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2024 | Buch

Where Are We Now? Where Are We Heading?: From RPA to Digital Transformation Kapitel lesen Erstes Kapitel lesen

Maximizing Value with Automation and Digital Transformation

A Realist's Guide

verfasst von: Leslie P. Willcocks, John Hindle, Matt Stanton, John Smith

Verlag: Springer Nature Switzerland

Enthalten in: Springer Professional "Wirtschaft+Technik" , Springer Professional "Technik" , Springer Professional "Wirtschaft"

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Über dieses Buch

This book is an indispensable guide for executives, programme leaders, and business owners on maximising value from automation and digital transformation. It provides a real-world journey map of automation, from RPA through to intelligent automation, with a focus on practical strategy and management principles intended to help seize the trillions of dollars that are still being left on the table by companies that have not yet made this leap.

Though grounded on the research and advisory work of the author team, this book offers clear eyed, easy to read advice for avoiding the ‘transformation bog’ where many organisations find themselves, struggling to maintain their strategy in an environment that feels increasingly dynamic and confusing. This book is not blinded by the brilliant new technology and hones in on what works and what distracts. It provides a total value of ownership framework for navigation and identifies seven core digital capabilities required for success.

Ultimately a book for realists rather than digital idealists, it will be a vital resource for professionals who must chart a course to verifiable business performance improvement through digital enterprise empowerment amid often conflicting priorities.

Inhaltsverzeichnis

Frontmatter
Chapter 1. Where Are We Now? Where Are We Heading?: From RPA to Digital Transformation
Abstract
Our purpose in writing this book is to provide a realistic and reliable guide to planning and deploying successfully the digital technologies that will improve the performance of businesses. Selecting the technology turns out to be the (relatively) easy part. Putting it to work and gaining full value from it is anything but.
Leslie P. Willcocks, John Hindle, Matt Stanton, John Smith

Robotic Process Automation

Frontmatter
Chapter 2. A Strategic Approach to Robotic Process Automation
Abstract
In this chapter, we answer the key question: “What explains the superior outcomes automation leaders are getting against several market trends?” Our research shows that the single most important factor in achieving superior outcomes—one that shapes and informs all RPA-related activities—is the adoption of a strategic approach to the introduction and management of RPA within the enterprise.
Leslie P. Willcocks, John Hindle, Matt Stanton, John Smith
Chapter 3. Robotic Process Automation: Just Add Imagination
Abstract
It can start with a problem … a challenge … an opportunity … an idea … or just curiosity. Whatever the impulse that sparks the imagination, it springs from the human instinct to invent, to challenge, to solve, to create something new.
Leslie P. Willcocks, John Hindle, Matt Stanton, John Smith
Chapter 4. RPA in Financial Services
Abstract
In his hugely entertaining best-seller, ‘Flash Boys’, Michael Lewis tells the story of Dan Spivey, a stockbroker-turned-entrepreneur who built a straight-line fiber optic link between Chicago and New York City that allowed brokers to gain a few milliseconds advantage over their competitors in executing financial trades (roughly a tenth of the time it takes you to blink your eye).
Leslie P. Willcocks, John Hindle, Matt Stanton, John Smith
Chapter 5. RPA: Mastering Agility at Scale
Abstract
In the previous chapter, we highlighted how financial services companies are applying imagination and combinatory innovation by shrinking the time lag between request and fulfilment, creating a ‘triple win’—for customers, employees, and shareholders.
Leslie P. Willcocks, John Hindle, Matt Stanton, John Smith
Chapter 6. RPA and Managing Complexity
Abstract
In previous chapters we’ve looked at organisations that are applying imagination and combinatory innovation to gain velocity and to master scale challenges in their operations. In this chapter, we delve into the challenges presented by rising levels of complexity, and explore how leading organisations are using imagination and connected-RPA to align their operations more effectively with their business environments and customer needs.
Leslie P. Willcocks, John Hindle, Matt Stanton, John Smith
Chapter 7. RPA and Combinatorial Innovation
Abstract
In Chapter 1 of this book, we highlighted how leaders across regions and industries are using imagination and applying combinatory innovation to address key enterprise challenges. We’ve seen how they’re integrating an ever-growing suite of intelligent automation capabilities via connected-RPA platforms to accelerate value, to master scale, and to manage complexity in their organisations. These achievements are both impressive and diverse.
Leslie P. Willcocks, John Hindle, Matt Stanton, John Smith

