Case 1- Telepresence Robots Support Remote Collaboration When a robot resembling a vacuum cleaner topped with...
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Case 1- "Telepresence Robots" Support Remote Collaboration When a robot resembling a vacuum cleaner topped with a computer monitor rolls by you at work, you might first think it is cleaning carpets. But if it stops to say hello, and you see a coworker's smiling face on the screen, the device is probably a "telepresence robot." Many organizations are experimenting with ways to improve collaboration for remote workers, and these robots are making a very positive contribution. The remote worker can log in to one of several wifi-connected robots the company might own and control its movements and cameras with a laptop. At meetings, the pilot can swivel the camera around to see everyone present, and the other attendees can see and hear the remote worker's face on screen. Several telepresence robots have entered the market, and more versions are expected from companies such as Vgo, Anybots, and MantaroBot. Prices are dropping, and basic models run less than $2,000. They typically have motorized wheels, a microphone, speakers, a camera that faces forward, and another camera that tilts downward so the pilot can avoid obstacles on the floor. The key ingredient for success is to make the robots easy to drive and manipulate, and also ensure they have sufficient battery power so they don't strand the remote worker in a hallway just before an important meeting. The building layout is another consideration. The robot's wheels would get stuck if there are steps, and the robot would need assistance to unlock and open doors. Reactions to Telepresence Robots The telepresence robot is a significant improvement over the speakerphone and even over stationary videoconferencing facilities. One remote worker who tried out an experimental version recalled that at first, "The general response was that it was kind of creepy." But very soon colleagues were asking him to roll by their cubicles for a chat. He insists it is far better for collaboration than prearranged video calls. When he is rolling his robot through the halls, people can approach him to start a spontaneous conversation or ask a quick question. He could also move from floor to floor... if someone pressed the elevator buttons for him. Scott Hassan, CEO of Suitable Technologies, a company that offers a telepresence robot called "Beam," thinks the devices should be simple to operate with a minimum of bells and whistles that might interfere with natural interactions. The goal is for them to lose their novelty quickly in the workplace, so coworkers can get back to work collaborating with one another. Some workers raise concerns about privacy when they imagine camera-equipped devices creeping up behind them. The robot's design, however, can help mitigate such concerns. A large screen that clearly displays the remote operator's face will probably be perceived as telepresence, but a mobile device with just a tiny camera lens would be interpreted as surveillance. You would wonder who was viewing you, and why. Human Resources Issues Talonsacom ohoto maica Human Resources Issues Telepresence robots raise numerous questions that don't fit neatly into existing labor policies or laws. For example, if a remote worker lives in Texas but pilots a robot every day in California, where should the person pay taxes? If the remote worker is in another country, does the person need a visa to work? What happens if a poor driver sends his robot down the stairs, or causes an accident? These issues become even more challenging when the robots do actual physical labor. Employees at Willow Garage were tired of doing the dishes, but the company manufactures a robot that could handle that task if it had a driver. They advertised online through Amazon Mechanical Turk, and found an anonymous Internet worker who learned how to pilot the device. However, Page 2 of 7 employees became uncomfortable with some unknown person rolling about the company's kitchen, listening to their conversations. They decided to wash their own dishes. Telepresence robots are already making a major contribution in medicine, where specialists can conduct live, virtual consultations with patients. School children who can't get to school are also using the devices to "sit" in class, ask questions, and participate in discussions. As the technology improves and prices drop, expect to see these robots in many other places. From the case study above, answer the following questions: 1. What are the benefits of telepresence robots for a company? 2. What are the limitations of telepresence robots? 3. How does the use of telepresence robots compare with traditional video conferencing? 4. In what other settings might telepresence robots be applicable? Case 2- Yahoo! Bans Telecommuting: Was It the Right Move? With gas prices soaring and traffic congestion stealing hours from every commuter's day, many companies around the world have eagerly embraced collaborative technologies and the virtual workplace. Researchers estimate that from 20 to 30 million people in the United States work at home at least one day a week, and the number continues to climb. Bucking this trend, Yahoo! decided in 2013 that employees could no longer work from home, even if they had to wait for a repairman or care for sick children. Yahoo! CEO Marissa Mayer's decision was accidentally leaked out through a memo signed by Yahoo's human resources director. The memo stated, "Speed and quality are often sacrificed when we work from home. We need to be one Yahoo!, and that starts with physically being together....To become the absolute best place to work, communication and collaboration will be important, so we need to be working side-by-side." The policy change triggered howls of protest from employees, and a firestorm erupted on social media. Twitter lit up with comments such as, "Hey