“Fundamental Change in the Industry Necessitates Progress”
The fundamental operational shifts associated with COVID–19 reveal the critical need to accelerate innovative workflow initiatives. Intelligent Automation helps improve efficiency and performance.
The growing use of automation, Artificial Intelligence (AI), and other technologies are changing how humans and machines interact.
However, in the face of radical changes to come, the fittest will survive, not the best, fastest, or strongest.
Today, operations need to be dynamic, responsive, and connected to an organization’s ecosystem and workflows. This requires end–to–end corporate visibility, real–time insights, and decisive action, especially in the face of worsening conditions. By leveraging Intelligent Automation to leverage these capabilities, businesses can overcome today’s challenges such as workforce dispersal, supply chain challenges, and disruptions in customer service and thrive in the rebounding market of tomorrow.
But Intelligent Automation is enabling change on a whole new level. Artificial Intelligence (AI) and automation together become Intelligent Automation, changing how humans and machines interact.
Building a robust automation program, organizations combine a broad spectrum of technologies, including robotics, robots, and devices, with Artificial Intelligence (AI) capabilities such as Machine Learning (ML), Natural Language Processing (NLP), Augmented Intelligence, and Image and Audio Processing. A combination of technologies appropriate for the task at hand supports intelligent workflow efficiencies but can also help drive revenue and profits.
Automation can improve the customer experience by enabling faster and more effective responses to new data–driven insights. In addition, automation that takes specific tasks away from people allows employees to have more time to focus on customer priorities. With the correct data, many decisions related to both customers and routine business processes can be automated. In addition, robots can perform mundane, repetitive activities thanks to automated workflows, again allowing the workforce more time to focus on more complex decisions, higher–value tasks, and new roles.
In addition, automated workflows can connect processes end–to–end, connect silos, and go beyond functions to deliver exceptional results that set an organization apart.
Intelligent Automation is driven by Artificial Intelligence (AI) capabilities and takes actions that require minimal routine human intervention, including monitoring, alerts, scheduled events, and data/analytics tasks. It leverages the reasoning and learning capabilities to analyze large amounts of operational information, identify patterns from multiple sources, and process accordingly.
They rate themselves higher for responsiveness and productivity and outperform similar organizations in profitability, revenue growth, and productivity.
Technological skills are still essential, but today’s needed may be obsolete tomorrow.
Organizations with innovative and collaborative workforces are better equipped to respond to a changing environment. They are also better equipped to embrace Intelligent Automation as it requires constant and evolving transformation rather than single change.
Intelligent Automation – in the form of digital workers – enables an organization to support its workforce to cope with increases in demand or decreases in capacity while also shifting workers within and between industries in a dynamic market.
Encourages the Use of Digital Twins to Understand Your Business Present and Future
Evolving customer demands and constant market disruptions mean that a product manufacturer can no longer rely on to run a profitable business. Instead, to stay agile in today’s market, companies will benefit from creating a digital twin, a virtual replica, or a simulation of an organization itself or its physical assets.
Modeled on a reliable, comprehensive, and compliant real–time data source, the digital twin can help companies streamline their operations, detect and prevent errors, and provide the opportunity to continually adjust strategies and designs based on customer and business results.
In this way, a Digital Twin can provide a new way to understand and run your business, especially as companies can integrate them with other forms of technology such as Artificial Intelligence (AI), Machine Learning (ML), and Analytics.
More importantly, Digital Twin can act as a risk–free platform to test “whatever” scenarios and explore strategies to predict problems before they happen.
Helps Strike a Balance Between Reducing Costs and Improving the Customer Experience
In addition to scaling and improving your processes, Hyper–Automation can also represent a way to innovate the customer experience.
Empowers Employees to Solve Technology Problems
Traditionally, IT departments work in silos when researching an organization’s needs, making the tools available without consulting the rest of the business. Hyper–Automation enables employees closest to daily business problems to be trained on how advanced technologies can capture or develop a solution customized to a user’s needs. This way, employees can use Hyper–Automation to free themselves from manual, time–consuming processes to devote more time to deliver the experiences their customers want them to have. This also means that IT can be left alone to focus on large–scale programs without getting bogged down with small customer–focused projects.
Hyper–Automation can give you higher margins, lower costs, greater efficiency, and the opportunity to get new products to market faster. But more importantly, Hyper–Automation can also accelerate the human side of your company by delivering more meaningful employee and customer experiences.
Hyper–Converged Infrastructure (HCI) Implementation
Hyper–Converged Infrastructure (HCI) enables you to use, manage and report layers such as a network that you need to work in your data center on a single structure.
Undoubtedly, Hyper–Converged Infrastructure (HCI) makes life easier for general applications and small deployments. But now, it enables Hyper–Converged Infrastructure (HCI) to do more (go further) and provides the same agility and ease of use for all your applications.
Hyper–Converged Infrastructure (HCI) is Limited by its Architecture
Hyper–Converged Infrastructure (HCI) should ideally be your solution for everything, and it can achieve it. Still, first, it must overcome architectural limitations that prevent it from supporting your more demanding applications and mixed workloads.
