Hyperautomation, a differential value for environments with limited resources

According to the latest survey carried out by the Intelligent Automation Network among its members, 55% of those surveyed expect their budget for digital transformation to increase in 2023. However, in the previous year’s survey, this figure reached 63%. On the contrary, the percentage of respondents who expect their digital transformation budget to drop this year went from 3% to 22% in the same period. What could be slowing down and affecting the evolution of these perspectives? How, despite this, is it possible to continue increasing the contribution of value to the company?

Given a macroeconomic scenario marked by inflation, rising interest rates, an energy crisis that increases production and distribution costs, a war in Europe that generates geopolitical uncertainty and the fear of a severe recession, it is not surprising that the expectations of the companies point to the results begin to suffer.

If we add to this cocktail that it is experiencing increasing difficulty in retaining the workforce -mainly after the pandemic-, the scenario becomes increasingly adverse. For this reason, companies must rethink their operating model to see how they can increase their capacity to produce and provide a greater and better service (both internally and externally). They should not lose sight of the fact that, in many cases, the increase in costs and/or workforce will not be an option. It is there where automation becomes a lever to accelerate business transformation, the generation of efficiency and the creation of value.

But for automation efforts to have a relevant impact on company results, they must stop being implemented in silos within the organization (IT, Shared Services Center, Business Units, etc.) and start being understood, defined and be executed as efforts that cut across the entire organization. Automation should be a dimension to consider in every initiative that you want to launch. This way of thinking about and applying automation is what is known as hyperautomationthanks to which it is estimated that a 40% improvement in productivity and efficiency is obtained.

For this reason, Chief Experience Officers (CXOs) must redefine their strategies, operating models, growth plans, and workflows on a day-to-day basis, with a marked approach based on Hyperautomation and keeping technology in mind as a starting point. departure.

It is necessary to carry out a holistic review -from end to end- of the business processes, with an agnostic approach from the point of view of the technology to be applied, in which it is identified which set of combined automation techniques (RPA/IPA, Process Mining, BPM/Low Code Process Automation, Knowledge Automation, Conversational Assistants, Intelligent Processing of Unstructured Sources, etc.) are the most convenient to use to solve each challenge faced.

Within this holistic review of processes in search of efficiency, historically much focus has been placed on the “back” part of companies; however, if, in addition to the impact on efficiency and costs, it is desired to have a relevant impact on the experience of the internal user and customers, it is necessary to extend these efforts to the “front” part as well.

Applying the previously mentioned recipes will help ensure that each of the transformation levers have their maximum effect and that, applied in the appropriate sequence, and interacting with each other, they manage to have a multiplier effect on the impact on efficiency and get closer to of a Hyperautomated Operating Model that provides a competitive advantage in the market.

It may be that there are difficult times and that the need to take care of resources puts companies in a more timid and austere position regarding the investment in technological tools. However, this may also be the best time to optimize processes through the hyperautomation and move forward to achieve more efficient processes and operations, with lower costs and to be carried out in less time. In addition to achieving greater employee and customer satisfaction and achieving greater compliance and productivity. Why not take the first step?

Signed: Ricardo Gutiérrez Losa, Global Director of Digital Strategy and Operations Transformation at NEORIS

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