The need for today’s organizations to share information, along with proliferation of high-speed broadband, has driven the global unified communications (UC) market for the past decade, if not longer. UC streamlines communications so that geologically-dispersed employees can interact digitally as if they’re in the same office, even if they’re located thousands of miles apart.

Centralized administration also makes UC popular with IT managers because it reduces the time and effort needed to support and secure corporate communications of all kinds. Because of a need for specialized skills to make large-scale UC implementations run their best, top UC vendors offer certifications to buttress and boost workforce capability and quality.

Simply Hired lists $91,623 as the average salary for a UC engineer’s role, with highest salaries reported at $139,737. Glassdoor lists UC salaries as high as $166,000 for senior and UC engineer positions. UC engineer salaries declined slightly from previous years with the average down from $94,354 to $91,623 (a dip of just under three percent). While this dip could just represent normal market fluctuations, it is a trend worth watching because we also observed a slight salary decrease last year.

We dug into various job boards to see how many UC jobs are available, specifically targeting jobs that called out one or more of our top five certifications: Avaya ACSS, CCIE Collaboration, CCNP Collaboration, IBM Sametime and MCSE: Productivity.

More organisations are adopting hybrid work across the Asia-Pacific (APAC) region but the experience for many workers is less than ideal, according to a senior Cisco executive.

Speaking to Computer Weekly on a accurate visit to Singapore, Jeetu Patel, executive vice-president and general manager of security and collaboration at Cisco, said with most meetings having at least one remote participant, spaces will need to be configured not only for people in a physical meeting room, but also for those who are not in the room.

“Today, if you have four people in a conference room and three people who are not in the room, the experience for the three people is not that great because what happens is someone invariably gets up and starts drawing on a whiteboard.

“They wouldn’t know what’s going on and won’t be able to read the facial expressions and non-verbal cues of those in the room. That’s such an important part of communication,” he said.

Patel said Cisco has been working on solving that problem for the past 18 months to make sure hybrid work arrangements will give everyone in a meeting, whether they are participating virtually or in person, a seat at the table.

This can be done through its artificial intelligence (AI) capabilities that work behind the scenes to remove background noise and zoom in on everyone in the room, in addition to digital whiteboards that meeting participants can use to jot down or edit content during a meeting.

“We want to make sure our AI capabilities can take the experience to the next level. We started with predictive AI, and now, with generative AI, it gets even better. If you missed a meeting, we could tell you what you missed based on the permissions you had on the meetings you could have attended but chose not to,” Patel said.

While organisations in APAC have been progressive in adopting hybrid work arrangements, Patel cautioned them against making the mistake of mandating that employees work in the office all the time.

“It’s much better to create a magnet than a mandate,” he said. “Give people a reason to come back to the office because when they collaborate in the office, there’s going to be this X factor that they don’t get when they are 100% remote.”

Patel said adopting hybrid work would also help organisations recruit the best talent from anywhere in the world, enabling more people to participate equally in a global economy.

“The opportunity is very unevenly distributed right now, but human potential is pretty evenly distributed, so it would be nice if anyone in a village in Bangladesh can have the same economic opportunity as someone in Silicon Valley.

“Most of the time, the mindset is that you are distance-bound, so if you don’t happen to be in the same geography, then you don’t have access to opportunity. That’s a very archaic way of thinking and we need to think about this in a much more progressive manner,” he said.

But societal changes are needed to maximise the potential of a hybrid workforce. For one thing, business leaders will have to learn how to build relationships with people without meeting them in person.

“A 30-minute video conference is usually very structured. There’s an agenda and an end. If no one’s talking after 23 minutes, someone will invariably say we can give you back seven minutes. That always happens.

“But when you have dinner with someone – if there’s a lull, you don’t just say you’re going to leave. You’ll ask about that person’s family or whatever it might be. Those questions give you context and texture about the person, which creates familiarity and the ability to engage in debate without taking things personally. And conflict is such a necessary condition of business that if you don’t have that familiarity, it doesn’t work.”

Enabling hybrid work also brings with it a set of security considerations. Patel said while there is an implicit level of trust between people about who they are when they are engaged in a face-to-face conversation, that trust needs to be present in a hybrid work environment as well.

