates back
into those environments, and when it does, it
requires tedious manual work. As the emerging
era of unified communications and collaboration
(UC&C) shakes us out of these siloed or fragmented
work processes, meetings will remain a cornerstone
in how we work together.
For this reason, virtual tools — like audio, video,
chat and web conferences — will be getting a lot
smarter, and sooner than one might think. As our
tech tools get smarter, we will be freed to apply our
own smarts to the actual action points, rather than
getting stuck in a perpetual cycle of recapping and
planning meetings.
The future of work and business collaboration likely
includes a new perspective of meetings acting as
productivity tools in their own right, rather than
productivity antagonists. Smart virtual meetings will
make life easier before, during and after the meet-
ing. Here’s a sneak preview.
Before the Meeting
The smart meeting is all about automation; what
“
can our tools learn about our meeting preferences
and needs that will allow them to do some of the
heavy lifting themselves?
To begin, do you really need the meeting in the first
place? Imagine a virtual personal assistant combing
through chat logs, email threads and shared work-
spaces to determine whether a web conference is
really necessary.
Second, do you need that conference call more
than you need other meetings that are already
cluttering your calendar? Rather than showing
you as ”unavailable,” your virtual meeting assistant
will have the contextual capability to bump lower-
priority conference calls as necessary, while work-
ing to automatically reschedule your other meeting
if needed.
Additionally, it can be hard — especially for confer-
ence call hosts in larger organizations — to always
know which stakeholders and topic experts to invite
to the meeting in the first place. That same imag-
inary assistant in the cloud can handle the RSVP
list, drawing on tagging services and contextual
data to make sure the right people have a seat at
the table. Once you have your topic and your team
solidified, forget the protracted back-and-forth just
to agree on a day and time. “Subscribers copy in
the software robot on e-mails; it scans their calen-
dars and chooses a convenient slot on their behalf,”
explained a 2015 Economist article.8 “On average
it takes humans around seven e-mails to set up a
meeting, so virtual assistants can save lots of time.”
Good meetings bridge the knowledge
gap between departments and teams;
they lead to solved problems and stronger
relationships with customers and co-
workers alike. “Smart” meetings, how-
ever, lead to better collaboration, which
”
can yield stronger business results.
Lastly, poor preparation is one of the big time-kill-
ers in hosting an efficient meeting. Smart meeting
tools can prompt hosts to share agendas and
assign action items in advance, then auto-prompt
4
Life is Too Short to Have Dumb Meetings
those attendees to be sure they’ve prepared their
deliverables. Hosts can also be prompted to start
meetings on time, and to automatically fire off noti-
fications to dawdlers.
During the Meeting
Industry analysts like Gartner,9 Frost & Sullivan10
and Wainhouse Research11 have all proclaimed that
meetings will increasingly live within — and originate
from — overarching collaborative environments
and workspaces, rather than existing as “offline”
events. This evolution is driving robust growth in the
global web conferencing market, which is predicted
to be a $3.6 billion industry by 2020.12 Instead of
thinking in terms of synchronous versus asynchro-
nous collaboration, businesses and software ven-
dors alike will pivot toward a more comprehensive,
all-in-one approach to the workday.
The aim of smart meetings is to make meetings and
the technology more effective and efficient without
requiring additional work or data from users and
attendees; all the information is available today,
ready for analysis and, most importantly, immedi-
ately actionable.
During a conference call, the most obvious manual
process to be displaced in a smart meeting is the
taking and distribution of notes or minutes. Expect
this service to evolve from mere transcription to
providing breakdowns of takeaways and due dates,
with notifications automatically sent to the respec-
tive stakeholders. Notes and recordings will be
immediately available within a shared workspace,
putting an end to manual uploads. Additionally,
automated tagging will make it easier to find notes
and attached files at a later date.
After the Meeting
Meetings, conference calls and web or video
conferences often immediately create busywork,
as minutes have to be distributed, absentee col-
leagues need to be briefed, client records must be
updated and follow-up meetings need to be sched-
uled. Smart meetings will reduce, if not eliminate,
these manual post-meeting headaches. In your
smart project management suite, team workspac-
es, calendars and client records (where applicable)
in your CRM or task lists will all be updated by the
time you grab a coffee and get back to your desk.
Attendees can expect to easily find indexed and
tagged notes and action items, as well as calendar
synchronization so that no deadlines or follow-up
meetings are missed. Invitees who missed the
conference or meeting can automatically receive
minutes and recordings, without the host needing
to track attendance or follow up.
Prior to the next virtual meeting, the organizer will
be able to automatically receive a status update
on all of the action items from the previous meet-
ing. Based on the status of these action items, the
smart meeting will calculate whether or not another
meeting is actually needed or if automated email
reminders can be sent out to deliverable owners,
prioritizing team members’ time and creating
efficiencies in the workplace.
Our Smart Tomorrow
As Gartner’s John Lovelock noted in 2015, “‘Smart-
ness is now everywhere in the work environment
and in a continued pursuit of efficiency, routine
tasks consisting of non-value added activities and
repetitive tasks are ripe for replacement by some
form of automation.”13
A well-known statistic from a few years back es-
timated that an incredible $37 billion is lost each
year to inefficient meetings.14 That’s a mind-bog-
gling number that is so large that it may almost be
numbing; Harvard Business Review offers a handy, if
alarming, calculator for estimating how much your
own company is spending on meetings, avoidable
and otherwise.15
Smart meetings offer an opportunity not just to get
costs under control, but to rethink our perception
of meetings. As a top collaboration software provid-
er in the industry, PGi aims to be at the forefront
of smart meeting innovation and to integrate new
features into our collaboration portfolio. Our goal
is to ensure that the meetings of tomorrow are
pivotal pieces of an interconnected process rather
than unwelcome, busywork-generating clutter on
our calendars.
5
On the Horizon: Presentation Predictions and the New Shape of Business
By: Peter Arvai, CEO, Prezi
T
he future does not unfold in a straight line,
and neither do growing businesses. As lead-
ers work towards building more dynamic
company cultures and game-changing products,
the tools and platforms we use have to rise to the
occasion. This is especially true for presentations.
Flexibility matters; the ability to show how ideas
intersect matters even more. And when it comes to
creating presentations that engage, tell a story and
inspire conversations, sticking to what we know just
won’t cut it.
Millennials Didn’t Kill the Presentation —
Slides Did
As millennials began influencing the reasons we
worked, the way we work changed, too. A greater
focus on collaboration, meaningful communication,
open idea sharing and the introduction of machine
learning have all played an integral role in how busi-
nesses operate and how they present ideas.
Linear decks and rehearsed monologues seem like
an airtight approach: planned, easy to memorize,
full of data and simple to operate. But what they
appear to have in security, they drastically lack in
flexibility, creativity, adaptability, customization and
room for learning and improvement. You can’t have
a meaningful conversation about a fixed story any
more than you can mix up chronological slides and
not lose your train of thought.
It’s here that the real weakness of traditional decks
shows itself: they are static, one-dimensional and
inactive. They are no longer the appropriate plat-
form for presenting when your company culture is
ripe with ingenuity and collaboration, and when you
want your customers to share your journey and be nitions of success have propelled businesses light
an authentic part of your story. years ahead of where people once thought they
could go. So perhaps it’s not entirely accurate to say
As slide decks fall to the wayside in anticipation of we don’t need to prepare to present; it’s just that
newer, more engaging presentation tools, it is just the way we prepare, and what we prepare for, is
as important to take a step back and review how entirely different than it used to be.
we prepare ourselves a new generation of presen-
tations.
It’s hard — people spent many years developing
detailed presentation standards and elaborate
best practices that only became denser as time
moved on. The problem is that the world moved
on, too. Technology grew up; businesses changed
their tactics for targeting and reaching customers.
Things got faster, and then they became instant.
“
The importance of preparation was shunted aside,
replaced by the need for quick critical thinking skills
It’s here that the real weakness of
and the ability to stay on message under pressure. traditional decks shows itself: they
are static, one-dimensional and
Which brings us to where we are today — ­ reluc-
tantly but swiftly, hierarchies are falling flat because
inactive. They are no longer the
people want to be involved with company missions appropriate platform for presenting
and values in a tangible way, regardless of their role when your company culture is ripe
in the process. They don’t want to be told what is
with ingenuity and collaboration,
and what isn’t, or merely shown the solutions that
other people have decided will work for them. They and when you want your custom-
want to contribute, to be heard, and to share their ers to share your journey and be
an authentic part of your story.
”
own stories. They want to have a conversation.
The Future of Presenting is About
Time and Space
Of course, conversations take thoughtful listen-
ing, and they take time. We tend to think of time
as a narrow track, but the rise of so many status
quo-disrupting perspectives, technologies and defi-
6
On the Horizon: Presentation Predictions and the New Shape of Business

