Should We Follow Tradition
For many decades we have followed the traditional method where the support functions were steered to deliver on operations for strategic decisions best thought out at a corporate level. We have got better at delivery and presentation, but paperwork has largely been replaced by emails. Many employees at the support level utilise their expertise to deliver on information that is repetitive and mundane as their KPIs are structured around departmental performance. As digital technology has advanced support functions require a reorganisation of activities and greater inclusion to be prepared for the future of work.
Turbocharge
Technology will radically improve the performance or reach of an organisation; more and more companies are looking to transform theirbusiness. Digitally an organisation can transform across three key areas: customer experiences, operational processes and business models (fig. 1).These three areas of transformation have three different digital elements and for an organisation to transform across all nine elements is a monumental undertaking. The risk however for organisations is losing market share or becoming irrelevant altogether.
Resources both living and non-living have been utilised traditionally until Air BnB, Uber, Upwork and the likes challenged business models. Organisations need to take the innovative mindset and utilise the support functions to grow a digitally capable business. Connectivity or automation is not new but the speed with which it can be implemented to reap benefits has changed. Robotic Process Automation (RPA) will grow into a multibillion-dollar industry by 2021. RPA can turbo charge support functions and free up valuable time by optimising processes, enhancing the customer experience and ultimately allowing for a reinvigorated business model. RPA can significantly improve the customer experience by improving the speed of delivery, and support functions in call centres, accounting, procurement, pricing and administration can be automated resulting in reduction in cost to serve and well governed optimised processes. Freeing up resources used traditionally will allow organisations to rethink their business model and capabilities.
The Challenge
Any transition is a challenge, but a well-planned digital tool aligned with strategy is a step in the right direction. According to a Forrester report –Transformation goes pragmatic there is going to be renewed focus on moving customers to low cost digital channels, automating processes to improve margins and launching digital products, when executed efficiently firms it will allow focus on pressing and promising items. The report further states that RPA and AI will join forces to create digital workers for more than 40% of enterprises. Let us be prudent and proactive and navigate ahead by collaborating with partners to deliver on excellence before it turns into a minefield. Be the rocket and turbocharge the workforce.
The Nine Elements of Digital Transformation | ||
Customer experience | Operational processes | Business models |
1. Customer understanding | 4. Process Digitization | 7. Digitally modified businesses |
2. Top line growth | 5. Worker enablement | 8. New digital businesses |
3. Customer touch points | 6. Performance management | 9. Digital globalization |
Westerman, George; Bonnet, Didier; McAfee, AndrewMIT Sloan Management Review. | ||
