Intelligent Automation can’t just be about saving money and headcount reduction. It can reduce daily drudgery, empowering employees to do something more interesting and value adding, and so deliver a better, richer service as well as create new offerings for your customers.
This means adopting a “co-biotics” mindset: IA complementing humans, but also humans complementing IA. The introduction of Intelligent Automation into your organisation at scale, requires a cross-organisational approach given potential impacts on business models, people strategy and, in many cases, a change to divisional ways of working or responsibilities.
Some top tips for setting an IA strategy include:
Consider how any Intelligent Automation works with the other capabilities and ways of working in your operating model. Some key operating model considerations may include:
The brave new world is taking shape. It’s not the miracle cure that the hype may have you believe, but it is certainly an important development that offers the opportunity for positive transformation. Significant people and ethical factors need to be considered but, done well, Intelligent Automation can improve your operational efficiency, customer experience and employees’ working experience.”
Jon Bradbury, partner
The very first steps in the journey are undoubtedly the most important.
Berkeley successfully worked with a client to deliver IA solutions based on Artificial Intelligence and natural language processing, providing enhanced customer service and enabling thematic trend analysis on large volumes of speech and text.
The organisation had struggled to provide service and support at the scale required by their customers and as a result was suffering reputational damage. Additionally, this organisation had a manual and time-consuming mechanism for aggregating data and identifying trends impacting their customers. As a result, the organisation was slow to respond to market needs.
As part of a wider portfolio of change, Berkeley ran a series of IA pilots and proof of concepts designed to address the organisation’s key business challenges, and then shaped successful business cases and the subsequent projects for full IA implementation.
A pipeline of innovative solutions was created, ranging from chatbots and intelligent automated advisors, able to learn and analyse sentiment to provide the most appropriate interventions, through to online content managed and updated by artificial intelligence.
The solutions were shaped, developed and landed in the business by the business functions themselves (with our support). However, technology teams, other business areas and support functions were all part of the cross-organisational approach, encompassing vision, strategy, idea creation and experimentation, ensuring a real impact to the organisation and its customers.
Customer satisfaction has increased, productivity in key areas has improved, the volume of transactional support required has reduced, and employees are being diverted to higher-value, less clerical and ultimately more rewarding work.