Because of that, it isn’t simply a matter of taking an
existing slide deck and revamping it. The message
itself needs to be visualized differently; the way your
story occupies space has to change, too. But what
does that actually mean, why does it matter, and
how can you do it?
• Trust in your imagination. We’ve all had mo-
ments where we imagine how important conver-
sations will go, and when we do that, we antici-
pate what other people will say and do based on
what we know about them. While having these
imaginary chats isn’t always good for our anxiety,
it can be a great way to get into the right mindset
for creating a conversational presentation.
• Investigate your audience. Rather than making
bulleted lists of information and data that have
captive. Your presentation will engage them more
fully and make a lasting impression that doesn’t dis-
appear when the screen goes blank. This matters
because 76 percent of people who present regular-
ly, and don’t know how to effectively connect ideas,
really want to.16 It matters especially because visual,
conversational presentations are 43 percent more
persuasive than the exact same presentations done
traditionally.17 But most importantly, it matters be-
cause this is the future of presenting.
It’s worth reiterating that, even with mounds of
evidence showing that classic tools, platforms and
processes once worked very well, the world does
not wait patiently for people — let alone business-
es — to adapt. Markets charge forward, companies
break protocol and the way we connect and interact
drastically changes shape. For leaders who want to
stay ahead, looking ahead is critical.
For those of us telling the stories, the future has
become the present.

