We’ve all dreamed of changing the course of our enterprise; breaking the cycle of primitive landscape renewals, temporary fixes, budget constraints, and the acceptance of “more of the same”. For long those dreams have rarely come to fruition.
Today the change we have searched for is a real option. Automation and Artificial Intelligence can drive far-reaching change more quickly, without massive manual effort. When this is coupled with Design Thinking: enterprises have the chance to find and deliver completely new business opportunities. This kind of transformation requires thought and planning. The journey, of course, is quicker and safer when guided by experienced teams.
This transformation isn’t another call for enterprise unification. Diversity is necessary, but islands of diverse data sets, incompatible systems, fragmented processes and people create terrible complexity. Complexity which makes core transformation a nightmarish challenge. What remains is a fog of information so dense that it blocks out knowledge, insight and meaning.
Almost certainly, you will have tried to penetrate this fog with integration tools. And if your experience is like that of most enterprises I have worked with, these attempts will have ended up being largely manual. That is expensive, complicated and hard to change.
Now companies can integrate people and software — one amplifying the other. You can create an automation layer to curate knowledge across enterprise silos: their systems, processes and people. This can be done, while ‘firelaning’ each silo’s unique characteristics, allowing enterprises to retain critical diversity. The results of this are that your business can establish simple, coherent model where different functions or divisions can support a range of outcomes; from optimized efficiency to agile innovation.
Artificial Intelligence can simplify workloads, making enterprise knowledge machine-readable in the process. This frees up time to enable innovation; allowing creativity to become embedded in everyday operation of the business. That is part of the power of Artificial Intelligence.
A technology company I worked with was looking to create a superior cross-channel experience for their B2B customers. Their transaction processing landscape relied on manual intervention; their transaction-based customer service model and fragmented customer reporting combined to make this goal very hard to achieve. They were awash in data, but had little insight into how to they could transform customers’ experience.
Our first step was to stop problem-solving, and start a process of problem-finding. Years of Design Thinking for our clients has shown us the power of using the organization’s ability proactively to find the most pressing issues. Simultaneously, we also enabled our client to automate the capture and curation of preexisting knowledge – from their systems, people and processes. As a result we were able to help them simplify their transaction processes — even as they focused on supporting new customer experiences.
Infosys AssistEdge platform played a central part in this transformation by providing a single view of over 80 disparate applications supporting 50 key process areas. AssistEdge helped us deliver a customer service model based on comprehensive customer knowledge as well as automating many of the core processes.
This renewal yielded substantial benefit. Automation reduced operational expenses by 30%. Nearly 2 million hours of customer wait time was cut. We were also able to route customer requests to the most appropriate agents as part of the solution. Overall we were able to streamline the service experience and improve overall customer satisfaction.
This company’s success can be attributed to the use of intelligent platforms. These platforms give enterprises the flexibility to assemble capabilities when they need them. Specifically, in the context of knowledge-based revitalization, they help create a foundation and an enabling environment for renewal.
To sustain enterprise transformation, known problems must be overcome at the same time as new ways are found to deliver simpler, richer, more relevant solutions for customers. Enterprises need to take a step back to explore fundamental questions about what they’re doing and chart a clear vision of where they’re going before embarking on this kind of journey of renewal.
By Jonathan Ebsworth, Partner, Infosys Consulting