Intelligent Automation and AI

Frontmatter
Chapter 8. Intelligent Automation/AI: The Value Potential
Abstract
Research at Knowledge Capital Partners has looked at the strategic use of intelligent automation/AI. We studied in particular automation leaders in five major sectors—banking, insurance, telecommunications, healthcare and utilities, and these sectors are covered in later chapters.
Leslie P. Willcocks, John Hindle, Matt Stanton, John Smith
Chapter 9. Intelligent Automation in Banking
Abstract
During 2023, financial institutions were looking to boost by at least ten percent their investment in a variety of digital services, including mobile banking and asset management applications and online trading.
Leslie P. Willcocks, John Hindle, Matt Stanton, John Smith
Chapter 10. Challenges and Customer Experience in Utilities
Abstract
Few industries have been as buffeted by change over the past 25 years as utilities. Industry restructuring, globalisation, deregulation, and digital technologies have up-ended a traditionally comfortable, almost leisurely operating model: regulated monopoly, vertically integrated supply, predictable demand, long service lifecycles, and highly commoditised products.
Leslie P. Willcocks, John Hindle, Matt Stanton, John Smith
Chapter 11. Risk and Intelligent Automation in Insurance
Abstract
What will the insurance industry look like in ten years’ time? What role will intelligent automation play? What are the choices? Are you preparing? These are critical questions for an industry whose essence is calculating risk. As a data-driven business—from risk assessment and underwriting to distribution, and from pricing to claims—the entire industry value chain is ripe for intelligent automation and digital transformation. How so?
Leslie P. Willcocks, John Hindle, Matt Stanton, John Smith
Chapter 12. The Knowledge Switch in Telecommunications
Abstract
Between 2021 and 2023 the general recognition was that telecom operators must marry operational efficiency and reduced capital expenditure with improved customer experiences, higher revenues, and greater business and operational resilience. Into 2023 we saw many operators using IA (Intelligent Automation) technology to create new customer experiences and automate back-office processes. Others were deploying IA to better utilise 4G and 5G networks, or selling IA as a service to their enterprise customers. A recent development was telcos using IA in conjunction with open application programming interfaces (APIs) and an open digital architecture. This allows them to evolve from being telcos to techcos. The evolution to new revenues, including the monetisation of 5G, needs long-term software-defined, virtualised networks, cloud-based IT operations and open digital architectures. Another important part of these long-term moves, also helping to underpin today’s business is IA deployment.
Leslie P. Willcocks, John Hindle, Matt Stanton, John Smith
Chapter 13. Intelligent Automation in Healthcare
Abstract
The promise of artificial intelligence in medicine is to provide composite, panoramic views of individuals’ medical data; to improve decision making; to avoid errors such as misdiagnosis and unnecessary procedures; to help in the ordering and interpretation of appropriate tests; and to recommend treatment.
Leslie P. Willcocks, John Hindle, Matt Stanton, John Smith
Chapter 14. AI: Ethical and Social Responsibility Challenges
Abstract
Intelligent automation and related technologies—more often referred to in the all-embracing media shorthand as ‘AI’—have been the subject of increasing high profile concern.
Leslie P. Willcocks, John Hindle, Matt Stanton, John Smith

