Digital Transformation & Intelligent Automation

January 31, 2018 / G C Network / Comments Off on Digital Transformation & Intelligent Automation

Cloud Computing as a Strategic Asset

By G C Network | April 30, 2009

For some reason, this week seems to have more in it than most. While the steady stream of briefing request seem to be increasing, the post briefing discussions also seem…

Vivek Kundra: “Engage the American People in their Daily Digital Lives”

By G C Network | April 25, 2009

Today I attended a very impressive talk by the Federal CIO, Mr. Vivek Kundra at a Northern Virginia Technology Council Public Policy event. His open and “matter of fact” approach…

McKinsey vs. Booz Allen Hamilton !

By G C Network | April 21, 2009

A community skirmish reminiscent of the recent “manifestogate” has apparently erupted around the McKinsey & Co. report “Clearing the air on cloud computing“. Booz Allen Hamilton Principals Mike Cameron and…

Oracle Buys Sun!!

By G C Network | April 20, 2009

Swooping in from nowhere, Oracle buys Sun for $7.4B!! “This morning, the companies announced that they’d struck a deal worth $7.4 billion or $5.6 billion net of Sun’s cash and…

Aneesh Chopra Nominated For Federal CTO

By G C Network | April 20, 2009

Although Aneesh Chopra is a new name for most, he is well know in Virginia as Governor Tim Kaine’s Secretary of Technology. For the Commonwealth, he was charged with leading…

Could Cloud Computing Cost More?

By G C Network | April 16, 2009

In a recent conference, analyst William Forrest says that large companies could end up paying more than twice as much by using cloud based services. According to a Forbes.com report,…

Cisco’s Cloud Computing Strategy

By G C Network | April 10, 2009

A couple of weeks ago, Krishna Sankar provided a glimpse into Cisco’s cloud computing strategy in a presentation titled “A Hitchhiker’s Guide to the Inter-Cloud” . The presentation outlined the…

NCOIC and Cloud Computing: An Update

By G C Network | April 8, 2009

As the NCOIC gets it’s arms around this new paradigm, the Cloud Computing Working Group has focused on establishing a roadmap for providing value to the industry. Using the established…

SUN-IBM Talks Breakdown

By G C Network | April 6, 2009

As reported in multiple sources today, including Reuters, Sun has apparently rejected a purchase offer by IBM. “Shares of Sun Microsystems Inc tumbled 22.5 percent after it rejected a $7…

Former DoT CIO on Cloud Computing

By G C Network | April 3, 2009

Last month, former Transportation Department CIO Dan Mintz offered his views on cloud computing to Eric Chabrow, Managing Editor of Government Information Security. According to Mr. Mintz, there is currently…

 
By Kevin Jackson & Dez Blanchfield
 
Digital Transformation often needs Intelligent Automation. This type of change is the focus of a recent “Pioneers of Possible” podcast.  In discussion with Elli Hurst – Vice President, Global Automation – IBM Global Business Services (GBS), Dez Blanchfield finds out how her life’s journey inspires her in helping IBM clients use Intelligent Automation to enable globally integrated capabilities.
 
With six years at Price Waterhouse and 24 years at IBM, Elli seems to have moved a long way from her family’s restaurant business. The service industry passion that she learned from her father, however, is still deep in her heart. That care and passion areevident in how she focuses on understanding her client’s desired business outcomes. By using these targeted outcomes as a beacon for every engagement, her team helps clients align and execute on priorities in a manner that delivers a returnon investment in months.
 
Her being a technology company executive, it is surprising to hear her describe technology as only “table stakes.” While recognizing the critical and fundamental role that technology plays, Ms. Hurst prioritizes the need for process and people elements to work together with the technology.  While automation typically starts with a focus on reducing cost, it moves quickly to the delivery of value. Cost efficiencies exist, but value gained by the speed at which an enterprise can perform a business process with high quality is more important than to cost savings. According to her, attaining these types of business outcomes and values stem from a strategy that addresses:
  • Impact onthe business and to the people that are performing work;
  • How people interact with the technology and automation;
  • How people can help enable automation; and
  • What new skill setsare needed.
The answers to these points are the basis for a successful Digital Workforce Strategy.
Organizations often err by trying to automate what people do.  Ms. Hurst’s insight is in knowing that automation should be designed to assist people in what they do which represents the real secret to bringing automation forward into the enterprise. Automation always impacts a workforce and jobs always change. Business value is released, however, when this change frees up innovation and unveils more exciting projects and tasks for that workforce.
 
The impact of automation on the workforce is not a bad thing; it is a good thing. Elli recommends “Taking it to the Positive” by getting buy-in and engaging the workforce teams impacted by automation. Experience has taught her that while point solutions may deliver 40% increases in efficiency, used in tandem with a Digital Workforce Strategy, they can simultaneously deliver a 95% increase in employee satisfaction. Establishing and executing that strategy is the key to any transformation that uses automation.
 
Another one of her telling observations is that automation drives the most significant disruptions to back-office repetitive tasks. By looking at the end-to-end business model through an industry lens, her teams have helped clients to impact the external world beyond the back office and through to the client’s customers. Described as enabling digital experience “concentric circles,” this process enables enrichment of a client’s entire business ecosystem.
 
The automation conversations usually start in a specific area, like robotic process automation, which has been spurred by a back-office disruption. Addressing any disruption like this requires a strategy because global automation is a journey that aligns business process with rapidly changing technology. The organizational strategy must be able to flex and continuously adapt its strategy. The typical 3-5 year strategy is no longer viable. Intelligent automation demands a “fail fast” strategic approach.
 
Ms. Hurst ended this fascinating conversation by describing the future of automation as the convergence of all technologies at the enterprise level. In her view, the enablement of self-healing, lights-out, information technology platforms will give business executives the ability to couple an integrated view of all business processes with an ability to take immediate and effective action through mobile devices.
 

This post was brought to you by IBM Global Technology Services. For more content like this, visit IT Biz Advisor.

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