“ For
to be introduced chronologically to make sense,
think of your prospect: what you know about
them, what their pain points are, what their prod-
those of us
uct is, who their customers are, and how their telling the stories,
business functions.
• Connect the dots. You can then use that knowl- the future has
become the
edge to tie your business solutions and offerings
precisely to their needs and challenges. Further-

present.
”
more, you’ll probably unearth connections, pat-
terns and ideas that you wouldn’t have been able
to see in a linear deck.
• Expand your concept of “structure”. Removing
the order from your presentation invites total
adaptability, making room for discussion and al-
lowing your audience to direct the path of the con-
versation. You’ll be able to deftly handle questions
and concerns as they come up, making listeners
feel connected, valued, validated and heard.

By involving your audience in how the presenta-

tion unfolds, you keep them captivated instead of

7
VR: The Future of Presentations
By: The PGi Experts
W
hen we look forward to the future of
presenting, slide decks may fall by the
wayside, but technology that has been
available to consumers for some time will make
more of an impact on the world of collaboration
and presentations. Virtual reality (VR) technology
is steadily becoming one of the most sought after
pieces of technology that could change the way we
host conference calls, present information and col-
laborate together.
Conferencing technology has come quite a long
way since the dial-in conference call days. The
ever-popular unified communications and collab-
oration (UC&C) solutions currently offer a number
of services — like video conferencing and screen
sharing — to bring colleagues and clients together
in the closest digital approximation of a face-to-face
meeting made possible by modern technology.
However, UC&C and how we define presenting
might undergo significant transformation when VR
technology becomes more readily adopted.
In late 2016, WorldViz announced Skofield, a virtual
reality platform that is in alpha testing to help com-
municate “complex ideas to remote decision mak-
ers and disbursed teams”. Skofield provides user
“presence” within a virtual environment to bring
people together. VR could be especially important
for the manufacturing sector; disparate teams
will be able to better collaborate on the design of
products, leading to increased output and reduced
costs.19
Skofield represents just one example of how VR
might reinvent global workplace and collaboration.
VR will improve collaboration regardless of location,
breaking down language barriers with augmented
reality (AR) apps that accurately translate in real
time.20 VR will also enhance productivity in general,
facilitating increased concentration through VR’s
immersive virtual environment that eliminates
distractions and providing a workspace that can
be tailored to different learning styles through its
auditory, visual and tactile sensory stimulation.
This type of technology could change how we define
presentations as a whole. Instead of the stagnant
slide decks of yesteryear, companies now have the
opportunity to create interactive, engaging presen-
tations that will not only be memorable, but will be
impactful as well.
8
Future of Work: Virtual Reality in the Workplace
By: Pat Harper, Chief Technology Officer, PGi
U
pon its inception, virtual reality (VR) instantly
captivated the popular imagination, filling
the minds of the masses with potential use
cases that seemed straight out of the pages of sci-
ence fiction novels. While the briefest mention of VR
might take your mind to the realm of gaming and
entertainment, virtual reality technology actually
carries massive promise for corporate innovation
and the workplace of the future — but we are only
just beginning to understand the immense array of
possibilities.
To get an idea of what the future of work might look
like, let’s take a look at how VR technology will create
a smarter, more efficient workplace.
VR for HR: How Virtual Reality Will
Revolutionize Hiring and Training Processes
Though VR will streamline and improve processes
in all departments in the enterprise, the most obvi-
ous case for virtual reality technology comes from
Human Resources (HR). Virtual reality can enhance
and improve many of HR’s functions, particularly
when it comes to the hiring process.
From a recruiting standpoint, VR technology could
facilitate virtual company tours to attract new
employees. Once the interview process has begun,
VR technology could be used to guide the interview-
ee through a typical working day for their intended
job role to give them a taste of what their future
might hold.
The VR experience continues past the point of
hiring, however, as training and onboarding could
hugely benefit from the immersive nature of VR
technology. Virtual training is particularly instru-
mental in many industries where improper training
can lead to dangerous mistakes or injuries on the
job. For example, NASA already uses VR technology
to help prepare astronauts for missions by using
flight simulators that replicate the space experi-
ence.21 Lincoln Electric uses VR Head-Mounted
Displays (HMDs) to train welders (the HMDs are
actual welding helmets).22 VR offers an active train-
ing experience that is far more engaging, providing
trainees with a hands-on experience that allows
them to make mistakes (and learn from them) in a
secure environment.
Virtual Products: Testing, Marketing
and Advertising with VR
Another key use of VR in the workplace lies in its
ability to facilitate smarter product testing. Virtual
reality will provide new ways to test market newly
developed products or services in real time with
real customers in an interactive virtual environ-
ment. Focus groups could be formed regardless
of location, and instantaneous product feedback
would speed up the product development process.
Take, for example, the organic baby food manufac-
turer Happy Family. To study how product place-
ment on shelves and product packaging affects
consumer behavior, Happy Family used VR tech-
nology to test the behavior of real customers in a
realistic virtual shopping experience (test subjects
could even pick up virtual products and turn them
over to read the ingredients on the label). Happy
Family tested three different shelf set concepts
and, based on their insights, rolled out the most
successful shelf set only three and a half months
after the inception of the idea to use VR technology
for customer testing.23
VR also offers imaginative new ways for marketers
and advertisers to woo potential customers. Marri-
ott uses VR to virtually transport users into hotels in
various exotic locations24 and Volvo allows poten-
tial buyers to virtually test drive new car models.25
VR carries exciting promise for product marketing
and advertising, and we are only just beginning to
see the breathtaking potential of VR technology to
captivate and enchant buyers.
Immersive Data Visualization
Data and analytics are instrumental and perma-
nent fixtures of corporate life. However, staring at
spreadsheets all day can dull the attention span of
even the most diligent and focused employees. Cur-
rently, technology limits the amount of data we can
physically take in at a given moment. Our eyes can
only process a finite amount of data viewed on a flat
computer screen. In fact, according to SAS institute
software architect Michael D. Thomas, we process
less than 1 kilobit of information per second when
reading text off of a flat screen.26
“
Virtual reality offers a new way to
make data more engaging and,
by extension, more actionable.
”
9
Future of Work: Virtual Reality in the Workplace

