700-651 education - Cisco Collaboration Architecture Sales Essentials Updated: 2024

Partners helping their education customers gear up for back to school now have access to Cisco Webex Classrooms, a platform with new features for instructors and students in remote and hybrid learning environments.

Just in time for the start of school, Cisco is rolling out Webex Classrooms, creating a new version of its platform designed to connect students and parents to teachers and peers.

The new, secure platform lets teachers set up online classes, schedule virtual office hours, and automate note-taking and attendance. For students, there‘s one space to view schedules, class recordings, assignments, and to communicate with classmates in real-time, regardless of location or whether they are remote or on campus, according to San Jose, Calif.-based Cisco on Tuesday.

“We‘ve learned that we have to give [customers] a flexible learning environment and an online collaboration platform so schools can do pure online, in-classroom, or hybrid learning as COVID-19 changes plans for learning spaces,” Renee Patton, Global Director, Healthcare and Education Industries at Cisco, told CRN.

[Related: Cisco CEO: 'We’ve Had 5.5B Meeting Minutes' During Coronavirus Pandemic In March]

“Cisco is really stepping up to the plate with [WebEx Classrooms] -- it‘s really built for education. In the beginning, schools had to use whatever they could find and most of those solutions were geared toward consumers. Then came all the shortcomings,” said Taki Gikakis, National Practice Director, Collaboration at Core Business Technology Solutions (Core BTS), a Cisco Gold partner with a large collaboration business in the K-12 and higher education space.

Education, said Gikakis, is the fastest-growing customer segment of the firm‘s collaboration business.

From a security perspective, Cisco Webex Classrooms let teachers “virtually lock” their classes with students and set policies, such as “lobby” waiting areas for users before admission into the virtual classroom or even blocking any more users from joining. Instructors can also hard-mute their classes for a better experience for students and to eliminate interruptions, according to Cisco.

Other features include breakout rooms that teachers can assign students for smaller group work, live transcripts that give students the option to go back and review a live lesson on their own time, and the availability of Webex Teams so that students can message, share, and whiteboard with study groups on any device.

The Cisco Webex Classrooms platform can also connect to third-party applications that schools may already have in place, such as Canvas, Moodle, and Blackboard, said Cisco.

When COVID-19 hit, sending students to learn from home, Core BTS quickly spun up about 60 Webex trials for 60 different school systems. “We had to get them going from 0-60 in one month,” Gikakis said. Now, customers “can‘t wait” for the new features that Cisco Webex Classrooms will feature that will change the way they are teaching online, including breakout rooms, the hard-muting function, and the presenter track, Gikakis said.

The presenter track feature requires Webex devices, such as a camera and speakers, that provides an optimized hybrid classroom experience for teachers and students. A camera can follow the instructor as they stand, sit, or walk around to keep the focus on the teacher as they move naturally around the classroom or their own home working environment. The presenter track will make remote students feel more engaged, and not like they are simply “spying” on their classroom in the case of a hybrid remote and in-classroom teaching setup, Gikakis said.

Cisco has also lowered the cost of Webex to make it accessible to more schools. Education organizations will only be charged per instructor and students seats are included for free, Patton said.

“Cisco has a reputation for being cost-premium, so this is an example of us saying we had to do the right thing for education and making these tools easier for teachers to adopt,” she said. ”It becomes a super compelling way to deliver online courses.”

Making Cisco Webex easier makes implementation and adoption easier for partners. It also makes the product stickier and gives partners a long-term avenue of recurring revenue, Patton said.

Cisco last month acquired BabbleLabs, Inc., a startup known for its noise removal and speech enhancement technology. Cisco‘s plan is to integrate BabbleLabs technology into Cisco Webex to help block out background noise during meetings, such as children or pet sounds, or even lawn mowers, the company said.

NORTHAMPTON, MA / ACCESSWIRE / November 28, 2023 / Cisco Systems Inc.

By Stacy Betts

As a Cisco channel leader, I recognize the importance of understanding our partners' sustainability endeavors in the Americas, as collaborative efforts and mutual support are imperative in addressing the significant sustainability challenges we confront. In this regard, I had the privilege of conducting interviews with several Cisco partners to discuss their challenges, uncover opportunities, and explore how Cisco can offer support.

Throughout these discussions, a common theme emerged: the need to bring our partners together for collaborative engagement, knowledge sharing, and in-depth conversations on building sustainable business models and offerings. The aim is to ensure not only the success of our partners but also the achievement of our mutual customers' sustainability goals.

Prioritizing sustainability is also a business imperative

A key revelation from these conversations is the recognition that prioritizing sustainability is not just an ethical choice; it's also a vital business imperative. While there may be situations where the choices between speed and convenience conflict with what is morally right, aligning our efforts with the objective of creating an inclusive and environmentally responsible future is not only ethically sound but also central to Cisco's overarching mission.

To help us share insights for the better good, the Americas partner sustainability community now convenes on a quarterly basis with a dedicated leadership team committed to helping customers realize their sustainability objectives. These gatherings provide valuable insights from Cisco leaders on the broader sustainability strategy. They also serve as a platform for introducing the latest Cisco programs and tools centered on sustainability, hosting industry and ecosystem partners to share their go-to-market strategies and offerings, discussing sustainability funding, and encouraging partners to share their own experiences and lessons learned.

Inclusive engagements

Sustainability is a concept that calls for inclusivity. It acknowledges that no single individual or group can bring about the needed changes on their own. What we require is a concerted effort that actively engages individuals empowered by organizations to create a culture of sustainability.

