FINAL WORD
Hyperautomation allows businesses to acquire new customers while retaining current ones and other such examples that , to a seasoned executive , appear to be having your cake after eating it . Hyperautomation is just what the CEO ordered , creativity on a budget .
Rethink processes
Ali Kaddoura , Country Manager UAE , ServiceNow
It is well known that the GCC faces a shortage in STEM skills , especially in AI . But those AI skills will be critical in understanding data lifecycles , AI regulations , and other areas . Managing data for the purposes of training a large-language model is a tricky proposition . But once the right resources are in place , organisations will experience smoother transitions .
Hype cycle and hindsight
When a trend takes hold , it is natural to expect a rapid time to value once you board the train . The hype cycle goes from initial anticipation to early adoption to widespread caution . That caution , however , can lead to some being the last to board , when all the good seats are taken . No organisation wants to be in that position .
Just as for the cloud , it pays to be well-informed on GenAI because misinformation is bountiful . In its early days , the cloud was thought to be less costeffective , less secure , and less dependable than legacy , on premises infrastructure , this comparison has reversed itself .
However , we are now in a position to evaluate GenAI by looking at its various proven use cases . It is capable of idea generation , taking part in brainstorming just as humans can . It can rate , rank , and recommend , summarising huge data sources into useful reports and journals and giving advice backed by chains of logic , much as human consultants can do .
If you gather the right data , you can take a peek under the hood of each process to see what works , what goes wrong , and where , and what frustrations employees and customers are encountering . However , it is amazing how few companies are currently equipped to do what is described .
Data is plentiful , but extracting the insightful nuggets and making those discoveries available to the right people might be problematic . Your ambition therefore falls victim to your capacity .
Do not think that hyperautomation is just the latest buzzword for the latest technologies . It is more than that . It is an approach to connecting critical business processes , breaking down informational and operational silos , and boosting efficiency by empowering decisionmakers to execute data-driven manoeuvres .
By connecting different teams into a single operational ecosystem , the business creates a new uber-process that is greater than the sum of its parts , and makes that process repeatable .
Application portfolio management
Hyperautomation does not always start with automation . This is because teams cannot be expected to automate processes of which they are unaware . To train teams to act differently , we start with discovery to understand what everybody does and how , well they do it .
In many change projects of this type , an enterprise will turn to Application Portfolio Management , APM , which will determine what applications are run by each business unit and what tools are most commonly used in daily work .
Organisations should review the proven use cases to find out whether their individual objectives align with what has already been achieved .
Arrival of hyperautomation
Hyperautomation is an orchestra of technologies , AI , machine learning , ML , and robotic process automation , RPA , which come together in uplifting harmony and allow any organisation to weather the trials of today ’ s markets .
APM allows organisations to make the architectural changes necessary to optimise experiences for employees and customers . Hyperautomation ties together people , processes , and technology .
Hyperautomation may seem like a risky leap . And it takes a bold mindset to give the go on a radically new way of working . If it helps , many great innovations come in times of uncertainty , not because people took risks but because they realised the greater risk was standing still , waiting to be a follower . p
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