Marissa, 1980 just called, they want their work environment back!" and "#Yahoo kills work flexibility and #telework options for employees. CEO is convinced it is still 1994." As the youngest woman to head a major company, and someone who was pregnant when she was appointed, Mayer became a role model to many working mothers. They found her ban on telecommuting especially irritating because she herself brought her baby to work, and installed a nursery for the infant. That perk would not be available to them, of course. Telecommuting "Pros" Employees overwhelming support telework for its flexibility, and studies often find that workers are more productive when they are allowed to work from home. The virtual workplace benefits the employee, company, and community as well. For example, employees save as much as $1,700 per year in gasoline and other car expenses, and they add many hours to their days by eliminating commutes. Expenses for clothing, restaurant lunches, parking fees, and tolls also drop. Virtual workers enjoy greater flexibility to balance work and personal lives, which appears to reduce both stress and health problems. Dealing with child and elder care responsibilities is simplified, and disabled workers also benefit. The company benefits by reducing real estate costs. And with less traffic on the roads, communities benefit by reducing congestion, pollution, accidents, and highway maintenance expenses. Among Fortune magazine's best companies to work for, several in the top 10 feature generous telework policies, including Cisco and Intel. Telework is also a helpful policy to recruit and retain top talent. Telecommuting "Cons" Despite the many benefits, Mayer is not alone in believing that telecommuting brings along some serious disadvantages, particularly for high tech companies that rely on innovation and collaboration. Twitter and Google, for instance, have no specific policy about it, but senior administrators encourage people to work at the office as much as possible to promote face-to-face collaboration. Casual, unscheduled meetings take place more freely, involving people from different departments, and that can break down barriers and spur innovation. Page 4 of 7 More face-to-face contact can also increase the speed of decision making. When a drug company switched to an "open office" layout, many decisions were made much more quickly. Workers could just meet to work out the details, rather than waste time with voice mail or email. Employees who telecommute may also suffer setbacks in their careers compared to those who work on-site. Some studies have found that telecommuters are less likely to be promoted, even if their productivity is high. Just being seen at work makes people think you're a hard worker. Will Yahoo!'s telecommuting ban be a positive move for the company? Time will tell, but the decision certainly triggered heated debates about what it means to collaborate in a 21st century workplace. From the case study above, answer the following questions: 1. What are the collaborative technologies that a company like Yahoo! would have to provide to create an effective telecommuting program? How would Yahoo increase media richness using these technologies? 2. In spite of the controversy about CEO Mayer's decision to ban telecommuting, she raises valid points that might affect Yahoo's profitability. How could each of her concerns be overcome by providing improved collaborative technologies? Which of 2. In spite of the controversy about CEO Mayer's decision to ban telecommuting, she raises valid points that might affect Yahoo's profitability. How could each of her concerns be overcome by providing improved collaborative technologies? Which of Mayer's issues would be insurmountable, if any? 3. Describe at least three human behavior challenges with telecommuting, and explain what a company like Yahoo! would have to do to overcome each of them. 4. Suppose that you become highly skilled with collaboration technologies and are a seasoned telecommuter, how would this impact your career? How would you represent these competencies and experiences to Yahoo? Case 3-Open Internet case study Dehates over how government should regulate the Internet's evolution heat up whenever anyone mentions "net neutrality." Here are the two sides of the debate: The Case for Net Neutrality This side argues that carriers selling Internet access Verizon, AT&T, and Comcast, for instance should not discriminate for or against different content providers or applications. All traffic should be routed neutrally, and the carriers should not make special deals to favor some content by giving it more bandwidth so movies will play more smoothly and web pages load faster. The Open Internet Coalition strongly supports net neutrality and includes dozens of companies that provide content over the Internet. Amazon, eBay, Google, Lending Tree, Facebook, Skype, Paypal, and Netflix are all members. The coalition also includes nonprofits that advocate for openness, such as the American Civil Liberties Union, American Library Association, and Educause. The Case Against Net Neutrality On the other side of the debate are the carriers AT&T, Verizon, Comcast, and others. They argue that incentives are needed to encourage their investment in the network infrastructure, and that their networks have to be managed to provide the best service at reasonable costs. Video downloads, in particular, hog bandwidth to the detriment of other users who just want to read the news or send email. In fact, this issue gained considerable steam when Comcast began throttling download speeds for subscribers using BitTorrent, software widely used to download movies. Comcast's move, while helpful to most customers, was a violation of net neutrality. Even though adherence to the net neutrality principle was voluntary, the Federal Communications Commission (FCC) reprimanded Comcast for what it considered an outrageous violation. Comcast