At Cisco, we strongly encourage everyone to engage with their local communities in ways that hold personal significance. This can take various forms, such as participating in beach cleanups, contributing to habitat restoration, supporting wildfire prevention, or engaging in organic waste and edible food recovery initiatives, among others. These efforts must address both the current sustainability challenges our planet faces today and inspire and educate future generations to carry this work forward.

Partnering for purpose

In addition, leadership plays a crucial role in driving these sustainability efforts. Leaders must lead by example, inspire others to join the cause, and ensure that everyone participates. It is a collective endeavor, and leaders must be at the forefront of the solution, making tangible commitments, both in financial terms and in the way their businesses operate, to become more sustainable entities.

At Cisco, our objective is to facilitate collaboration, create scalable solutions, and enable the sharing of best practices with partners globally. The "Partnering for Purpose" initiative aligns perfectly with Cisco's vision of an inclusive future. I'm thrilled to announce that in fiscal year 2024, Cisco will introduce sustainability offerings across our services portfolio in four key areas: Sustainable Data Centers, Smart Buildings and Workspaces, Internet of the Future, and Industry Solutions and Ecosystems.

Reducing our carbon footprint necessitates a shift in mindset, challenging us to think differently about how we design technologies, support our employees, and help our customers address challenges. For instance, through Cisco Refresh, we remanufacture and certify used network routers, switches, phones, and collaboration products, extending the value of our customers' budgets while reducing the environmental impact associated with old technology. This is a win-win solution for all parties involved.

A Commitment to Sustainability

My aspiration is for all of us to lead happy, healthy lives and enjoy our planet in a way that ensures future generations can do the same. As a leader, I encourage others to integrate sustainable practices into every facet of their lives and endeavors. Building a culture of sustainability requires the commitment of all individuals to make choices today that will protect us from bearing the consequences of poor decisions tomorrow. Whether it's protecting our oceans, nurturing emerging leaders, or running our businesses in a manner that safeguards the future, sustainability is a shared endeavor that benefits us all.

To learn more about what commitments Cisco has made to ensure a better tomorrow, read our 2022 Cisco Purpose Report.

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In a groundbreaking development poised to reshape the Indian IT industry, Cisco, a leading global technology company, has established a transformative partnership with edForce, a pioneering force in workforce skilling. This strategic collaboration signals the onset of a revolutionary era in upskilling, poised to redefine the landscape of education and learning in India. Ravi Kaklasaria, the dynamic Co-founder and CEO of edForce, expresses his excitement, stating, "This partnership with Cisco is a game-changer for edForce. We are on a mission to empower Indian professionals with globally recognized certifications and skills. Get ready for a learning revolution!".

With an impressive record-breaking revenue of nearly $57 billion, marking an 11% YoY growth, Cisco is leveraging its unparalleled expertise in Networking, Security, Collaboration, Data Center, and the Internet of Things to empower the Indian subcontinent through this strategic partnership. The impact of Cisco's learning products is evident, with over 95% of companies reporting a significant boost in efficiency. This collaboration with edForce sets a new benchmark in IT upskilling, offering more than just courses; it provides an immersive journey supported by top-tier instructors, certifications, and hands-on labs. Positioned as a potential revolution, it lays the foundation for organizations and professionals not just to adapt but to thrive in the evolving digital landscape.

In the dynamic landscape of IT, this collaboration stands as the guiding beacon propelling India's workforce towards global excellence. As witnessed with AXELOS PeopleCert's introduction of certifications through edForce, the Cisco-edForce partnership marks the crescendo of a transformative journey--a symphony of innovation and learning echoing beyond borders. Just as with esteemed partners like AWS, Microsoft, and others, edForce emerges as a disruptive force, poised to reshape and reinvent the Indian IT industry. With a trajectory marked by exponential growth and world-class partnerships, edForce is not just entering the arena; it's defining a new era with unparalleled vigor and vision. 

• The milestone coincides with the launch of Cisco’s annual Purpose Report, providing updates on its ESG and social impact progress through fiscal year 2023.
• Delivering impact locally, Cisco’s Country Digital Acceleration program is running in collaboration with the UAE’s Artificial Intelligence, Digital Economy and Remote Work Applications Office.
• Through Cisco Networking Academy, more than 105,000 learners in the UAE have gained IT skills to transform their careers.

DUBAI, UAE — One year ahead of schedule, Cisco has surpassed its goal to make a real, tangible difference in the lives of one billion people, leveraging a powerful combination of technology and people, backed by its purpose to power an inclusive future for all.

To achieve its goal of positively impacting one billion people by 2025, Cisco invested in nonprofits through its Social Impact grants and Networking Academy to help them develop and scale technology-based solutions for the critical challenges facing communities around the world. Cisco also worked with local and national governments, including the UAE, to empower communities with IT skills, helping develop the workforce of the future and fostering digital inclusion – all measured by a rigorous tracking methodology.

“Through collaboration with national leadership, industry and nonprofit partners, as well as the dedication of our people, we are proud to celebrate impacting more than one billion lives globally. We will continue to leverage the power of technology and partnerships in the UAE and across countries around the world deliver a secure, connected and inclusive future for all,” said Reem Asaad, Vice President, Cisco Middle East and Africa.

Cisco’s Country Digital Acceleration (CDA) program is a long-term partnership with national leadership, industry and academia to stimulate innovation, grow GDP and expand job creation. In the UAE, the CDA program was launched in 2018 and has since recorded over 20 completed digitization projects across industries such as healthcare, tourism, transportation, education, retail and more.