As cloud processing power improves and enables
massive amounts of data and insights to be pro-
cessed at a breakneck pace, we now face a dilemma
because the breadth of data and analytics available
to us supersedes the capabilities of the technology
we use to visualize and absorb said data.
That’s where VR comes in. Virtual reality technology
will allow users to not only absorb more informa-
tion and present larger datasets; VR will also allow
for more sophisticated presentations of data. For
example, the addition of auditory information
allows for data visualization that uses both hearing
and sight to better convey the significance, subject
and location of a particular data point through the
data-audio relationship and the loudness, type
and direction of the sound as it correlates to visual
data.27
The key to integrating new technology successfully
into the workplace, however, lies in letting the ac-
quisition of new technology be driven by humanis-
tic needs and concerns. VR technology, no matter
how alluring, simply won’t work for your company if
employees aren’t motivated to use it. New technol-
ogy should be brought into the workplace because
it is something that employees actually need and
will want to incorporate into their daily work routine.
When it comes to virtual reality, it can be easy to be
swept away by the allure and glamour of this futur-
istic technology. For those looking to adopt VR into
their organization successfully, it is crucial to resist
getting wooed by the hype factor of VR. It is import-
ant to remain level-headed and realistically deter-
mine if VR fits in to your organizational processes
and company culture. Once VR has been deemed a
good fit for your company, it will only be a matter of
time until VR conferences and presentations are an
everyday facet of your hyper-efficient smart office.

VR also carries the potential to engage your sense

of touch for a more immersive data visualization
experience; the use of haptic feedback gloves could
elevate the presentations of data from the current
visual-only format to stimulate three of your five
senses. Virtual reality offers a new way to make data
more engaging and, by extension, more actionable.

Accepting VR in the Workplace

While VR might seem like a long way off, the wide-
scale adoption of virtual reality technology might
arrive sooner than expected. Goldman Sachs has
predicted that VR hardware will be an $80 billion
dollar industry within the next 10 years.28 And
though VR might appear to be an expensive
endeavor at this point in time, as VR technology
improves and becomes more available, it will also
become more affordable.

