IT: how the BlueJeans network reconnected a sportswear manufacturer


Here is the last article of a short story eWEEK series of features called computer science, in which we take a look at what is really happening at the intersection of next-generation and legacy computer systems.

Unless it’s brand new and right next to various assembly lines, the servers, storage, and networking inside every computer system can be considered “old.” Indeed, the iteration of hardware and software products is constantly accelerating. It is not uncommon for an app builder, for example, to update and / or patch an app for security purposes several times a month, or even a week. Some applications are updated daily! The material moves a little slower, but the manufacturing cycles also speed up.

These articles describe next-generation industrial solutions. The idea is to look at real-life examples of how next-generation IT products and services are making a difference in production every day. Most of them are success stories, but there will also be others on projects that have exploded. We will have IT integrators, system consultants, analysts and other experts to help us as needed.

Topic of the day: Optimizing IT for a sportswear supplier

Name of the problem to be solved: Fanatics is a technology-driven consumer company that powers the Fanatics, FansEdge, Kitbag and Majestic brands, as well as a wide selection of collectibles and sports memorabilia through Fanatics Authentic.

Fanatics operates over 300 online and physical partner stores, including e-commerce for all major professional sports leagues, major media brands, and over 200 college and professional team properties.

The company uses a vertical manufacturing system to design, manufacture and distribute clothing. This approach allows for rapid delivery of championship merchandise; in fact, Fanatics recently teamed up with Uber to give fans party favors immediately after a big win.

Fanatics is known for its innovation, but the company’s use of internal collaboration technologies did not reflect its innovation as a brand. Collaboration tools were siled, scattered across departments and poorly documented. Employees were confused about which tools to use and when, and the enterprise systems team had difficulty measuring usage.

Fanatics also recently acquired the sportswear manufacturing company Majestic, which means that a new group of employees have been incorporated into the Fanatics family. With headquarters in Jacksonville, Florida and San Mateo, Calif., And a growing employee base of more than 3,000 people worldwide, Fanatics management has commissioned a digital transformation initiative to fuel its next phase. growth.

Describe the strategy that led to the solution: Part of the digital transformation initiative involved modernizing collaboration technologies, moving from on-premises servers to a cloud-based solution, and consolidating tools. Fanatics wanted their in-house technologies to boost productivity and better reflect the innovations they were making as a retail brand.

Since Fanatics employees regularly meet with athletes, retailers and licensing partners from around the world, the ability to quickly connect from any device was a key decision criteria.

List the key components of the solution: By integrating with cloud-based work tools such as Office365 and Slack and a Cisco Systems data center, BlueJeans Network is quickly becoming an integral part of day-to-day collaboration within the enterprise, both by internally and externally, with partners and suppliers.

BlueJeans Network provides a cloud-based interoperable video conferencing service that connects participants across a wide range of conferencing devices and platforms. Its headquarters are in Mountain View, California.

Describe how the deployment went, how long it took and if it went as planned: Since the official deployment of BlueJeans, adoption has been excellent with a 3-fold increase in meeting use. The Collaboration team now has the ability to accurately measure usage, centrally manage their BlueJeans deployment, and report ROI – something they couldn’t do with Cisco WebEx.

Describe the res


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