Hyperautomation to weather the uncertainty

Hyperautomation isn’t simply a buzzword for a host of new technologies. Rather, it’s a system for connecting processes across the organisation, boosting efficiency, and empowering leaders to make data-driven decisions. During periods of macroeconomic uncertainty, hyperautomation is crucial for raising a company’s level of training by defining what the service consists of between departments, connecting the platforms, and automating actions to ensure repeatability. 

But hyperautomation does not always start with automation. Teams can’t automate if they don’t know what needs automating. Rather, it often starts with discovery—the prelude to training, the warmup, if you will. Think of a marathon runner. They don’t attempt a 41-kilometre run immediately; they begin by ascertaining their baseline level of fitness. 

For most companies, discovery means laying a foundation of their performance with the help of Application Portfolio Management (APM). APM enables teams to see their organisation more clearly. What apps are available? What technologies are employees using? Which ones are they not using? And where might technology prove helpful? 

Teams can then decide which apps are no longer needed and focus on the apps that are. Eliminating redundancies is crucial for addressing app sprawl, a common problem. Most organisations use upwards of 200 apps, some of which employees aren’t even aware of. Reducing app sprawl is crucial during periods of uncertainty, when money is tight and efficiency is everything.  

Think back to the marathon runner. Once they know what they’re currently capable of, they can start training for the race. Similarly, once an organisation gets the lay of the land via APM, it can make changes to its architecture. That’s where hyperautomation can really flex its muscles. 

The simplest way to think about hyperautomation is as a method to tie things together. For example, imagine a B2C organisation that uses three apps. One hosts a chatbot, one connects customers to a human on call, and one serves as a customer complaint platform for case management. During discovery, the organisation might find that the complaint platform is overwhelmed, human agents are swamped, and the chatbot is being underutilised. 

Using hyperautomation to field customer complaints involves connecting the complaint platform with the chatbot via an integrated workflow. AI can learn the common questions that customers ask and the problems they typically encounter. RPA can enable the platform to filter some of those questions for the chatbot to address while simultaneously serving customers documentation that explains how to resolve others. This frees up human agents to tackle thornier problems. 

Executives are often afraid to make bold changes when the future is uncertain. That’s understandable. Nobody wants to be the person who took a big risk and sank the company. 

But changing an organisation’s processes by investing in new technology is actually a lot less risky than stagnation. Think about some of the great innovative leaps of our time: cloud computing, smart devices, and now ChatGPT. 

Organisations can use hyperautomation to weather this uncertainty and emerge stronger than before. Archilochus, who understood the value of training, also had this piece of advice: Be bold!