Cisco renewed its commitment in 2022 – signing a collaboration framework with the UAE’s Minister of State for Artificial Intelligence, Digital Economy and Remote Work Applications Office – expanding their collective impact. The current initiative focuses on areas including sustainability, cybersecurity, talent development, SME empowerment and digital infrastructure.

In the same year, Cisco collaborated with the UAE Coders HQ to establish the ‘Sibaq Lahja’ program – aiming to equip young coders and software engineers with the skills required to develop and deploy AI solutions in the realm of Arabic Natural Language Processing (NLP).

In 2023, Cisco has also collaborated with the UAE’s Ministry of Economy on a digitization initiative that provides entrepreneurs with access to innovation labs, technical expertise, and business development opportunities. This initiative seeks to help boost the growth of small and medium enterprises (SMEs) in the country.

In light of ongoing advancements with generative artificial intelligence (Gen AI), and evolving cybersecurity threat that comes with the technology, the World Economic Forum (WEF) estimates that half the global labor force may need reskilling over the next two years, and 1.1 billion jobs will be transformed by technology in the coming decade.

In addition, there is the assessment that three million cybersecurity experts are needed to support the current global economy, signifying the imminent importance for initiatives like the Cisco Networking Academy – one of the longest standing IT-skills-to-jobs programs in the world.

Since the inception of Cisco Networking Academy in the UAE (in 1999), more than 105,000 learners have received IT skills training in-country, with a strong 45% female participation rate. This includes over 12,000 learners in Cisco’s 2023 fiscal year alone, participating via 38 academies across the Emirates. 

95% of students surveyed globally* cite the Academy’s impact in helping them attain a job or further education opportunities. This year, Cisco announced its goal to train 10 million people in digital and cybersecurity skills, over the next 10 years, across Europe, the Middle East, and Africa (EMEA).

Annual Purpose Report Released

This announcement accompanies the release of Cisco’s annual Purpose Report, which details its latest impact, goals, and progress on ESG topics, including environmental sustainability, social impact, digital access, philanthropy, supply chain, security and privacy, and diversity, equity, and inclusion. 

Learn more: cisco.com/go/esg-hub   

*Based on student outcome surveys of students participating in Cisco certification courses between fiscal 2005 (when exit surveys began) and fiscal 2023

About Cisco 

Cisco (NASDAQ: CSCO) is the worldwide technology leader that securely connects everything to make anything possible. Our purpose is to power an inclusive future for all by helping our customers reimagine their applications, power hybrid work, secure their enterprise, transform their infrastructure, and meet their sustainability goals. Discover more on The Newsroom and follow us on X at @Cisco.

Cisco and the Cisco logo are trademarks or registered trademarks of Cisco and/or its affiliates in the U.S. and other countries. A listing of Cisco's trademarks can be found at www.cisco.com/go/trademarks. Third-party trademarks mentioned are the property of their respective owners. The use of the word partner does not imply a partnership relationship between Cisco and any other company.

We released our annual Purpose Report, which reflects and celebrates the past year’s work towards Powering an Inclusive Future for All—the progress we’ve made against our goals, and the people and lives we’ve touched. The report explores the theme, The Power of Purpose, because we recognize that when we intersect our business, technology, and a network of partners together with our purpose, we create a powerful force for lasting change. And we have some incredible examples from this year, including the announcement that we achieved our goal of positively impacting 1 billion lives, and did so over a year early!

For many years, the purpose of our Purpose Report has been to look back. But we must also look ahead.

Any company looking to successfully execute their business strategy must consider the changing terrain, identify upcoming challenges and trends, and anticipate how to best meet evolving requirements. The same is true for purpose. This year’s Purpose Report begins to explore the landscape, and where we see opportunities for Purpose to grow.

Our biggest challenges are interconnected and interdependent

The past several years brought us all unprecedented challenges, and a world more prone to polarization than before. But instead of binary questions and issues, a more multipolar world has emerged, requiring us to operate with more nuance and greater context than ever. In this context one thing is clear—we are more interconnected and interdependent than ever.

Our lives and futures are linked by our shared dependence on our planet and its environments. We have a global responsibility to solve the climate crisis together. We see the growth of an increasingly digital and global economy, keeping us connected through ecosystems of financial interdependence. And as we learned in the recent pandemic, our collective health is also inextricably linked.

Global crises also continue to grow increasingly interconnected­­––and the consequences disproportionately fall on vulnerable communities. Developing nations who often contribute the least to climate change bear the brunt of its impact. And due to a lack of infrastructure and technological advancement, they are often the least equipped to respond to natural disasters. While the digital economy continues to grow, 2.6 billion people remain unconnected, denying them access to the opportunities and resources available. The consequences of each crisis exacerbate others­­—access to education is disrupted, progress for women and girls is set back, and extreme poverty rates rise.

Pursuing our Purpose can and must be the glue that brings us together to meet this moment and address these complex, interconnected issues. The question we must continue to ask as we look ahead is, how?

This year’s report reflects on how—how we achieved our goal of positively impacting 1 billion lives, how the private sector can work in new ways to address critical issues facing our societies, and how we can apply lessons from the past to build resilience in our communities for the future.

Where do we go from here?

There is no doubt that the path forward for business in a multipolar world isn’t entirely clear. There is significant work ahead to address risks in supply chains and manufacturing, and complex questions on how to best navigate a shifting geopolitical terrain. But should these challenges and uncertainties also apply to Purpose?

