💬 Automation could be focused mainly on optimization, it probably does not entail a change of structure per se these changes, but let us not forget that it could also leverage the transformation and evolution of business and there it should be more aligned with an organizational redesign. One of the ways to deepen automation programs is to address 100% of the processes of a single area, in that case, it is likely that the structure will change, depending on the strategic focus with which it is intended to massify in the organization

💬 The first step may be to look for early wins. Look for processes that help us quickly prove the functionality and benefits of a center of excellence; get a sponsor and move from having digitized assistants to having a structured operational model

🔗 https://www.uipath.com/blog/best-practices-automation-first-enterprises

💬 In our purpose we declare the search for each employee to live a more human work experience on a daily basis, reducing those mechanical and repetitive tasks so that we can be more autonomous, more efficient and thus find a greater sense of who we are and what we do, achieving the attraction and loyalty of talents for the organization that is so necessary for sustainability.

🔗 ted.com/talks/david_autor_will_automation_take_away_all_our_jobs

💬 Digital transformation areas (not just automation programs) must respond to the speed at which we live today and must be able to work on optimization, transformation and evolution simultaneously.

🔗 https://twitter.com/alejandrohenao/status/1333829444428062720

💬 We prefer to talk about humanizing work, that is, generating a more human experience for day-to-day work, which will allow:

• More efficiency: delivering more results with less effort
• More efficiency: I meet my commitments and goals
• More effective: I meet the needs of internal and external customers.
• More learning: I have more opportunities to solve problems
• More relevant: I make more decisions and take action when relevant
• Better mental health: I can better organize my work and my rest
• More intelligence: I understand, execute and adapt the process
• More meaning: it is easier for me to experience organizational purpose

💬 It is very convenient and strategic to democratize technology within organizations, as long as it responds to a level of maturity achieved within the organizations through controlled use of it.

Enabling “citizen access to technology” after going through a path of learning, standardization and fostering corporate governance that governs decentralized use of technology empowers organizations to open data, self-supply technology services and accelerate innovation within the organization.

💬 Some criteria for selecting the “ideal” RPA tool would be:

• Compatibility with the company’s technology ecosystem
• Simplicity in the use of digital assistants when they enter into joint operation with the company’s collaborators
• Monitoring and analysis capabilities on the performance of digital assistants
• Capabilities to incorporate AI
• UpScale models that fit business needs
• Availability of technical staff, trained service providers in the marketplace

As for having several platforms to automate, the basic reasoning could go through the following analysis:

• Orchestrating the execution of processes, information systems and people: BPMS
• Orchestrating the execution of tasks performed by people on information systems: RPA
• Orchestrate the knowledge of people in the processes, through the tasks in the information systems: Combination of BPMS, RPA and AI.

💬 Process robotics in these business process contexts has a high potential

It is important that the first step in the design of the solution is the evaluation of which activities can be automated by RPA and incorporate in the design of the solution the human (Human in the Loop), who is the one who gives the criteria for the cases and answers that do not obey static/deterministic rule evaluation criteria. A criterion to take into account at this point is that the more cases in the process that the human has to solve, the more it could threaten the productivity of the bot, in which case we should question from the perspective of financial viability whether it is feasible to implement this automation

Thinking of “end to end” process automations fully executed by a bot may not always be the best option.

A thought directed by the “de-robotization” of segmented tasks of the process, leads to find those repetitive tasks, of high frequency, high transactionality that are the ones that generate the expected benefit in a first scale by looking for the expected efficiency in the process.

Once this first step is solved, we can think of incorporating more autonomy to the bot, through the use of AI based technologies; Computer Vision, Natural Language Processing that gives the bot these superior capabilities in its operation

💬 In these times of hyper connectivity, the cloud is an option to evaluate, especially when thinking about scaling any organizational transformation initiative

In the case of the implementation of digital (or process) assistants, it can be planned as a way to gradually adopt technological capabilities as the organization incorporates more automations.

💬 In the Vice-Presidency of Client Services we are part of several schools in the organization, such as the school for analysts, assistants and the risk school, where we strengthen the aspirational profile of the team. We also have programs such as Outstanding Assistants, which strengthens skills in finance, service design, analytics, robotics, communication, strengthening development to manage their career, among others

And from the strategy of democratization of automation we offer training with our experts in configuration accompany this learning process and put into practice what they have learned; where we empower our employees in the construction of their own assistants, providing them with knowledge and best practices to generate value and the adoption of automation

💬 It is necessary to dare, to make mistakes quickly in order to learn, to take advantage of this great moment where technologies and knowledge are mature, automation platform providers have recently reached maturity in the cloud and there are professionals in the market prepared to solve the main challenges of automation. PersonalSoft has been one of the allies that has lived this process with us, it is worth listening to their value proposition

💬 This has been a path full of learning and we must start by properly managing communication and preparing the automation implementation environment, going step by step. To see the implementation, not only as a tool, is to give importance to what this means in the transformation of people’s roles and to learn by doing, prototyping, analyzing and converting mistakes into learning that matures the working models. From the methodology we recommend having a standard operating model to democratize responsibly.