ept at moving cameras. The more mission-critical the meeting, the greater the risk, and any risk should be a measured risk. Presenting to every potential project champion at once is dangerous; the consequence of a calamity is too high. When possible, address each meeting attendee individually to understand his or her priorities and reservations. As key individuals become comfortable with the technology and understand the potential benefits, they can become champions. However, they are only likely to undergo this transformation if they perceive the technology to address their business priorities. The likelihood of such potential champions (especially non-technical ones) to accept technology increases with the degree to which the technology achieves the goal transparently. Video communication demonstrations should emphasize product maturity and simplicity, and the degree to which the market is adopting it. With that said, it is important to note that honesty is crucial. The demonstration should reflect the actual experience as closely as possible. Managing expectations is a part of maintaining integrity and ensuring project success. Some video communication sales require an extended adoption period. Many companies are slow to change, and many place a high value on pressing flesh and communicating face-to-face. Some corporate cultures simply do not embrace technology. Compared to accounting and marketing, technology is a very new discipline in the corporate organization. Moreover, organizations that do not allow Video Communications: The Whole Picture for the difficulty in measuring strategic value are likely to spend an inordinate amount of time trying to catch-up with competitors. Highly qualitative measures such as teamwork, innovation, and customer satisfaction can be every bit as important to the long-term health of an organization as quantitative financial measures, which rely on conventional, entrenched measurement methodologies. By presenting video communication as a business enabler-such as the telephone or