I don’t think so. In fact, in this moment when many are shying away from a global mindset and approach, our Purpose work proceeds by pursuing what is most meaningful, regardless if that is at the local or global level. Purpose can flex. It operates in a lane that is valued around the world, giving all of us who do this work the space to create and iterate, to sway and pivot, and find our rhythm. And when we do, pursuing our Purpose holds the door open for economic initiatives.

As we close the year in which we reached a goal of positively impacting one billion people, I’m looking ahead and considering the next goal we’ll set for ourselves. We are stronger with our partners by our side—an ecosystem focused on driving impact. We’ll continue to do this if we integrate the lessons of the past and take a new approach in the days and years ahead. I hope you’ll join us on this journey and read about our impact this year, and my reflections on what’s next, in our FY23 Purpose Report. Together, we can do good for our communities, good for our businesses, and good for all.

Read the full Cisco FY23 Purpose Report

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“[Cisco] can‘t stop. They need to not just try to catch up, but to do the next new thing and come up with the new technologies. What is Zoom not doing, and what could they be doing, is where they need to go,” one partner told CRN about Cisco’s Webex strategy.

Cisco Systems has rolled out more than 800 new features and capabilities in the last nine months alone to its flagship collaboration platform, Webex. The influx of innovation aimed at boosting meeting productivity, regardless of the end user’s location, proves that the tech giant remains committed to beating arguably its biggest rival: Zoom Video Communications.

It’s Cisco’s focus on quickly pushing from beta to production features that customers are asking for and building strong integrations between the software-based Webex platform and the vendor’s voice and video hardware that is helping Cisco claw back mindshare with customers, said Derek Ody, collaboration practice director for Aspire Technology Partners, a Cisco Gold partner.

“Webex has gone from stodgy to cutting edge in about 18 months and they‘re just going to keep pushing over the next six to eighteen months with acquisitions and bringing out the features that people want,” Ody said. “They’re pivoting from the Fortune 100 enterprise-only kind of feature set to what everybody needs, not just the biggest companies in the world.”

[Related: Cisco Webex Gets New Packaging And Up To 40-Percent Price Reduction]

Aspire Technology Partners, an Eatontown, N.J.-based solution provider, has migrated several customers off of competing collaboration systems in favor of Webex over the last year. One such client was an education customer that needed a messaging and videoconferencing solution at the start of the COVID-19 pandemic that could handle all classes going remote, said Salina Neuhaus, customer success manager for Aspire.

Together with Cisco, Aspire not only provided a solution to the customer right away, but the firm then provided training for their end users for Webex Meetings, Neuhaus said. “We also allow for open, continuous collaboration through Webex Messaging and provided continuous updates and new feature sets that allow them to use and engage with the solution,” she said. “We kind of knocked the other competition out.”

Cisco this month announced it was lowering the cost of its new Webex Suite, a packaged Webex offering that includes Meetings, Events, Calling and Messaging. By purchasing the all-inclusive Webex Suite, which can include software and hardware, customers can save up to 40 percent off the price of buying Webex pieces al la carte, Kristyn Hogan, head of collaboration partner sales for Cisco, told CRN.

The new features and more competitive pricing, coupled with Cisco’s investments in collaboration over the last nearly 20 years, shows that Cisco is dedicated to their collaboration business, said Larry Metzger, collaboration practice director for Trace3, an Irvine, Calif.-based solution provider that partners with Cisco and Zoom.

“I think it’s really about reasserting themselves as being that forefront leader and technology company,” Metzger said. “If they didn’t do some of this, they would lose out to others. Zoom would take over and potentially be a leader and own more of the industry.”

Zoom jumped to top-of-mind for many customers in the early days of the pandemic because of its focus on ease of use and “fun” features that business users -- just like consumers -- wanted, Metzger said. Zoom was first out of the gate with features like virtual backgrounds and emojis.

“I’m not kidding. I had a customer that seriously complained about the lack of emojis. Who would have thought that a business user cared? I was blown away,” he said. “But that’s the end-user marketplace, and Zoom was catering to that sort of a marketplace.”

Cisco, for its part, has spent the last year remedying that, partners said. “Cisco is now saying: ‘Okay, how do we take what these people want to use personally and apply it to our business application?’” Metzger said.

Cisco didn’t realize the consumer impact that Zoom was making in the video space until the pandemic, said Brandon Echele, collaboration practice lead for Cisco and Zoom partner WWT.

“As everybody started to go home and they started to use videoconferencing for their kids’ schools, or to talk with family members, I think people realized that conferencing doesn’t have to be so rigid,” he said.

But Cisco has really started to shine in the Webex feature department this year, Echele added. “What really excites us is they are taking the time and the expense to rebrand and freshen that image that it was the old way to conference.”

Another big difference between the two rivals, partners say, is Cisco’s robust channel ecosystem it uses as an external sales force of thousands. Cisco does more than 85 percent of its business through partners compared to San Jose, Calif.-based Zoom, which brings in about 10 percent of its business through the channel, Zoom told CRN.

“[Cisco’s] partners are an enormous extension of their own Salesforce. They also allow Cisco to gather a lot of diverse customer scenarios and feedback because the customer spread that Cisco’s collaboration partners cover is vast -- government, public sector education, and Fortune 100 -- I think that’s really helpful for them to have that insight,” Echele said.

