Digital Transformation & Intelligent Automation

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

Virtual Machines in Virtual Networks

By G C Network | August 4, 2008

One of the key value propositions in cloud computing is built around increase efficiencies. These eficiencies are diven by the use of virtual machines (VMware, XEN, etc.) and the automated…

SOA-R Interest Grows

By G C Network | August 1, 2008

Interest continue to grow in the use of cloud computing concepts for national security missions. Although some view the idea of a “private cloud” as an oxymoron, I personally see…

Microsoft: “Cloud Computing is the Plan”

By G C Network | July 31, 2008

From the Wireless Business & Technology Cloud Computing News Desk : “Ballmer highlighted software-plus-service, associating it with a ‘platform in the cloud and delivering applications across PCs, phones, TVs, and…

CC Tidbits

By G C Network | July 31, 2008

Interesting tidbits from Maureen O’Gara in Apple, Google, Yahoo & Cloud Computing: Industry gadfly John Dvorak is advancing a theory culled from the blogosphere that Microsoft wants Yahoo for some…

Correlative Analytics: Cloud Computing Google Mindshare

By G C Network | July 30, 2008

Correlative Analytics (A.K.A. “The Google Way of Science“) postulates that extremely large databases of information, starting in the petabyte level, may be sufficient to skip the theory part of the…

What is Cloud Computing? — Another view

By G C Network | July 29, 2008

Irving Wladasky-Berger, chairman emeritus of IBM’s Academy of Technology, recently wrote and article on cloud computing titled “What is Cloud Computing, Anyway?”. The following is my interpretation of a few…

Dark Cloud Computing

By G C Network | July 28, 2008

In his blog article “The Rise of The Dark Cloud” Reuven Cohen wonders about a growing interest in covert computing. Although he briefly mentions malevolent uses of the net, the…

July Military Information Technology magazine

By G C Network | July 25, 2008

This month’s issue of Military Information Technology magazine has the Army’s Chief Information Officer, Lieutenant General Jeffrey A. Sorenson, on the cover. The enclosed special report, titled LANDWARNET Transformation, has…

“The Big Switch” and Intellipedia Highlighted

By G C Network | July 24, 2008

During last week’s SOA-R session, Steven Armentrout referenced “The Big Switch” by Nicholas Carr as a very enlightened view of our changing world. On July 17th, Information Week’s Richard Martin…

Does anybody really know what cloud computing is?

By G C Network | July 23, 2008

Less than 2% of the CIOs in an Infoworld survey said that cloud computing was a priority. The surveyed indicated that server virtualization and server consolidation are their No. 1…

 
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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