10
Your Office In Real-Time
By: The PGi Experts
S
ince their inception, standing desks have
provided the ability for workers to custom-
ize their personal workspaces — and more
importantly, have given them the opportunity to
avoid the perils of the sedentary lifestyle that is
all too common in majority of offices across the
globe. And while these desks have changed how we
approach and address health concerns, a new wave
of office furniture features may also be able to tell
us how efficiently we’re using such spaces.
In our previous chapter, we spoke a bit about the
growing implementation of sensors in meeting
and conference rooms to help us become more
efficient with the use of these spaces. Even more,
these sensors could eventually determine the com-
fort preferences in meeting rooms, by changing the
ambient temperature and lighting in accordance to
who is in attendance. But what about those workers
who aren’t in meetings all day? How can they know if
their space is being used efficiently?
This type of real-time connectivity tech is already
opening the door to a new generation of smart
office products — products that may be able to
build personal profiles on employees and adjust
their personal workspaces based on their pres-
ence. A new arms race is happening in the realm of
smart furniture to do just that.
A host of companies are chomping at the bit to
create the best, most efficient piece of furniture on
the market. Some of these companies are looking
to utilize our obsession with real-time connectivity
and data and are developing embedded sensors
technology for office furniture that can learn
employees personal preferences over time. This
could be as simple as the height adjustment of the
desk or as in-depth as indicating a presence status
to his or her team members based on their physical
attendance at their desk.
Even more, it may not be long before our chairs
know our heat rate and stress levels and in turn,
could play soothing music to reduce our anxiety.
And already on the market are chairs that can
sense your adjustment preferences, similar to the
features on many luxury cars.
In the future, it is not hard to believe that furniture
in our offices will have the ability to communicate
from one room to another, adapting to employ-
ee’s specific needs and requirements as they walk
around their office. While understanding and using
these insights to make us more efficient and com-
fortable is a great stride forward for the smart office,
the question remains: is all this interconnectivity a
positive thing or should we tread lightly to ensure
that the good nature of these pieces of technology
remain intact? Learn more on the risks and rewards
of interconnectivity in the workplace in our next
section.
11
The Rewards and Risks of the Internet of Things
By: Melanie Turek, VP and Fellow, Frost & Sullivan
T
hanks to almost ubiquitous internet con-
nectivity, it is now possible to unite any and
all devices in an interconnected network
— everything from PCs and smartphones to ve-
hicles, thermostats, sensors, appliances, medical
equipment and manufacturing tools. The result is
the Internet of Things (IoT), designed to seamlessly
connect “things” to the Internet in order to let users
better leverage data, accelerate decision making
and take advantage of opportunities as soon as (or
even before) they arise. The goal: to improve living
standards and create efficiencies and growth for
people and businesses across a range of regions,
households and industries.
The IoT in Action
IoT adoption is well underway; over half of the homes
in the U.S. have at least one “smart” product, and
growth is expected to climb steadily.29 As one pop-
ular example, smart thermostats work by analyzing
historical and real-time data to proactively respond
to changes in behavior, outdoor temperatures and
conditions, occupancy rates and other factors. The
goal is to reduce energy usage and costs over time.
In a home, smart thermostats can increase the heat
settings when the outside temperature dips below
a certain threshold, lower settings when occupants
are typically at school or work and allow users to
control them via mobile apps. But they can also
adjust to changing conditions on the fly — if, say, a
child is home sick from school, or the larger grid is
experiencing heavier-than-normal demand.
The IoT can deliver significant, measurable benefits
for companies, consumers and governments alike.
• F or companies, the IoT can help reduce carbon
footprints and control energy costs; better utilize
assets and resources; uncover new opportuni-
ties; drive innovation and revenues around bring-
ing new products and services to market; and im-
prove the accuracy of predictive insights and risk
analysis.
• For consumers, the IoT can help save money on
energy by reducing their usage during peak times
and offering suggestions for major household
appliance use; enable a better work-life balance;
and create new opportunities around health
and wellness, entertainment, transportation and
commuting and even purchasing goods and ser-
vices.
• For governments, the IoT can help with embracing
environmentally sound policies to help mitigate
climate change; improving citizen-facing services
such as mass transit, healthcare and education;
and increasing productivity among federal, state
and local workers.
Companies are Embracing the IoT
Corporate leaders are catching on. A recent Frost &
Sullivan survey of almost 2,000 IT decision makers
around the world reveals that the IoT is a top pri-
ority for them and their organizations. More than
half of respondents said that they have already
deployed some form of IoT.30 The largest number,
almost 40 percent, have internal deployments up
and running. Anywhere from one-quarter to one-
third are also exploring other types of implementa-
tion (multiple responses were allowed, since most
companies have several initiatives happening at
once), including large-scale trials with more than
500 users, live services with partners and custom-
ers and even embedding IoT capabilities into their
core products and services.
The Dark Side of Constant Connection
The IoT doesn’t come without its challenges. IT deci-
sion makers are especially concerned with security
risks (52 percent) and managing data protection and
privacy (38 percent) — and they should be.31 These
are very real issues, and companies that embrace
the new way of working must put considerable time
and resources into ensuring that all data is secured
and handled effectively, that there are no gaps in
the network safety protocols already in place and
that they protect the privacy of their users (which
includes employees, partners and customers).
This is particularly true, of course, for regulated
industries such as financial services and healthcare.
But ultimately, everyone is concerned about pro-
tecting their personal data and activity logs.
IT departments and security software vendors are
well-versed in securing PCs, phones and tablets.
But other endpoints — everything from sensors
and machinery to trains, planes and automobiles —
have little, if any, security built into their operating
systems, or any apps that layer on protection after
the fact. For example, it was discovered that baby
monitors posed a serious security threat; since they
ship without any security software, they are easily
hacked and can then be used to advance criminal
activity, including changing camera angles, monitor-
ing live feeds and remotely viewing and controlling
the device.32 Car hacking is such a risk that the FBI
issued a warning about it, after demonstrations of
transmissions, brakes and windshield wipers being
12
The Rewards and Risks of the Internet of Things
controlled by hackers.33 Sensors and wearables —
which are in play right now in many forward-thinking
companies around the world — are at risk as well.
Health data34 and GPS history35 may be targeted
by hackers, or a personal wearable device may be
exploited as an entry point into a company’s net-
work.36
Corporate networks are increasingly vulnerable to
viruses and other malware — as well as espionage
and other malfeasance — as more devices are
connected to them. Since IoT devices are effectively
“always on” and connected to the network, most
gateways authenticate them only once, unless they
go offline for some reason. That can make them
extremely open to attack. Similarly, data stores are
vulnerable to hackers who, knowing they contain
reams of information on everything from user be-
havior to intellectual property, are laser focused on
breaking in and stealing whatever they can — and
then either using it themselves or selling it to some-
one who can.
Weighing Risk vs. Reward
Luckily, a number of security and IoT vendors
are developing software to help mitigate securi-
ty problems. In some cases, the fixes are being
performed on the devices themselves, baked into
the hardware before it ships; in others, third-party
security vendors are making apps and services to
close the gaps. The list is large and wide-ranging,
spanning everything from mobile payment vendors
to automobile manufacturers to large software
players such as Microsoft and Samsung. Alliances
like the Internet of Things Security Foundation are
helping to establish standards and protocols, and
encourage collaboration across industries on both
the vendor and customer side.37
The security risks of the IoT are not to be taken
lightly, but the measurable benefits cannot be
ignored. Companies should immediately look for
ways to leverage the IoT, as long as it’s treated as
seriously as any other network-based IT initiative.
Make security, privacy and compliance critical to
your planning, purchasing and deployment.
13
The Smart Office Revolution: 25 Years in the Making