During the tech giant's most recent fiscal quarter, which ended May 1, Cisco’s applications business posted record-breaking financials. The segment, which includes Cisco’s videoconferencing and collaboration portfolio, increased 5 percent year over year to $1.42 billion in revenue. The company doesn’t break out Webex revenues specifically, but Cisco CFO R. Scott Herren said during the May 19 earnings call that Cisco continues to see double-digit Webex growth driven by product innovations and the value the platform brings to remote working.

Cisco’s Webex portfolio has come a long way -- especially since last September when the company ramped up development -- but Cisco can’t rest on its laurels now, Trace3’s Metzger said.

“They can’t stop. They need to not just try to catch up, but to do the next new thing and come up with the new technologies. What is Zoom not doing, and what could they [Cisco] be doing, is where they need to go,” he said.

Cisco has been heads-down focused on developing Webex, whether it‘s through new homegrown features or via acquisitions for new capabilities, like noise cancellation or attendee engagement.

“I really believe this is a mind shift in that business unit,” WWT’s Echele said. “They’re not content with the market share they have today.”

Rapid use of Generative AI, the emergence of a new blended workforce of humans and digital workers, and increasing employee fear of being obsolete (FOBO), together prove what Intel co-founder Gordon Moore (and the author of Moore’s Law) said, at any given point in time, “change has never been this fast and will never be this slow ever again.”

Resiliency, agility, and adopting a “test and learn approach” will mark the winning strategies for 2024.

As I have done in in 2016, 2017, 2018, 2019, 2020, 2021, 2022, and 2023, here is my countdown of what you should include on your HR roadmap for 2024.

1. Generative AI Will Be Your New Work Buddy

In 2024, Generative AI will shake up how we think about what work we do and what we delegate to our new “work buddy.” This will be the year of specialized AI powered assistants working side by side with humans. Teachers will get a copilot for homework grading, such as Class Companion. Architects will get an AI assistant for design, SketchPro, and online learners studying at Kahn Academy will be able to access Kahnmigo to aid in brainstorming helping them to become better writers and learners while decreasing a teacher’s administrative workload.

Walmart launched one of the largest AI powered work buddies, called My Assistant, an AI powered app to help Walmart’s 50,000 corporate employees be more productive in summarizing long documents, creating new content, and taking over routine tasks that humans did in the past. Microsoft’s Co-Pilot, soon to launch, will integrate generative AI into Microsoft 365, allowing workers to perform at a much higher level. Jared Spataro, Microsoft Corporate Vice President, believes Microsoft Co-Pilot will transform meetings from a point in time and place to a knowledge object. This means employees working with Microsoft Co-Pilot will not only be able to create a summary of the meeting, but also use Co-Pilot to query the group’s sentiment on the meeting topic, the dissenting opinions, who the key dissenters were, and the agreed-to next steps. While these AI powered work buddies can boost efficiency and performance, it will be up to humans to have a strategy to capitalize on their potential.

2. Generative AI Will Impact How Managers Lead

Generative AI has evolved to one of the fastest adopted technologies, with nearly 200 million users of ChatGPT since it launched on November 30, 2022. Business and HR leaders are struggling with how to keep pace with rapid adoption in the workplace. The impact on managers is not simply in training employees on how to use Generative AI, but also in helping managers lead teams of humans and digital workers. Morgan Stanley estimates Generative AI technologies will likely affect a quarter of all occupations that exist today, and this will rise to 44% within three years. To address this, companies and education providers need to provide training on how to use Generative AI. Within the next three years, this will translate into a $16 billion market for re-skilling workers displaced by Generative AI.

As Generative AI becomes increasingly adept at problem solving, it will be up to managers to get better at problem finding. Managers will be working side-by-side with their human and digital teams to foster a culture of continuous learning while leaning into their uniquely human skills, such as relationship building, communications, and collaboration. One thing is certain: Generative AI will drive organizational change, impact workflows, automate some jobs, and create new ones. But it will always be humans augmented by machines that will create innovation.

3. The Fear of Obsolescence Will Force Companies to Increase Spending in Career Development & Mobility

While employers see the promise of increased productivity using Generative AI, a recent survey by EY reports that 75% of employees are concerned AI will make certain jobs obsolete, and two-thirds say they fear AI will replace their job. This fear of being obsolete is causing employees to seek out training in using Generative AI and acquiring new skills to better deal with their fears. PwC announced a $1 billion investment in training its workers on AI with courses on syllabus such as the ethics of AI, responsible use of AI, and how to create AI prompts to generate the best results. Their goal is to engage 75,000 U.S. PwC employees to both enroll and complete these courses.

In addition to training employees on how to use Generative AI, there is an explosion of new internal talent marketplaces as companies continue to find it difficult to successfully recruit external talent. Internal talent marketplaces have become the de facto way companies connect employees with internal career opportunities and resources to grow in their careers. For example, Grow at Key is KeyBank’s AI powered employee-led, and manager supported talent platform to support internal talent mobility. Launched with the vision that every employee can be the CEO of her own career, Grow at Key provides a range of resources, from matching employees to new job roles to accessing mentoring, coaching, and stretch assignments. To date, there has been a 60% increase in employees engaging in training programs and one in three KeyBank employees have enrolled in an Investing in My Development session to prepare them for understanding how to better manage their careers.

4. Hybrid Work Environments Are Good for Business

Companies need to stop debating the merits of hybrid work and realize this is the new way of working for many knowledge workers as we enter 2024. An ADP survey of 32,000 workers reports that 64% of workers would consider quitting if asked to return to the office full time. Recent research shows companies that allow choice and a remote first/hybrid work environment have revenue growth four times faster than their peers who are more stringent about office attendance. This research conducted by Boston Consulting Group and Scoop Technologies Inc. among 554 public companies employing 26.7 million people, found that “fully flexible” firms — which are either completely remote or allow employees to choose when they come to an office — increased sales 21% between 2020 and 2022, on an industry-adjusted basis. The better growth rates for more remote-friendly companies reflects their ability to hire faster and from a wider geographic area, along with higher rates of employee retention.