“How do you prevent deep fakes from coming into a meeting? How do you make sure your private data does not get stolen? How do you create security conditions so that people can use the systems without worrying about being hacked?

“Those are the baseline security capabilities that you need in any hybrid work solution. I would take it a step further and say that in the future, the absence of security will completely deter anyone from using a system,” he said.

It was about this time last year that some CEOs stood up, pounded their tables, and announced, “Everyone back to the office after Labor Day.”

And it’s clear what happened. In the interaction between many millions of workers in a hard-to-hire atmosphere; public opinion that held if people could work at home during the pandemic, they probably could at least part of the time now; and executives demanded compliance; hybrid work was largely the winner.

Corporate voice and telephony services have transformed from traditional public-switched telephone networks (PSTNs) and private branch exchanges (PBXs) to voice over IP (VoIP) and IP PBXs, often combined with digital fax, videoconferencing, instant messaging and mobile communications. That means VoIP and telephony certifications now focus on digital communications, along with a good mix of IP networking protocols and methods to support such traffic and to maintain service quality.

In this article, we feature five solid VoIP and telephony certifications from Avaya, Certification Partners, Cisco, Digium (Asterisk) and Microsoft. Unified communications cover a lot of voice and telephony ground, and it adds video and other solutions to the lineup as well.

Salary is a significant consideration when deciding whether to pursue a VoIP and telephony certification. SimplyHired lists $106,149 as the average salary for a VoIP engineer, although Glassdoor‘s average for a VoIP engineer is noticeably lower at $83,772. Still, a salary just under $85,000 is a worthwhile goal in the industry, with a good growth path into more senior positions readily attainable.

To help determine our top five VoIP and telephony certifications, we performed an informal job board survey. That data indicates the number of job posts in which our featured certifications were mentioned on one specific day. The data should give you an idea of the relative popularity of each certification. [Interested in Business Phone Systems? Check out our top picks.]

As the demands and realities of hybrid work start to become more apparent, companies are beginning to face new issues. In particular, there’s growing recognition of the many challenges that organizations are going to face as they begin to integrate more combinations of in-house and remote workers. In short, things were much easier when virtually everyone was remote, but they’re about to get a lot harder.

A big part of the problem has to do with the existing installed base of videoconferencing equipment that companies have within their meeting and conference rooms. The vast majority of the equipment is dedicated and will only work with a single collaboration software package—in many cases, it’s for the quickly disappearing Skype platform.

Recognizing this challenge, Cisco and Google have come together in a major new partnership to offer interoperability for their respective conference room hardware and collaboration software tools. Specifically, as of Q4, you’ll be able to seamlessly join Cisco’s Webex meetings directly from Google Meet hardware (including some intriguing new options that were just introduced today). Conversely, you be able to join Google Meet meetings from Cisco’s line of Webex hardware.

On the one hand, it’s easy to argue that this type of collaboration for the sake of collaboration was absolutely essential, because using multiple videoconferencing tools has become the accepted norm. As the two companies pointed out in a pre-briefing on the announcement, even organizations that have picked one or the other as their corporate standard will almost certainly run into situations where customers and/or partners will be using a different platform. Having room-based hardware that only supports a single platform, therefore, is quickly becoming an untenable option.

Still, it is impressive to see Google and Cisco overcome not only the technical hurdles necessary to make their systems interoperate, but the competitive challenges that these types of co-opetition arrangements inevitably raise. Of course, what we really need is hardware that can also integrate with Zoom and Microsoft Teams, but this is a very important first step towards cross-platform interoperability that I’m sure (or, at least, strongly hope!) will be replicated many times over in the coming months.

What’s particularly noteworthy about this announcement is that the companies moved well beyond simple sharing of audio and video streams. Cisco and Google worked to incorporate many critical hardware-based capabilities, including things like automatically muting of extraneous audio, blurring backgrounds, leveraging automatic camera zooming tools to the current speaker, and much more. Even more interestingly, on the software side, they thought through details like overlaying Webex-style controls during Google Meet meetings if you join from a Cisco device and vice versa if you join from a Google hardware device into a Webex meeting. They’ve also made the ability to join meetings with a single touch work seamlessly across either platform. While these details may seem somewhat subtle, they reflect how the companies want to leverage the comfort that their existing users have with their method of operation, while still offering the ability to connect to other platforms. In my mind, that’s a very nice touch.