Therefore, it’s time for a new Hyper–Converged Infrastructure (HCI) to extend the Hyper–Converged Infrastructure (HCI) experience to all your applications.
Hyper–Converged Infrastructure (HCI) is a software–based infrastructure that virtualizes all layers of traditional hardware–based systems. Hyper–Converged Infrastructure (HCI) includes virtualized CPU, virtual software–based storage, and software–defined networking. In short, Hyper–Converged Infrastructure (HCI) consolidates and virtualizes the server, storage, and network layers using x86 platforms.
You manage the system from a single point, which has the most significant advantages over traditional architecture. There is a separate interface for each layer in conventional architecture, and you manage the system from different interfaces.
In this way, both your existing data center, a disaster recovery center, and business continuity solution can be realized with a single product.
Advantages of Hyper–Converged Infrastructure (HCI) Solutions
- Simple
A simple architecture instead of an independent server, storage, and network layers.
- Flexible
Flexible architecture with possibilities to expand your infrastructure horizontally and vertically.
- Productive
Efficient capacity utilization with block–level deduplication and compression technologies.
- Trustworthy
Reliable architecture with redundant and self–healing technological infrastructure.
- Ease of Management
Possibility to manage storage, network, and compute interface from a single screen.
Hyper–Agile Work and Digitization of Business Processes
Although Digital Agility is a subject that needs to be explained with vast seas and some general parameters, it is a requirement that helps the business survive in competitive conditions, especially in market conditions that we will define as hyper–competition.
This agility, in the context of the enterprise’s organizational structure, points out the different main features in the dimensions of the business itself, the managers of the company, the teams in the industry, and the customers of the business.
It provides the ability to adapt to different situations, make innovation management effectively and efficiently, and manage the situational as a whole, making the skill engines strong.
From the point of view of the enterprise managers, drilling the enterprise’s current talent – if the skill is revealed from the potential to the performance in the right way, if it is supported by the proper talent management – assessment tools – gives the power of protection. In the same way, when we think of the business as a “main team” and the “sub–teams” that make up this central team, it helps to strengthen the dynamics within the team and increase team loyalty. It supports the more effective management of individual and team–based stress, avoiding the daily operational–based overload and staying away from the strategic focus.
We find it helpful to focus on three main parameters that reveal Digital Business Agility:
- Quick Execution
- Hyper Awareness
- Conscious Business Decisions
Hyper Awareness is a parameter that includes understanding business and technology trends, the ability to follow the sectoral and critical indicators of the business, and most importantly, the predictive analysis. The leading spirit emerges as the “Hyper–Awareness” of the company to increase its competitiveness with the analytical and metrics integrated shaped by social media, innovation, and technologies.
The second parameter, fast execution, is a phenomenon that involves making procedural moves that will enable and facilitate fast execution by making use of analytical and cloud technologies as much as possible. Finally, to be agile, redefining and calibrating operations business processes to continuously improve, scale up and scale down, and position the innovation needed correctly.
A conscious business decision is a parameter that aims to establish a successful organizational decision–making machine with the help of knowledge management, business analytics, and portals. Cases such as questioning the size/value of information, creating a best–practice sharing pool/system, increasing can be given examples.
For this, agile perspective, agile principles, agile practices, and interaction are required.
Digitization does not only mean transferring business processes done on paper to digital media.
For digitalization, radical moves are needed, from the organizational structure to the perspective on technology and innovation and into a culture.
Agility isn’t just about the ability to make changes. Above all, the ability to adapt to these changes should be evaluated within the concept of agility.
The agility of the business organization also means cultural transition above all else.
We are talking about an integrated structure; the essence of it is:
- Openness to experimentation,
- Emphasis on learning, development, and effort,
- Empowerment and team participation in decisions is considered necessary,
- Focusing on creating more value for the customer rather than making money for the stakeholders,
- Feedback is now indispensable in terms of business culture, just like the breathing of the same person.
It is not possible to talk about a single, standard agile organizational structure in the name of corporate design for a business. In other words, it would not be right to limit it. Economic factors, competitor analysis, sectoral parameters, organizational factors, business strategies, information technologies, workforce factors, etc. Many factors are factors that have an impact on the agile organizational structure.
It tends to be positioned towards three main goals: Organizational Agility, Awareness, Flexibility, and Efficiency.
To achieve this:
- Technological–Innovative Dimensions,
- Business Dimensions,
- The Behavioral Dimensions need to be organized so that they will come into play and give the maximum benefit to the customers.
For the digitalization of Business Processes with practical projects, it is essential that the business organization also becomes agile and shaped based on the parameters mentioned above.
For digitalization not to be a make–up digitalization, and to be able to talk about a proactive and straightforward digitalization process, the organization design and the tools and mechanisms in which the outputs of the business processes are analyzed, and the process and process steps are reported should also be holistic.