As hybrid work becomes the norm, leaders must have a plan to combat proximity bias, or the phenomenon of favoring in-person workers for career development, mentoring, and stretch assignments at the expense of those who work remotely. Hybrid work environments “work” when leaders ensure they are equitable for all and grant autonomy for individual leaders to determine when and where work happens, rather than follow a CEO mandate. Leaders must remember presence in the office does not equate to performance, so they need to shift from “managing by walking around,” to “managing by connecting across geographies.”

5. The Workforce Is a Blend of Full-time Employees, Part-Timers, Contingent Workers, and Digital Workers

Remember when the blended workforce was simply a distinction between full-time workers and part-time workers. Today’s work now gets accomplished by a blend of full-time workers, part-timers, teams of contractors, contingent workers, and digital workers, the later designed to augment some tasks of human labor. In fact, Statista reports a growth in all sectors except full-time workers, with part-timers (growing from 20 million in 1990 to 26 million in 2022) and contingent workers forecast to be half of the US workforce by 2027.

This blended workforce is not a new concept; it’s been around for decades. What’s different now is that a greater percentage of key jobs are performed by contingent workers. Overall, we are starting to see upwards of 30% to 50% of a global organization’s total workforce composed of contingent workers. MIT Sloan Management Review reported that the Novartis workforce includes 110,000 full time employees plus 50,000 contractors and temporary workers. Cisco has 83,000 full time employees and 50,000 plus contingent workers of various types. This new workforce ecosystem requires a new set of management practices, and leadership approaches, especially as 81% of companies in a recent HBR Analytical Services survey report that contingent workers are important to their organization, but only 38% say that their organization is effective at managing them.

Leaders will need to acknowledge they will have more types of contributors—human and digital, full time, part time and contingent—that must seamlessly work together. What is needed is a total workforce strategy where HR plays a central role in coordinating all the cross-functional disciplines that hire internal and external workers.

6. The Four Day Work Week is Desired by Both Front-line and Knowledge Workers

Many of the assumptions we have about how we work, when we work, the needs of our workers, the demographics of the workforce, and where we work have been changed forever. One of the major changes, as we move into 2024, is our assumptions about a five-day work week. All workers, including both frontline and knowledge workers, want flexibility in when they work. Research conducted among 1,301 workers found 41% of both front-line workers and knowledge workers want flexibility in when they work, and 56% of front-line workers and 69% of knowledge workers want the ability to opt for a 4-day work week with no pay reduction.

As I wrote in my Forbes column, the UK four-day work week pilot was conducted among 61 companies and found 56% intend to continue trying the four-day week citing benefits of increased productivity and decreased employee attrition. These UK companies adopted the 80-100-100 model of flexible working: a drop in hours to 80% of their standard work week, while retaining 100% pay and 100% productivity.

Experiments on a shortened work week are also occurring in the US. For example, several Chick-Fil-A stores are allowing front-line workers the opportunity to work 13 hour shifts for three consecutive days with full pay. The results so far have been increased retention while maintaining customer service efficiencies.

However, it’s important to remember the three- or four-day work week is not a one size fits all solution. Companies should adopt a “test and learn approach,” focusing on the type and magnitude of changes required to allow for a shortened work week, the level of employee and manager training needed, and the type of well-being support required for new ways of working.

7. Cognitive Skills Will Increase in Importance as Generative AI Gains Traction

The World Economic Forum estimates that 44% of a workers’ core skills are expected to change in the next five years. While there are endless lists of the most important skills for the future, World Economic Forum identifies five core skills that will increase in importance in the next five years. This are shown in Figure 1 as:

Cognitive skills are growing in importance, reflecting the increased demand for creative and analytical thinking in the age of AI. This combined with technological literacy, the third fastest growing skill along with the skills of resilience, flexibility, curiosity, and lifelong learning are evidence that leaders will continue to emphasize a culture of lifelong learning. As Generative AI gains traction, one skill I see that is foundational to all of them is the ability to be digitally curious, meaning seeking out and using new and emerging digital technologies to enhance one’s cognitive skills. I think about the past few years where some of the new technologies I have used include Mural, an online visual collaborative tool, StreamYard, a live streaming studio, and ChatGPT 4.0 and Pictory, to create a new video entitled, Flexible Work for All. This is the start of building my digital curiosity muscle, trying out these platforms and seeing what they might mean for enhancing my work.

8. Holistic Financial Well-being Is The Must Have Benefit for 2024

Financial well-being among workers is eroding. LendingClub reports 61% of American workers live paycheck to paycheck and lack a core set of financial literacy skills, and over half of workers earning $100,000 are living paycheck to paycheck.

Unifi, a leader in aviation services with more than 23,000 employees, became aware of this two years ago and created a new offering for frontline workers to access their earned wages on-demand. Since then, this has grown beyond early access to wages to a holistic financial well-being offering with almost 20% frontline workforce enrolled and taking advantage of free services including anonymous financial coaching and customizable saving plans. Dr. Archana Arcot, Chief People Officer at Unifi, believes that, “the major driver of this program is to relieve an employee’s financial stress and make financial wellness part of their everyday life.”