On top of that, the companies were also able to integrate some of the native capabilities of one platform into another. For example, the voice-based assistants that each platform offers natively, such as Webex Voice Assistant and Hey Google, can be used while connecting to meetings on the other platform. To be sure, there’s more work to be done, especially in areas like leveraging add-on whiteboarding and other collaboration software tools that extend the capabilities of these platforms. Still, it’s clear that the two companies are dedicated to addressing issues over time.

Another interesting implication of this collaboration has to do with the overall philosophy and approach that will be needed to certain interoperability in the future. For a while, many in the industry have discussed the need to coordinate or federate communications across platforms at the server or cloud level. With this announcement, however, the focus is shifting towards an endpoint-based solution that can interoperate with existing server and cloud-based tools. How this ultimately works out remains to be seen, but it certainly does appear to be a significant step in a new direction.

As mentioned earlier, alongside this announcement, Google also debuted some new Google Meet hardware devices. The Google Series One Desk 27 is Google’s standalone hardware solution, incorporating a 27” high-resolution QVGA (2,560 x 1,440) touch-capable display, along with a 2,560 x 1,920 resolution webcam with a 100° field of view, built-in soundbar and adjustable stand. Priced at $1,999, the Desk 27 also features multiple USB-C ports, allowing it to also be utilized as a second monitor for a laptop or other PC. The company’s new integrated display room solution is the $6,999 Series One Board 65, which incorporates a 4K resolution 65” touch-capable display, a 4K, 12 MegaPixel camera, a stereo sound bar and similar USB-C connectivity. Both devices come with styli for easier whiteboarding support with the integrated JamBoard software, and include autoframing of the video, voice-based operation with Hey Google, and automatic noise removal, among other capabilities. All told, it’s an impressive set of offerings that puts Google on par with some of the best videoconferencing hardware from Cisco and Microsoft.

Leveraging multiple videoconferencing tools on PCs has become second nature for virtually everyone that has worked remotely, but as more employees start to return to the office, the need to make the room-based tools equally simple to interoperate across platforms is quickly going to become critical. As a result, it’s great to see Cisco and Google come together to take this important first step in improving hybrid work collaboration. While there are more companies that need to be involved and more work that needs to be done, this looks to be a great first effort.

Disclosure: TECHnalysis Research is a tech industry market research and consulting firm and, like all companies in that field, works with many technology vendors as clients, some of whom may be listed in this article.

CRN is live in San Diego for Cisco Live 2019. Bookmark this page for the latest news, videos and exclusive videos from the show floor.

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Wed, 15 Apr 2020 07:46:00 -0500 en text/html https://www.crn.com/cisco-live-2019

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Cisco Systems (CSCO) reported fiscal fourth quarter results that beat analyst estimates, but the company's outlook was cautious. In an interview with Yahoo Finance Live, Cisco Systems CEO Chuck Robbins says the the company benefited from a more "diverse book of business" than its rivals and some supply chain challenges starting to ease. On the economy, Robbins says "it's clearly mixed," with some industries, like financial services and transportation, showing strength.

When it comes to AI, Robbins says the company is getting some "early wins with some of this next generation ethernet." Robbins says the company provides the networking equipment that connect the "brains" behind the AI systems. He adds that the company will see some benefit in its 2024 fiscal year, but "we think the real move to this new technology" will be in fiscal 2025. Robbins add that he thinks "the opportunity over the next 5,6,7 years could be three times what the original cloud buildout was."

Video transcript

BRIAN SOZZI: Cisco 2.0 looks to be unfolding in front of investors. Tech giant beat big on the top and bottom lines as it continues to ramp up and focus on artificial intelligence and also give more money back to shareholders. Joining me right now is Cisco chairman and CEO Chuck Robbins. Chuck, nice to see you.

CHUCK ROBBINS: Nice to see you, Brian. Thanks for having me.