By: Scott Tapp, Executive Vice President of Global Sales and Marketing, PGi

A
little over 25 years ago, PGi started its legacy
with a simple goal in mind: connecting peo-
ple and businesses all over the globe. Back
then, our main way of achieving this was through
simple, scheduled and operator-led audio confer-
encing calls — a technology that we have no doubt
From Ambient Intelligence Technology (AmI) build-
ing a more cohesive, organized way of completing
menial tasks — like booking conference rooms — to
creating more engaging presentations and training
sessions with virtual reality (VR), these are the tech-
nologies that will change the course of business.

improved over the last two decades.
It was during these very early stages of the tech
boom that, unbeknownst to most of us, the biggest
and most drastic changes would come in the form
of communication technology. These improvements
were the ones that would dramatically change how
we communicate and collaborate in both our work
and personal lives.
Back in 1991, the “World Wide Web” went live glob-
ally — without most of the world even knowing it.
“
In this year’s edition of the Future of Business Col-
laboration, we wanted to give you a glimpse into
what the future of the workplace could look like.
More importantly, we wanted to demonstrate the
power of these different technologies, acknowledge
their risks and rewards and articulate how they
could revolutionize the future of business collabo-
ration.
Change may be a hard pill to swallow for some, but
by recognizing and understanding the changes that
While many of the advancements we’ve
mentioned in this year’s edition of the
Future of Business Collaboration
aren’t completely mainstream or even
financially feasible for all organizations,
the revolution of the smart office is
in its primal stages — and now is a
good time to become experts on the
trends that will become commonplace

