Digital Automation Explained

            As soon as an organization completes their first successful digital automation, it often becomes clear that there are multiple opportunities to leverage it, however, deep rooted aversion to risk due to concerns over failures, investors, customer and regulatory bodies can often decelerate this movement. To overcome that, individuals and organizations need to reassess their risk management strategy to allow Digital Automation to complement their current efforts.

            Entities that can build a digital automation culture, will often see new processes and procedures being built in a way where automation can be implemented more easily and effectively. It will also instill a knowledge, ownership and mindset to management and employees where they are actively searching for ways to optimize the organization. It often leads to a stronger synergy between the operation teams and the automation solution. The understanding and active visualization that automation is there to augment their effort and build new, valuable sets of skills can lead to increased employee satisfaction.

            Currently, the fear that “robots will take my job” is a pressing topic that causes many individuals to antagonize technologies such as robotics automation, however, it is important to introduce a culture of employee development and lifestyle augmentation that is led by such technology. The idea behind this improvement is simple: once a highly repetitive task is automated, employees can now have the opportunity to redirect their efforts to other areas within the business, adding value in different and, possibly, more meaningful, ways. To better understand what the future of work may look like, refer to McKinsey’s research.

            A digital automation culture can often be complemented by agility, analytics and visualization efforts, allowing the individual and organization to be at the forefront of their respective industries, building a strong competitive advantage.