BRIAN SOZZI: So, coming into this quarter, I think there was a lot of pessimism on what you would report. Some company, I would say called Juniper, I think sparked a lot of worry in the marketplace, but I didn't really see that in your results. Sales up-- product sales up 20%, service revenue up 4%. What did the market get wrong?

CHUCK ROBBINS: Well, I think the primary difference between some of our peers is that they have a higher concentration or a higher exposure to the service provider segment, which was weak for us as well. But we have a much more diverse book of business. And so the enterprise and public sector, and commercial all offset it. But look, it was one quarter. Teams did a great job. We were really happy with how they executed. But still a lot of dynamics out there.

Story continues

BRIAN SOZZI: And the margins in your business up pretty significantly as well. Is that just inflation coming down, and you benefiting from that?

CHUCK ROBBINS: Well, a lot of it is-- a lot of the costs that we incurred with the supply chain challenges have subsided a bit. But it's also just the teams do a great job. Our supply chain team and our engineering teams do a great job on just continuing to find efficiencies in how we build our products.

BRIAN SOZZI: This is a strange time in the economy. And look, I mean, today we have Walmart coming out here saying more people making over 100 grand are shopping it stores. Who would have thought. It's Walmart. What's your read on the economy here? Make sense of it for us.

CHUCK ROBBINS: Well, I'm not sure I can make sense of it for you. But I think it's clearly mixed. I mean, we-- as I said, we saw improvement in our commercial, which is sort of the mid-market down, we saw improvement in our enterprise business, and public sector was pretty steady, but service provider was very weak.

And I think there's industries that are doing OK. We saw financial services, transportation was strong. But I think it's just a little mixed and just a lot of dynamics that we're watching on a very regular basis.

BRIAN SOZZI: What are you most concerned about as we go into the back half of the year from an economic standpoint?

CHUCK ROBBINS: Well, first of all, I think that technology has become so core to how organizations run. This is not an optional thing, it's not a cost center, it's not some underlying ERP system anymore, it's deep in the heart of the strategy of these organizations. So there's not as much likelihood that you just completely stop spending on technology. Most of our customers will say that's the last thing we'll stop spending on right now.

They're being more thoughtful about which projects are being funded, which ones are the most important, and which ones that they're going to focus on. But as we look to the second half of the year, I think obviously getting inflation under control will be really important, geopolitical dynamics around the world are very important. And hopefully, we will see inflation continue to subside over the next few months.

BRIAN SOZZI: What's your read on the China economy? I think markets are really under pressure right now because of a China economic slowdown. You have exposure there, are you seeing that?

CHUCK ROBBINS: Well, we are very lightly exposed to China. It's less than 2% of our business. So it's not a significant part. But clearly, it seems to not be coming back online as fast as everyone expected them to. And I think that they'll continue to work the policy, they lowered their rates, which was interesting. And I know that the economic growth in China is one of the most important courses for the leadership there. So I expect they'll continue to make whatever moves they need to make.

BRIAN SOZZI: Do you think we'll see, or are you seeing any signs of a contagion? China's slowing down. We're going to get that here in the US.

CHUCK ROBBINS: Not at this point. In fact, we saw improvement sequentially in the US. Again it was one quarter, but we saw improvement.

BRIAN SOZZI: In terms of sequential improvements, you did call it out in the earnings call, where are you seeing customers come back little quicker than you thought?

CHUCK ROBBINS: Well, the enterprise in the United States, our large enterprise customers, particularly financial services, it was our largest enterprise software agreement quarter in the history of the company. So big customers making big commitments. And didn't hear a lot of, well, I think we're just going to push that off a bit.

I mean, when you think about the need to invest in cybersecurity, the need to invest in this whole technology re-architecture for this multi-cloud world we live in, everybody's rebuilding applications and needs observability and insights that we can provide to them. Everybody's trying to solve this hybrid work problem, and everybody's focused now on leveraging technology for sustainability. So I mean, every customer. And so we're just fortunate there are a lot of things that we have a role to play in.

BRIAN SOZZI: When does Cisco start cleaning up on AI?