sued, and the courts decided the FCC didn't actually have jurisdiction to reprimand anyone because the Commission has no authority over broadband communications. The FCC went on to establish rules supporting net neutrality anyway. To no one's surprise, the carriers objected to the FCC's rules. Verizon filed a lawsuit in 2012, arguing that the FCC went way beyond its authority when it made rules about net neutrality, as the court determined in the Comcast case. Verizon also claimed that the rules violated the company's freedom of speech by taking away their control over their own property-their networks. Whether network traffic is "speech" is an interesting question, of course. This somewhat technical topic attracts intense lobbying efforts targeting government agencies and politicians. The outcome will affect strategy for any organization with an Internet presence, and all the players have much at stake. Their members do not want the risk that carriers could disadvantage their content in favor of a competitor or make it cumbersome for customers to access their sites. All businesses that have an online presence have a lot at stake, too, customers to access their sites. All businesses that have an online presence have a lot at stake, too, and so do consumers. If the carriers can make deals with some companies so that their pages load faster, big, cash-rich companies might have another edge over small businesses. Or, if your carrier favors traffic coming from Amazon Instant Video over Netflix, you might drop your Netflix subscription. On the other hand, your own web browsing would be slower if neighbors who share your cable connection are downloading movies 24 hours a day, and the cable company can't throttle them down. The outcome of Verizon's lawsuit is an important ingredient in the Internet's future, and in the way governments treat the net's development. One outcome may be that Page 6 of 7 lawmakers decide it's time to rewrite the 1996 Telecommunications Act, which will undoubtedly spur debates for years to come. From the case study above, answer the following questions: 1. What are the strategic interests of carriers? What are the strategic interests of websites? 2. How do the interests of carriers differ from the interests of websites? What are the implications for websites from a value chain perspective? From the case study above, answer the following questions: 1. What are the strategic interests of carriers? What are the strategic interests of websites? 2. How do the interests of carriers differ from the interests of websites? What are the implications for websites from a value chain perspective? 3. What is the basis for Verizon's lawsuit against the Federal Communications Commission? Why did they claim a violation of free speech? 4. What are relevant considerations on the role government could play to resolve differences between carriers and websites? Case 1- "Telepresence Robots" Support Remote Collaboration When a robot resembling a vacuum cleaner topped with a computer monitor rolls by you at work, you might first think it is cleaning carpets. But if it stops to say hello, and you see a coworker's smiling face on the screen, the device is probably a "telepresence robot." Many organizations are experimenting with ways to improve collaboration for remote workers, and these robots are making a very positive contribution. The remote worker can log in to one of several wifi-connected robots the company might own and control its movements and cameras with a laptop. At meetings, the pilot can swivel the camera around to see everyone present, and the other attendees can see and hear the remote worker's face on screen. Several telepresence robots have entered the market, and more versions are expected from companies such as Vgo, Anybots, and MantaroBot. Prices are dropping, and basic models run less than $2,000. They typically have motorized wheels, a microphone, speakers, a camera that faces forward, and another camera that tilts downward so the pilot can avoid obstacles on the floor. The key ingredient for success is to make the robots easy to drive and manipulate, and also ensure they have sufficient battery power so they don't strand the remote worker in a hallway just before an important meeting. The building layout is another consideration. The robot's wheels would get stuck if there are steps, and the robot would need assistance to unlock and open doors. Reactions to Telepresence Robots The telepresence robot is a significant improvement over the speakerphone and even over stationary videoconferencing facilities. One remote worker who tried out an experimental version recalled that at first, "The general response was that it was kind of creepy." But very soon colleagues were asking him to roll by their cubicles for a chat. He insists it is far better for collaboration than prearranged video calls. When he is rolling his robot through the halls, people can approach him to start a spontaneous conversation or ask a quick question. He could also move from floor to floor... if someone pressed the elevator buttons for him. Scott Hassan, CEO of Suitable Technologies, a company that offers a telepresence robot called "Beam," thinks the devices should be simple to operate with a minimum of bells and whistles that might interfere with natural interactions. The goal is for them to lose their novelty quickly in the workplace, so coworkers can get back to work collaborating with one another. Some workers raise concerns about privacy when they imagine camera-equipped devices creeping up behind them. The robot's design, however, can help mitigate such concerns. A large screen that clearly displays the remote operator's face will probably be perceived as telepresence, but a mobile device with just a tiny camera lens would be interpreted as surveillance. You would wonder who was viewing you, and why. Human Resources Issues Talonsacom ohoto maica Human Resources Issues Telepresence robots