It took nearly 10 years for the internet to catch on
as a mainstream technology, and since that point,
it has maintained a ubiquitous presence in our ev-
eryday lives. This rapid transformation from relative
obscurity to universal use is similar to what I see
transpiring in offices across the globe as various
communication and collaboration technologies are
slowly integrated and adopted.
While many of the advancements we’ve mentioned
in this year’s edition of the Future of Business Col-
laboration aren’t completely mainstream or even
financially feasible for all organizations, the revo-
lution of the smart office is in its primal stages —
and now is a good time to become experts on the
trends that will become commonplace in our offices
in the near future.
”
are coming, acceptance becomes easier — and em-
bracing change is key. We hope that by shedding
in our offices in the near future.
light on some of the biggest tech trends that will
affect how we work, your organization can better
prepare for what is to come.
In order to succeed and stay ahead of the compe-
tition in an ever-evolving world of the latest tech
trends, companies must be on board and ready to
embrace the improvement to technologies, tools
and processes that may seem like the most tried
and true options — because, frankly, the office of
yesteryear is crumbling. The future of work and
business collaboration is here, ready to make our
workplaces more efficient and productive than ever
before. The question is: are you ready?

14
Authors
Scott Tapp, Executive Vice President of Global Sales and Marketing, PGi
Since 2010, Scott has served as Executive Vice President, Sales and Marketing for
PGi where he is responsible for all of PGi’s Go-to-Market strategy and execution
across the globe. He has more than 20 years of experience in technology, man-
agement, operations, venture capital and investment banking. He served in the US
Navy working on networks and computer equipment for an aircraft squadron and
graduated from the University of Georgia. While he studied at UGA, he also ran a
small business. Scott is based in Georgia, where he and his wife are very active in
their kids’ school and sports.
Sean Spradling, VP Product Management, PGi
Since 2010, Sean Spradling has served as the Vice President of Product Manage-
ment at PGi. Sean spends his time at PGi utilizing his expertise to translate innova-
tive ideas into tangible products. Sean has 20 years of experience focused on the
strategic planning, marketing, development and sales of web-based collaborative
technologies. Sean studied International Business Marketing at the University of
Colorado Boulder. Sean is a firm believer in the power of the internet to bring peo-
ple together and enjoys playing a part in the evolution of technology as it transi-
tions from technology for technology’s sake to technology driven by human need.
Melanie Turek, VP and Fellow, Frost & Sullivan
As an Associate Fellow and VP of Research for Connected Work at Frost & Sullivan,
Melanie covers a broad range of markets, leveraging long-standing relationships
with leading industry participants’ senior executives and customer organizations.
Melanie has more than 25 years’ experience covering video and web conferenc-
ing, social networking, unified communications, voice, IP communications, and
instant messaging and presence, as well as a wide range of business software and
services. Melanie brings deep technical expertise and in-depth understanding of
the ways in which technology can positively impact business processes and per-
formance. She studied social anthropology at Harvard and she views technology
transformation through that lens.
Ryan MacInnis, Marketing, Robin
Ryan MacInnis runs marketing at Robin, a Boston-based startup that makes sched-
uling for your office and everything in it seamless, paving the way for the future
of a more connected and efficient workplace. Prior to Robin, Ryan was a product
marketing manager at Twitter, where he oversaw the marketing, messaging and
branding of Fabric, the company’s developer platform. He’s advised and mentored
startups that have raised millions of dollars in funding, including those at incuba-
tors like MassChallenge, Northeastern’s IDEA, and Dat Ventures.
15
Authors

Leo Tucker, Senior Vice President of Global Marketing, PGi Peter Arvai, CEO, Prezi

Leo Tucker serves as the SVP Global Marketing for PGi, where he manages a team
of outstanding B2B marketing professionals focused on elevating PGi’s iMeet port-
folio of products to market dominance in the Unified Communications & Collab-
oration space. His team’s primary functions include product marketing, portfolio
messaging, market communications, content, pricing, demand generation, digital
marketing, customer base marketing, creative design, sales enablement and train-
ing. Leo lives with his wife and their three daughters in Atlanta, Georgia and serves
on the Board of Directors at the Children’s Museum of Atlanta and at the Inter
Atlanta Futbol Club. He attended Centre College and received an MBA from the
University of Chicago Booth School of Business.
Peter loves technologies that enable world-changing stories to be shared. In
2008, he joined forces with Adam Somlai-Fischer and Péter Halácsy, an architect
and an innovator, to create a more memorable and engaging way for people to
share stories. Today, their creation is known as “Prezi”. Before co-founding Prezi,
Peter was already active in the information-sharing realm. In Sweden, he founded
omvard.se a company that aggregates data on treatment outcomes for hospital
patients. Soon after, he developed the world’s first mobile newsreader so people
could follow TED Talks from their mobile devices. In his spare time, Peter enjoys
prodding fellow colleagues to join him at Bikram Yoga classes. Additionally, he’s
the go-to translator at Prezi since he speaks Japanese, Swedish, Hungarian and
English, which also awards him the coveted title of “polyglot”.

