By Reetha Menon, General Manager, Business Transformation
We’re now more than five years into the automation era. As predicted, we’ve seen massive growth and widespread adoption for cost mitigation and digital transformation at the core of optimized CX. In my frequent consultations with client partners, I find one common denominator to smarter automation and optimized ROI. And that crucial element is good governance, with true and complete alignment of organization and service vendors.
As a first step, an aligned team—or automation governance committee—should comprise an organization’s business units and operational units, IT, an attorney, business manager, and BPO leader. Next, this group’s good governance and leadership need to be held up by three pillars—what I like to call the “three Ss of automation governance success”:
- Strong and sustainable sponsorship at the C-suite level for sustainable results. From choice of platform to the organizational design and set-up architecture with platform teams, sponsorship is earned with knowledge of key dependencies, limitations, and exceptions to consider, in order to avoid any surprises later. HGS works with multiple leading RPA platforms in the market to cater to the varying needs of our clients and helps in evaluating the right platform based on the organization needs.
- Shared strategy, with one framework—not two separate client and BPO blueprints to success. This means close and constant communication, with transparency and trust inherent to this positive working relationship. I try and advise to set parameters to the rule that 80% of outcomes (or outputs) will result from 20% of all causes (or inputs) for a given event. With this approach, we prioritize our tactics and don’t lose focus on our end goal. We ensure both parties are well aware of the timeline of technology transformation required to keep pace with changing organization demands, as well real-time business needs. And we check in frequently to ensure we are on track with the metrics and moving toward more aspirational targets, as needed.
- Socializing smarter automation strategy and goals within the organization. We advise the client to communicate one message on the precise focus and projected ROI of their automation strategy. This means sharing the progress of the impact of the automation with regular communication to earn and keep stakeholders’ buy-in. Essential proof points of this unveiling may include a demo of the bot in action and pre- and post-automation scenarios—all in customer-facing packaging for dissemination throughout the organization, to garner interest and support. I would further urge to make these experts the brand ambassadors for RPA across their business units and help drive the effectiveness of these solutions.
It’s a simple fact that today’s automation capabilities and strategies have matured, and C-level leaders are increasingly understanding the value of automation strategy alignment and communication to their organizations. This direction is vitally important to include automation plan stages to proactively re-skill, re-train, or move employees to other parts of the organization. BPOs and consultants can be helpful in this transition process.