raise numerous questions that don't fit neatly into existing labor policies or laws. For example, if a remote worker lives in Texas but pilots a robot every day in California, where should the person pay taxes? If the remote worker is in another country, does the person need a visa to work? What happens if a poor driver sends his robot down the stairs, or causes an accident? These issues become even more challenging when the robots do actual physical labor. Employees at Willow Garage were tired of doing the dishes, but the company manufactures a robot that could handle that task if it had a driver. They advertised online through Amazon Mechanical Turk, and found an anonymous Internet worker who learned how to pilot the device. However, Page 2 of 7 employees became uncomfortable with some unknown person rolling about the company's kitchen, listening to their conversations. They decided to wash their own dishes. Telepresence robots are already making a major contribution in medicine, where specialists can conduct live, virtual consultations with patients. School children who can't get to school are also using the devices to "sit" in class, ask questions, and participate in discussions. As the technology improves and prices drop, expect to see these robots in many other places. From the case study above, answer the following questions: 1. What are the benefits of telepresence robots for a company? 2. What are the limitations of telepresence robots? 3. How does the use of telepresence robots compare with traditional video conferencing? 4. In what other settings might telepresence robots be applicable? Case 2- Yahoo! Bans Telecommuting: Was It the Right Move? With gas prices soaring and traffic congestion stealing hours from every commuter's day, many companies around the world have eagerly embraced collaborative technologies and the virtual workplace. Researchers estimate that from 20 to 30 million people in the United States work at home at least one day a week, and the number continues to climb. Bucking this trend, Yahoo! decided in 2013 that employees could no longer work from home, even if they had to wait for a repairman or care for sick children. Yahoo! CEO Marissa Mayer's decision was accidentally leaked out through a memo signed by Yahoo's human resources director. The memo stated, "Speed and quality are often sacrificed when we work from home. We need to be one Yahoo!, and that starts with physically being together....To become the absolute best place to work, communication and collaboration will be important, so we need to be working side-by-side." The policy change triggered howls of protest from employees, and a firestorm erupted on social media. Twitter lit up with comments such as, "Hey Marissa, 1980 just called, they want their work environment back!" and "#Yahoo kills work flexibility and #telework options for employees. CEO is convinced it is still 1994." As the youngest woman to head a major company, and someone who was pregnant when she was appointed, Mayer became a role model to many working mothers. They found her ban on telecommuting especially irritating because she herself brought her baby to work, and installed a nursery for the infant. That perk would not be available to them, of course. Telecommuting "Pros" Employees overwhelming support telework for its flexibility, and studies often find that workers are more productive when they are allowed to work from home. The virtual workplace benefits the employee, company, and community as well. For example, employees save as much as $1,700 per year in gasoline and other car expenses, and they add many hours to their days by eliminating commutes. Expenses for clothing, restaurant lunches, parking fees, and tolls also drop. Virtual workers enjoy greater flexibility to balance work and personal lives, which appears to reduce both stress and health problems. Dealing with child and elder care responsibilities is simplified, and disabled workers also benefit. The company benefits by reducing real estate costs. And with less traffic on the roads, communities benefit by reducing congestion, pollution, accidents, and highway maintenance expenses. Among Fortune magazine's best companies to work for, several in the top 10 feature generous telework policies, including Cisco and Intel. Telework is also a helpful policy to recruit and retain top talent. Telecommuting "Cons" Despite the many benefits, Mayer is not alone in believing that telecommuting brings along some serious disadvantages, particularly for high tech companies that rely on innovation and collaboration. Twitter and Google, for instance, have no specific policy about it, but senior administrators encourage people to work at the office as much as possible to promote face-to-face collaboration. Casual, unscheduled meetings take place more freely, involving people from different departments, and that can break down barriers and spur innovation. Page 4 of 7 More face-to-face contact can also increase the speed of decision making. When a drug company switched to an "open office" layout, many decisions were made much more quickly. Workers could just meet to work out the details, rather than waste time with voice mail or email. Employees who telecommute may also suffer setbacks in their careers compared to those who work on-site. Some studies have found that telecommuters are less likely to be promoted, even if their productivity is high. Just being seen at work makes people think you're a hard worker. Will Yahoo!'s telecommuting ban be a positive move for the company? Time will tell, but the decision certainly triggered heated debates about what it means to collaborate in a 21st century workplace. From the case study above, answer the following questions: 1. What are the collaborative technologies that a company like Yahoo! would have to provide to create an effective telecommuting program? How would Yahoo increase media richness using these technologies? 