There were times a decade or two ago, where more work translates to more people to execute. The outsourced vendor will ramp up and down depending on the volume of work.
Back in days, when a BPO team had to be ramped-up it means a whole team must work to get the ramp-up achieved. For example, Hiring, training, transport, workspace, infrastructure etc., this is a huge, concerted effort that needs to be orchestrated.
Do you think is it worth the hassle when you can have digital workforce who can do lot of these mundane things?
Isn’t Intelligent Automation another form of outsourcing rather insourcing?
It is indeed true that the Intelligent Automation is a type of out/insourcing where the tasks are assigned to virtual workforce (software automation) instead of human workforce.
Software automation comes with superior precision and work quality. There is no room for error, there is no delay in process, there is no fatigue, no need for additional training for ramp-up. It is as simple as you train the software automation once and forget it till you make a change in process or the UI or application. However, make sure to measure and monitor the automation.
When asked a group of experts this question “Are BPOs lagging in automation adoption? 81% of them said they are lagging.
It is high time BPOs embrace the power of Intelligent Automation and utilize the human intelligence far better.
If the BPO providers can turn to intelligent automation for mundane and data intense work, they can offer other services at a lesser cost.
If a BPO provider is struggling to ramp-up because of time zone differences, skills etc., automations are the best friends who are equivalent of 3 employees with availability never in question.
Overcoming these challenges will create a virtual disappearance of low-value task roles.
The intent should be to reduce low-value tasks from a human shoulder to give high-value tasks to the human.
The high-value human task will be centred around core business knowledge and the ability to handle exceptions coming from virtual workforce. This can also eventually bring in high-value jobs to onshore or nearshore on a similar time-zone.
More importantly, the shift in operating models can happen from FTE based to outcome based while SLAs can be made much more relevant to customer centric rather than process centric.
When we turn to Intelligent Automation these are some of the benefits we can witness in the BPO space as an immediate result
These are not the only reasons to adopt Intelligent Automation. If you want to improve business process, you need to look at process automation as the key. Customer experience is the key lever to future proof the business. When you automate, the decision makers can spend more time on customer experience, process rather than the administration of human effort in executing the mundane/menial tasks.
Talk to us for more insights and share your views to exchange knowledge.
Let’s automate together!
Thank you Tomasz Kmiecik, Tom Kmiecik, Anastasia Paruntseva and the entire G1ANT team to make this happen.
Tactical success is grounded on a strong understanding of the applicability of automation in your business, budgeting for the Total Cost of Ownership, computing the business case returns, leveraging applicable automation methodologies and solving specific business problems.
Executive teams and their business and technology leaders recognize the Total Cost of Ownership as a key success factor for their automation program and focus on budgeting for and managing these costs during the automation initiative to maximize returns.
The main components of the Total Cost of Ownership are:
Let’s look at this cost component more closely and identify key insights to consider.
Training and certification costs extend beyond the in-house development team, meaning BPA Developers, to include BPA Program Managers, Business Analysts and Operations Managers. Once a specific software solution is selected the team will need training on that specific solution.
Therefore, the availability of live instructor lead, online training sessions such as webinars, on-demand materials, or vendor training platforms and related documentation would make training and support easier. It also helps if the software solution is intuitive and requires only minimal technical knowledge to operate. Then, business users can pick it up faster.
For citizen developers, courses typically cover the basics of BPA, identification of automation use cases and how to build basic functional task automations using common enterprise automation software and plug-in packages. For Developers, courses typically cover topics associated with quickly creating, installing, deploying and maintaining automations. For Business Analysts, courses typically cover identifying business processes for automation, basic automation building, and managing BPA reporting.
Training costs equate to roughly 6% to 7% of the Total Cost of Ownership.
In conclusion, successful automation initiatives require careful strategic planning and superb tactical execution. Tactical success is grounded on a strong understanding of the applicability of automation in your business, the Total Cost of Ownership, the business case (ROI), automation methodologies and business problems to be solved.
Tackling these cost drivers will move your organization’s automation initiative forward, speed up implementation, reduce automation costs, address technology challenges and improve returns from the average, 24%-29%, to the extraordinary, greater than 110% across three years.
Amiseq’s Intelligent Automation practice can help you make sense of the Total Cost of Ownership. Learn more at www.amiseq.com or register for one of our Making Sense of the Total Cost of Automation webinars on our LinkedIn page. If you find this article insightful, please share, comment or like.
Author: Derek M. D’Onofrio | Director, Client Relations – Amiseq Intelligent Automation