MetLife reports nearly half of workers surveyed cited financial concerns as the cause of poorer mental health. To address this, Unifi adopted a Goal Based Savings program which resulted in the company moving to the top 1% with a total amount saved of $10,000+ YTD, as reported by Payactiv. By offering holistic financial well-being programs, companies like Unifi can not only enhance their employee experience but build financial wellness into their employer value proposition and be better able to attract talent in a tight labor market.

9. The Sexy C-Suite Job For 2024 Is Chief Artificial Intelligence Officer

While we have seen a myriad of new C-suite job roles in the past decade—from Chief Medical Officer to Chief Ethics Officer—the Chief Artificial Intelligence Officer is coming at a time when organizations are looking for guidance with how to create guidelines and policies for safe and ethical use of generative AI in the workplace. LinkedIn reports 44% globally and 57% in the U.S. say their organizations don’t have policy guidelines or training for how to use these new tools at work.

Organizations are starting to appoint a new C-suite player to lead this effort. Research from Foundry, an IDG company, finds 11% of mid-size to large organizations already have an individual with the role of Chief Artificial Intelligence Officer and another 21% of organizations are actively seeking such a person for this role. This role is growing in importance as business leaders develop an AI strategy, create governance practices, and engage cross functional leaders in safe, ethical, and responsible use of generative AI.

A new Wavestone survey of Data and AI leaders found 61.7% report the responsibility for Generative AI is currently part of the Chief Data Officer (CDO) remit. But a growing number of organizations are creating a new role, the Chief Artificial Intelligence Officer (CAIO) to oversee AI developments for their organization. “This will be very much a focus during 2024,” says Randy Bean, Innovation Fellow at Wavestone.

10. An Organization’s Sustainability Record Will Attract and Retain Talent

As the talent marketplace continues to be competitive, climate change and sustainability has become one of the defining challenges for current and future generations. A growing number of publicly traded companies, such as Alphabet, Apple, Cisco, and PayPal, have created sustainability annual reports with Alphabet committing its entire $5.57B Sustainability Bond to support environmentally and socially responsible projects such as clean energy, clean transportation, and circular economy design.

A company’s sustainability record is proving to make a difference in talent acquisition and retention. Research by IBM Institute for Business Value, found 70% of workers and those in the job market, are drawn to environmentally sustainable employers. And almost half of these workers said they would take a lower salary to work for environmentally and socially responsible organizations. Gartner predicts employers will respond by promoting climate change protections, such as offering employees shelter during natural disasters, as part of employee benefit offerings.

In addition, a growing number of universities are building ambitious goals to integrate sustainability into their curriculum, campus operations, and endowment. The University of Toronto, placing first out of 1,400 universities in environmental and social impact, is making headway to de-carbonize its campus by 2050, developing new energy efficient student centers, and committing to climate responsible construction.

The Global Business School Network, a network of 150 global business schools in 50 countries, has several new initiatives for universities to share sustainability “next practices.” While companies and universities are each addressing sustainability, I see the need for greater collaboration among them, as both employees and students weigh the environmental impact of their employer and university. Sustainability is both a business and educational issue requiring joint corporate and university solutions.

What’s important to you as you reflect on your 2024 HR Playbook?

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EZO, a leading cloud-based asset management software provider, today announced a partnership between AssetSonar, an industry leading IT Asset Management (ITAM) solution, with Cisco Meraki – a collaboration set to redefine the landscape of network asset management. This strategic alliance is poised to offer unparalleled advantages to businesses across various sectors, solidifying AssetSonar's commitment to innovation, efficiency, and scalability.

This partnership brings together the strengths of AssetSonar's complete asset lifecycle management and Cisco Meraki's cutting-edge network management capabilities. By seamlessly integrating the two solutions, AssetSonar enhances its offerings, catering to the evolving needs of diverse industries and potential expansion of its customer base to include more premium enterprise clients.

EZO's AssetSonar is designed to streamline and simplify the management of hardware, software, and network assets throughout their lifecycle. By offering comprehensive asset tracking, automated workflows, and real-time visibility, AssetSonar empowers organizations to optimize their IT resources and enhance operational efficiency.

"Our partnership with Cisco Meraki is a pivotal moment for AssetSonar. By aligning ourselves with a global leader like Cisco, we aim to simplify processes for IT teams, providing them with robust solutions that address key business challenges – from consolidation of IT inventory to serving as a single source of truth for organizations," said Syed Ali, founder and CEO, EZO. "This collaboration not only signifies our commitment to innovation but also underscores our dedication to offering comprehensive, efficient, and secure solutions for our clients."

The coming together of these two technology solutions is a stride toward excellence in IT asset management, particularly for industries embracing hybrid work policies, boasting multiple locations, and emphasizing sustainability and scalable growth. Medium to large companies across sectors such as higher education, healthcare, local and state governments, financial services, and hospitality are set to benefit from the centralized management and monitoring capabilities offered by Cisco Meraki coupled with AssetSonar's complete asset lifecycle management.

Working together, these technologies will help address many common business challenges, including inaccurate inventory databases, scalability bottlenecks, hardware degradation, and lack of visibility. Key business benefits include asset discovery and classification, firmware updates for all devices, zero-touch software distribution, endpoint detection and response (EDR), and role-based access control.

AssetSonar's integration with Cisco Meraki will also help empower IT teams across these industries, providing them with a 360-degree view by consolidating software, hardware, and network assets in one central platform.