Digital Transformation

Frontmatter
Chapter 15. Managing the Digital Catch-22
Abstract
Today’s organisations are facing a digital catch-22. On the one hand, digital transformation is difficult and costly, and short-term investment may be needed elsewhere to where it’s really hurting. On the other hand, today’s organisations cannot afford not to become tomorrow’s digital businesses
Leslie P. Willcocks, John Hindle, Matt Stanton, John Smith
Chapter 16. On the Yellow Brick Road—The Ten Technologies that Pave the Way
Abstract
The general view is that the 2020–2022 pandemic accelerated the adoption of automation, and moves towards digital business. The case for these technologies was well made by early 2020s experiences. The technology worked. It provided alternative ways of working in a crisis. It allowed a high degree of virtuality, and all the upsides to that, in a world rendered physically semi-paralysed, albeit temporarily.
Leslie P. Willcocks, John Hindle, Matt Stanton, John Smith
Chapter 17. The Blind Spot
Abstract
We all have a blind spot. Part of the optic disc lacks some cells to detect light, and to that extent our vision is impaired. Fortunately, based on surrounding detail and information from the other eye, our brain interpolates the missing data, so it is not normally perceived. But is there a similar process in corporations?
Leslie P. Willcocks, John Hindle, Matt Stanton, John Smith
Chapter 18. Core Capabilities for Digital Transformation
Abstract
In our IT and business research over a 40-year timeframe, a distinct evolutionary pattern has emerged in technology adoption, impact and value. From Office Automation in the 1980s, through IT Outsourcing (and later BPO) in the 1990s and early 2000s, to the Internet and Cloud Computing and more recently RPA and Intelligent Automation, this pattern is self-evident and self-reinforcing: new technology is always initially valued and deployed as a vehicle for cost reduction.
Leslie P. Willcocks, John Hindle, Matt Stanton, John Smith
Chapter 19. How to Catch Up on Digital Transformation
Abstract
In the last chapter we saw digital leaders seemingly accelerating away from other organisations through developing and deploying their core capabilities for digital transformation. But there is nothing inevitable about this scenario. One mistake is to assume that the way forward is to replicate what digital leaders are doing. But this is the ‘best practice ’ myth that has beset management consultancy advice for decades. A simple analogy exposes its limitations. If you are educating a remedial child, do you give it the same treatment as the brightest of the bright? Do you make the same assumptions about how progress will be made? No, you do not.
Leslie P. Willcocks, John Hindle, Matt Stanton, John Smith
Chapter 20. Digital Platform as Foundation
Abstract
Digital transformation needs, firstly, foundations. To succeed in the emerging digital economy, organisations will need to deploy intelligent automation as the foundation of a digital enterprise platform, to accelerate responsiveness and time to market, galvanise customer experience provide agility and resilience, virtualise their operating and business models, offer ongoing strategic options, and support business value creation, at speed and scale.
Leslie P. Willcocks, John Hindle, Matt Stanton, John Smith
Chapter 21. The Heart of the Matter—Effective Change Management
Abstract
Major projects mean big change, to which the organisation itself needs to adapt. Moving into American or Asian markets, embedding digital transformation, rolling out a new world car—such strategic moves need not just change management underpinning the project, but also require the organisation itself to change, to some degree or other. How to achieve this?
Leslie P. Willcocks, John Hindle, Matt Stanton, John Smith
Chapter 22. A Case in Point: DBS Bank
Abstract
To bring home the relevance of the KCP change framework and the complexity of the process, let’s examine an actual case of a company rewiring for digital transformation. By 2023 DBS Bank Singapore had long been globally recognised as an exemplar of how to achieve digital transformation.
Leslie P. Willcocks, John Hindle, Matt Stanton, John Smith
Backmatter
Metadaten
Titel
Maximizing Value with Automation and Digital Transformation
verfasst von
Leslie P. Willcocks
John Hindle
Matt Stanton
John Smith
Copyright-Jahr
2024
Electronic ISBN
978-3-031-46569-7
Print ISBN
978-3-031-46568-0
DOI
https://doi.org/10.1007/978-3-031-46569-7

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