Although the value is extensive and transformative, we see examples of organizations not taking a structured grasp of the whole opportunity. We encourage you to re-think from customer process to basic operations based on the entire technology opportunity.
Re-think the full potential
Tendency secure your ability to take advantage of innovation technologies and the opportunities that arise when they are combined with deep competence and experience of business development and industry knowledge. We support you to reach the full potential through a holistic perspective technology wise. To redraw your operative map by analyzing organization, process and your resources based on the full technology potential.
We support you to reach the full potential through a holistic perspective technology wise.
To redraw your operative map by analyzing organization, process and your resources based on the full technology potential.
Make automation a strategic priority
Our advice is to make automation a strategic priority. It is the single most important focus if you want to streamline and cut business costs, and the potential effects are extensive.
Make sure everyone understands the scope of the opportunity. Involve widely throughout the stakeholders of the organization in why and how you can realize it. Secure and anchor what value you want to create – set quantitative and measurable goals.
Our approach is to advise you to only start initiatives if the value is confirmed. Don’t use new technologies just because. There are many “saviours” out there who know that you just have to start expensive and comprehensive AI projects. If the value is not proven, we advise you not to.
Understand it is about processes
Extracting value from automation often entails redesigning the entire processes – not just automating individual components of the process. Do not miss the opportunity to enable automated dialog between process stakeholder, decisionmakers and the “machines”. And do not rush into to the opportunity - prioritize time for process analysis. And when you are done, incorporate machine resources into your process design and the whole process governance model.
Do not turn a blind eye to the risks
The use of new technologies also creates new conditions and risks that can be difficult to overview. For example, lock-in effects to specific suppliers and distributed responsibility for critical processes. We ensure that your future strategic and operational space for action and change is not limited.