This collaboration enables organizations to Excellerate asset management and reduce redundancy, streamline IT workflows through automation, ensure compliance with IT policies and regulations and save time and enhance productivity through efficient asset tracking. It also provides users with the following:

A centralized view of IT infrastructure: Automated discovery and categorization of all software, hardware, and network devices, leading to time-saving, and updated information in your central ITAM solution.
Ensures network uptime by implementing proactive maintenance: Meraki allows monitoring and managing of your network infrastructure and AssetSonar helps ensure that all components of infrastructure are always up and running by scheduling periodic maintenance.
Software asset management: AssetSonar discovers all in-premise and cloud software from all organizations and networks, and enables IT teams to have better visibility into usage and compliance.
Asset lifecycle management: AssetSonar leverages real-time device data from Meraki to oversee and manage every asset lifecycle management stage, from procurement to retirement and everything in between.

"The seamless integration of Cisco Meraki with AssetSonar aims to save time and Excellerate efficiency by providing real-time visibility and control over network-connected devices," added Ali. "It enables IT teams to import IT assets – mainly computer devices and mobile and network devices – into AssetSonar, allowing IT teams to track, manage, and streamline workflows.

For more information about AssetSonar, please click here.

About EZO

EZO was founded in 2011 with a mission to build easy-to-use yet powerful cloud-based operations solutions for organizations worldwide. Our team is passionate about delivering consistently amazing user experiences with best-in-class functionality and enterprise scalability. EZO's products help thousands of organizations around the globe streamline operations in many key areas, including physical asset management with EZOfficeInventory, IT asset management with AssetSonar, equipment maintenance management with EZO CMMS and rental business management with EZRentOut. For more information, visit www.ezo.io

NORTHAMPTON, MA / ACCESSWIRE / November 28, 2023 / Cisco Systems Inc.

By Stacy Betts

As a Cisco channel leader, I recognize the importance of understanding our partners' sustainability endeavors in the Americas, as collaborative efforts and mutual support are imperative in addressing the significant sustainability challenges we confront. In this regard, I had the privilege of conducting interviews with several Cisco partners to discuss their challenges, uncover opportunities, and explore how Cisco can offer support.

Throughout these discussions, a common theme emerged: the need to bring our partners together for collaborative engagement, knowledge sharing, and in-depth conversations on building sustainable business models and offerings. The aim is to ensure not only the success of our partners but also the achievement of our mutual customers' sustainability goals.

Prioritizing sustainability is also a business imperative

A key revelation from these conversations is the recognition that prioritizing sustainability is not just an ethical choice; it's also a vital business imperative. While there may be situations where the choices between speed and convenience conflict with what is morally right, aligning our efforts with the objective of creating an inclusive and environmentally responsible future is not only ethically sound but also central to Cisco's overarching mission.

To help us share insights for the better good, the Americas partner sustainability community now convenes on a quarterly basis with a dedicated leadership team committed to helping customers realize their sustainability objectives. These gatherings provide valuable insights from Cisco leaders on the broader sustainability strategy. They also serve as a platform for introducing the latest Cisco programs and tools centered on sustainability, hosting industry and ecosystem partners to share their go-to-market strategies and offerings, discussing sustainability funding, and encouraging partners to share their own experiences and lessons learned.

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Inclusive engagements

Sustainability is a concept that calls for inclusivity. It acknowledges that no single individual or group can bring about the needed changes on their own. What we require is a concerted effort that actively engages individuals empowered by organizations to create a culture of sustainability.

At Cisco, we strongly encourage everyone to engage with their local communities in ways that hold personal significance. This can take various forms, such as participating in beach cleanups, contributing to habitat restoration, supporting wildfire prevention, or engaging in organic waste and edible food recovery initiatives, among others. These efforts must address both the current sustainability challenges our planet faces today and inspire and educate future generations to carry this work forward.

Partnering for purpose

In addition, leadership plays a crucial role in driving these sustainability efforts. Leaders must lead by example, inspire others to join the cause, and ensure that everyone participates. It is a collective endeavor, and leaders must be at the forefront of the solution, making tangible commitments, both in financial terms and in the way their businesses operate, to become more sustainable entities.

At Cisco, our objective is to facilitate collaboration, create scalable solutions, and enable the sharing of best practices with partners globally. The "Partnering for Purpose" initiative aligns perfectly with Cisco's vision of an inclusive future. I'm thrilled to announce that in fiscal year 2024, Cisco will introduce sustainability offerings across our services portfolio in four key areas: Sustainable Data Centers, Smart Buildings and Workspaces, Internet of the Future, and Industry Solutions and Ecosystems.

Reducing our carbon footprint necessitates a shift in mindset, challenging us to think differently about how we design technologies, support our employees, and help our customers address challenges. For instance, through Cisco Refresh, we remanufacture and certify used network routers, switches, phones, and collaboration products, extending the value of our customers' budgets while reducing the environmental impact associated with old technology. This is a win-win solution for all parties involved.

A Commitment to Sustainability

My aspiration is for all of us to lead happy, healthy lives and enjoy our planet in a way that ensures future generations can do the same. As a leader, I encourage others to integrate sustainable practices into every facet of their lives and endeavors. Building a culture of sustainability requires the commitment of all individuals to make choices today that will protect us from bearing the consequences of poor decisions tomorrow. Whether it's protecting our oceans, nurturing emerging leaders, or running our businesses in a manner that safeguards the future, sustainability is a shared endeavor that benefits us all.

To learn more about what commitments Cisco has made to ensure a better tomorrow, read our 2022 Cisco Purpose Report.

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