2. In spite of the controversy about CEO Mayer's decision to ban telecommuting, she raises valid points that might affect Yahoo's profitability. How could each of her concerns be overcome by providing improved collaborative technologies? Which of 2. In spite of the controversy about CEO Mayer's decision to ban telecommuting, she raises valid points that might affect Yahoo's profitability. How could each of her concerns be overcome by providing improved collaborative technologies? Which of Mayer's issues would be insurmountable, if any? 3. Describe at least three human behavior challenges with telecommuting, and explain what a company like Yahoo! would have to do to overcome each of them. 4. Suppose that you become highly skilled with collaboration technologies and are a seasoned telecommuter, how would this impact your career? How would you represent these competencies and experiences to Yahoo? Case 3-Open Internet case study Dehates over how government should regulate the Internet's evolution heat up whenever anyone mentions "net neutrality." Here are the two sides of the debate: The Case for Net Neutrality This side argues that carriers selling Internet access Verizon, AT&T, and Comcast, for instance should not discriminate for or against different content providers or applications. All traffic should be routed neutrally, and the carriers should not make special deals to favor some content by giving it more bandwidth so movies will play more smoothly and web pages load faster. The Open Internet Coalition strongly supports net neutrality and includes dozens of companies that provide content over the Internet. Amazon, eBay, Google, Lending Tree, Facebook, Skype, Paypal, and Netflix are all members. The coalition also includes nonprofits that advocate for openness, such as the American Civil Liberties Union, American Library Association, and Educause. The Case Against Net Neutrality On the other side of the debate are the carriers AT&T, Verizon, Comcast, and others. They argue that incentives are needed to encourage their investment in the network infrastructure, and that their networks have to be managed to provide the best service at reasonable costs. Video downloads, in particular, hog bandwidth to the detriment of other users who just want to read the news or send email. In fact, this issue gained considerable steam when Comcast began throttling download speeds for subscribers using BitTorrent, software widely used to download movies. Comcast's move, while helpful to most customers, was a violation of net neutrality. Even though adherence to the net neutrality principle was voluntary, the Federal Communications Commission (FCC) reprimanded Comcast for what it considered an outrageous violation. Comcast sued, and the courts decided the FCC didn't actually have jurisdiction to reprimand anyone because the Commission has no authority over broadband communications. The FCC went on to establish rules supporting net neutrality anyway. To no one's surprise, the carriers objected to the FCC's rules. Verizon filed a lawsuit in 2012, arguing that the FCC went way beyond its authority when it made rules about net neutrality, as the court determined in the Comcast case. Verizon also claimed that the rules violated the company's freedom of speech by taking away their control over their own property-their networks. Whether network traffic is "speech" is an interesting question, of course. This somewhat technical topic attracts intense lobbying efforts targeting government agencies and politicians. The outcome will affect strategy for any organization with an Internet presence, and all the players have much at stake. Their members do not want the risk that carriers could disadvantage their content in favor of a competitor or make it cumbersome for customers to access their sites. All businesses that have an online presence have a lot at stake, too, customers to access their sites. All businesses that have an online presence have a lot at stake, too, and so do consumers. If the carriers can make deals with some companies so that their pages load faster, big, cash-rich companies might have another edge over small businesses. Or, if your carrier favors traffic coming from Amazon Instant Video over Netflix, you might drop your Netflix subscription. On the other hand, your own web browsing would be slower if neighbors who share your cable connection are downloading movies 24 hours a day, and the cable company can't throttle them down. The outcome of Verizon's lawsuit is an important ingredient in the Internet's future, and in the way governments treat the net's development. One outcome may be that Page 6 of 7 lawmakers decide it's time to rewrite the 1996 Telecommunications Act, which will undoubtedly spur debates for years to come. From the case study above, answer the following questions: 1. What are the strategic interests of carriers? What are the strategic interests of websites? 2. How do the interests of carriers differ from the interests of websites? What are the implications for websites from a value chain perspective? From the case study above, answer the following questions: 1. What are the strategic interests of carriers? What are the strategic interests of websites? 2. How do the interests of carriers differ from the interests of websites? What are the implications for websites from a value chain perspective? 3. What is the basis for Verizon's lawsuit against the Federal Communications Commission? Why did they claim a violation of free speech? 4. What are relevant considerations on the role government could play to resolve differences between carriers and websites?
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1 The benefits of telepresence robots for a company include Improved remote collaboration Telepresence robots allow remote workers to participate in meetings and other activities as if they were physi... View the full answer
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