Digital Transformation & Intelligent Automation

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

DISA Chief Technologist States Plan for Cloud

By G C Network | September 23, 2008

In an interview reported on in this month’s Military Information Technology magazine, David Mihelcic, DISA Chief Technology Officer, has laid out his goal for the agency’s cloud computing initiative. As…

Google, GeoEye, Twitter. What a Combination!

By G C Network | September 23, 2008

On September 9th, Bob Lozano posted his kudos to GeoEye for a successful launch of GeoEye-1. (Hey Bob! Where’s that post on your “cloud failure” last week?) According to their…

RightScale goes Transcloud

By G C Network | September 22, 2008

Over the weekend, Maureen O’Gara of SYS-CON media reported that RightScale is now offering a “first in industry” capability to provide application management across multiple cloud infrastructures. It now offers…

A Bill to Outlaw Cloud Computing…..

By G C Network | September 19, 2008

… is what we may see if we don’t educate our lawmakers now! That seemed to be one of the main point at last week’s Google workshop in DC. Berin…

NCOIC and Cloud Computing

By G C Network | September 18, 2008

Yesterday the Network Centric Operations Industry Consortium (NCOIC) had a very good session on cloud computing during their plenary session in Falls Church, VA. Led by NCOIC’s Bob Marcus, speakers…

Military Information Technology Cloud Computing Collaboration

By G C Network | September 17, 2008

Today, we’re happy to announce what we believe to be an industry first. “Military Information Technology Magazine“, as the publication of record for the defense information technology community, is collaborating…

Is 99.999% reliability good enough?

By G C Network | September 16, 2008

According to Reuven Cohen in his recent post, Cloud Failure: The Myth of Nines , the whole concept of reliability may be meaningless. “In the case of a physical failure…

You Probably Use Cloud Computing Already.

By G C Network | September 15, 2008

56% of internet users use webmail services such as Hotmail, Gmail, or Yahoo! Mail. 34% store personal photos online. 29% use online applications such as Google Documents or Adobe Photoshop…

20 Real-Life Challenges of Cloud Computing

By G C Network | September 12, 2008

Nikita Ivanov of GridGain offers some excellent insight into the nuts and bolts of getting the cloud to work. Definitely worth a read. To summarize: Most likely you do NOT…

3Tera Announces Global Cloud Services

By G C Network | September 11, 2008

Last week, 3Tera has announced the availability of global cloud services, based on their AppLogic grid operating system. 3Tera is currently running data centers in seven countries (United States, Japan,…

 
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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