Pat Harper, Chief Technology Officer, PGi

Patrick Harper is an award-winning business executive with an impeccable

record of delivering value across a broad industry base including consumer
goods, business services and government. He has assumed leadership positions
in high-growth, rapidly changing environments, bringing vision and executive value
through strong leadership and a collaborative approach to solving problems. Pat
was named CTO of PGi in 2016. Previously, he served as the SVP of Operations
where he was responsible for the Operations and Quality Assurance of the iMeet
product line. Pat is a graduate of the Georgia Institute of Technology with a B.S. in
Information and Computer Sciences and holds a certificate in Information Tech-
nology Management.

16
Sponsors
Frost & Sullivan, the Growth Partnership Company, works in collaboration with
clients to leverage visionary innovation that addresses the global challenges and
related growth opportunities that will make or break today’s market participants.
For more than 50 years, we have been developing growth strategies for the global
1000, emerging businesses, the public sector and the investment community.
Twitter: @Frost_Sullivan
LinkedIn: linkedin.com/company/frost-&-sullivan
Website: frost.com
PGi is the world’s largest dedicated provider of collaboration software and ser-
vices. For more than 25 years, our broad portfolio of products has served the
end-to-end collaboration needs of enterprises. Accessible anywhere, anytime and
on any device, PGi’s award-winning collaboration solutions drive productivity and
teamwork for approximately 50,000 customers around the world. To learn more,
visit us at PGi.com.
Twitter: @PGi
LinkedIn: linkedin.com/company/pgi_4863
Website: PGi.com
Prezi is the presentation platform that helps you connect more powerfully with
your audience and customers. Unlike slides, Prezi’s single, interactive canvas
encourages conversation and collaboration, making your overall presentation
more engaging, persuasive, and memorable. Prezi’s latest offering, Prezi Business,
moves Prezi into the modern workplace by meeting the needs of today’s agile
companies. Founded in 2009, and with offices in San Francisco, Budapest and
Mexico City, Prezi now fosters a community of over 75 million users and over 260
million prezis around the world. Its investors include Accel Partners, Spectrum
Equity and TED conferences. For more information, please visit prezi.com.
Twitter: @prezi
LinkedIn: linkedin.com/company/prezi
Website: prezi.com
Robin is a scheduling platform your office and everything in it. Robin coordinates
the meeting spaces, people, and things in your workplace, all from one location.
Robin gives forward-thinking organizations insights into how their office is being
used, in real time. Thousands of company schedules are powered by Robin,
including Netflix, Sonos, and Priceline.
Twitter: @robinpowered
Linkedin: linkedin.com/company/robin-by-one-mighty-roar
Website: robinpowered.com
17
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17. Ibid.
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30. Frost & Sullivan, “Navigating an Era of Digital Transformation: The Future of IT from a Customer Perspective” (Frost & Sullivan, n.d.).
31. Ibid.
32. Anthony Cuthbertson, “Are Hackers Spying on Your Baby?,” Newsweek, January 29, 2016, http://www.newsweek.com/search-engine-sleeping-babies-420967.
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34. Maggie Overfelt Overfelt special to, “Price of Wearable Craze: Your Health Data Hacked,” CNBC, December 12, 2015, http://www.cnbc.com/2015/12/12/price-of-wearable-craze-your-health-data-hacked.html.
35. Dan Mangan, “Fitbit Gets Hit: Accounts Attacked by Hackers,” CNBC, January 8, 2016, http://www.cnbc.com/2016/01/08/theres-a-hack-for-that-fitbit-user-accounts-attacked.html.
36. Arjun Kharpal, “Biggest Hacking Threat to Business? Wearables,” CNBC, March 17, 2015, http://www.cnbc.com/2015/03/17/biggest-hacking-threat-to-business-wearables.html.
37. “IoT Security Foundation,” accessed January 3, 2017, https://iotsecurityfoundation.org/.

18
2017 Future of
Business Collaboration
©Premiere Global Services, Inc. and/or its affiliates | PGi.
All trademarks of third parties referred to in this eBook
are the property of their respective owners.