CHUCK ROBBINS: Well, it's important to understand the real technology. And these GPUs, which you're the brains in these AI networks, they have to be connected. And what we-- there's a technology that has existed for a while that is currently connecting those. And we build obviously ethernet infrastructure which is what the cloud providers want to move to. And so we're getting some early wins with some of this next-generation ethernet. And-- but we think that FY 24, which we're just starting, we'll see some benefit, but we think the real move to this new technology for connecting these GPUs will be in fiscal '25.

BRIAN SOZZI: Was that-- so you've incurred a $500 million in the most accurate quarter from AI-related what chips Silicon One is it called.

CHUCK ROBBINS: We said we've booked-- we've taken $500 million in orders to date. It wasn't all in that quarter. It's actually systems that are connecting these AI processors, basically. So we-- they have to be connected at the end of the day. And so we actually provide the networking equipment underneath. And we think that the opportunity over the next five, six, seven years could be three times what the original Cloud Build out was.

BRIAN SOZZI: Can you make enough of this technology? I think all the stories right now are what you look at in what Nvidia is doing. They're leading in many respects these AI chips, but they can't make enough of them. Can you make enough products to service the demand you're seeing?

CHUCK ROBBINS: Absolutely.

BRIAN SOZZI: All right fair enough. Now, in addition to AI, you're also-- sound a little different in terms of capital commitment. Returning more cash to shareholders, why that shift in tone?

CHUCK ROBBINS: Well, we've been talking to a lot of our shareholders. We talk to them quite regularly, obviously. And it just became apparent that what they really wanted to see was they wanted to see more consistency and a higher level of buybacks, which we have the balance sheet and the cash to do. And they wanted to see operating leverage. They wanted to see earnings per share grow faster than revenue.

And ironically, we've been doing both of those things for the last-- we had leverage in the model growing EPS faster for the last couple of years. And we had increased and gotten very consistent with our buyback, but we had never declared that as a permanent strategy. So really, what we did yesterday is we told them that this is our strategy going forward, and you should expect it from us in the future.

BRIAN SOZZI: Does a commitment like that mean Cisco is out of the big M&A game?

CHUCK ROBBINS: No, we have plenty of-- we have a strong balance sheet. We have a lot of flexibility.

BRIAN SOZZI: Lastly, the Webex business under a little pressure as people, I guess, go back into the office and do their thing. What's your commitment to that business? And then, more broadly, on the return to office, where do you stand? Do you want to see your employees back in the office?

CHUCK ROBBINS: So, first of all, in our collaboration portfolio, the teams have done an amazing job. Most every customer right now is transitioning to cloud-based calling. And so our teams have shifted and are leading with cloud-based calling and collabora-- and the meetings portion of it is part of the suite that they get to do that.

So actually, meetings orders last quarter were up double digits. It was actually quite positive. And the overall portfolio was up significantly. Our cloud contact center, which is also part of that, which is customer experience being delivered from the cloud, was up triple digits. And so we're very committed to that business.

As it relates to hybrid work, what we've told our teams is that we let the team decide how frequently and how valuable is it for you to be in the office together, and then they make that call. But we see a slight increase as employees are starting to want to come back to the office. And our general belief is that we're changing all our offices because we want them to be a magnet and not a mandate, and we want people to want to come back.

BRIAN SOZZI: Do you see your productivity go up as people get back in the office?

CHUCK ROBBINS: We just had a record year. So I think, I mean-- but you got to remember, we were in this mode to some extent before the pandemic. 70 plus percent of our first-line managers have at least one remote employee already. We already had 12% to 14% of our employees that worked from home full-time. Based on the job they were doing was fine to work from home. So this was not a radical new thing for us it's just a little more broad-based than it was before the pandemic.

BRIAN SOZZI: All right. Let's leave it there. I know it's busy post-earnings day for you.

CHUCK ROBBINS: Yes.

BRIAN SOZZI: Cisco chairman and CEO Chuck Robbins. Always nice to see you. Thanks for coming down.

CHUCK ROBBINS: Thanks, Brian.

BRIAN SOZZI: Appreciate it.

Thu, 17 Aug 2023 00:57:00 -0500 en-SG text/html https://sg.finance.yahoo.com/video/cisco-getting-early-wins-ai-165757641.html 300-810 exam dump and training guide direct download
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