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1、Automation as a Force for Good 6 Steps to Transform Theory into PracticeIDC#EUR1480262211An IDC White Paper sponsored byAuthors:Angela Salmeron,Research Director,European Future of WorkNeil Ward-Dutton,VP,AI and Intelligent Process Automation European PracticesJuly 2021Sponsored byIDC#EUR148026221ID
2、C White PaperAutomation as a Force for Good 6 Steps to Transform Theory into PracticeAutomation as a Force for Good 6 Steps to Transform Theory into PracticeIDC#EUR1480262212An IDC White Paper sponsored byExecutive SummaryIntroduction Its Time to StartAutomation technologies are being implemented in
3、 public and private sector organizations,further and faster than ever.IDCs Future of Work 2021 Survey shows that 47%of organizations are planning to implement RPA in the next 18 months,39%are planning to implement other process automation technologies(including workflow automation),and 63%are planni
4、ng to implement task-focused apps on mobile devices.Automation has been transformational in areas of economic growth and industry innovation,and many more applications can have a far-reaching impact on society and the environment,addressing a wide range of objectives in the UNs SDG agenda.However,wi
5、thout clear goals and direction,organizations risk missing out on the full potential of automation and overlooking its ability to enable social impact.Even more so,it is now easier than ever for automation to be unintentionally implemented in ways that run counter to the positive societal and busine
6、ss outcomes that organizations so often say they want to deliver.We can decide not to pay attention to the role of automation in driving positive change,or we can encourage automation adoption that benefits organizations,employees,and the broader society and environment.We can choose to follow a pat
7、h of“automation for good”(AfG).This paper aims to help organizations interested in exploring an AfG agenda to understand what is possible and how to get started.It addresses five crucial questions:How has automation been used in the past,and how is it being used today?How can automation help address
8、 the large-scale challenges of our economies,societies,and the environment?What must organizations do to embrace and realize the vision of automation for good?How can organizations and ecosystems identify champions for change?Where are organizations already employing automation for good?As societies
9、 continue to exert pressure on the private sector to demonstrate commitment to delivering wider benefits beyond profits,private sector organizations must begin to explore how to embrace AfG.This paper lays out the steps your organization must take to not only define and refine a clear automation for
10、 good agenda,but to implement that agenda.Public sector organizations have the same broad base of automation opportunities that private sector organizations have improving employee engagement,reducing environmental impact,providing new employment,reskilling and upskilling opportunities,and so on.But
11、 they also have the potential to help drive broader positive outcomes for businesses and societies by helping to catalyze positive change in industries and markets with targeted policy interventions,dedicated industry investments,support for upskilling and reskilling programs,and more.Automation as
12、a Force for Good 6 Steps to Transform Theory into PracticeIDC#EUR1480262213An IDC White Paper sponsored byAutomation:Looking Beyond EfficiencyThe Post-Vaccine Era:Building a Better World The year 2020 will be remembered as an inflection point in history.The COVID-19 pandemic has brought about unprec
13、edented challenges to economies around the world but has also created fresh opportunities for a new chapter in our history.The“Great Reset,”as the World Economic Forum(WEF)has referred to1,encapsulates this new chapter.The future,unpredictable and seemingly unstable as it might seem,is entirely in o
14、ur hands.The upside of the crisis is a growing interest,across both public and private sectors,in the“common good”and social momentum toward systemic change for a better planet.This is reflected in stories of philanthropists who have donated huge amounts of money and resources to tackle the pandemic
15、 through healthcare initiatives,governments that have supported workers with furlough or similar job protection schemes,and so on and this is only just the beginning.The Recovery and Resilience Facility(RRF)launched by the European Commission is a notable example.Totaling around 672.5 billion2 in lo
16、ans and non-repayable financial support(grants),it will lay the foundations for a greener,more digital,and resilient Europe.Technology will play a fundamental role in the new post-vaccine era.In the case of the RRF,the European Commission has allocated 20%of its budget to fund digital investments ac
17、ross the region3,as Industry 4.0 and digital technologies can have a significant impact on economies and social welfare.In the U.S.,the$1.9 trillion American Rescue Plan has earmarked$1 billion for the Technology Modernization Fund.This aims to improve cybersecurity in the federal government and hel
18、p agencies develop digital infrastructure and services.An additional$150 million has been allocated to“transform the federal technology workforce,improve the citizen experience,and bring small business innovation into government.”4 These digital initiatives will bring economic progress,but there is
19、some evidence that they might also have some adverse effects,and these must not be overlooked.Most notably,intelligent technologies such as automation,artificial intelligence(AI),and machine learning(ML)are often seen as a danger and can create public distrust about their potential application.There
20、 is a perception,for example,that automation will replace human jobs,resulting in a rise in unemployment levels and a polarization of the labor market.The WEFs Future of Jobs Report 20205 predicts that by 2025,automation and a new division of labor between humans and machines will disrupt 85 million
21、 jobs globally.The casualties of this profound job displacement are primarily low-skilled,low-wage,and young workers.The inequalities gap between the best and the least educated in society is widening,and this is reversing the progress made in employment since the Great Recession of 20072009.So,what
22、 needs to be done to redirect investments of intelligent technologies into the path of the“common good”?History proves that technology advances have led to an increase in incomes and stable employment trends.The same can be applied to automation and other intelligent technologies in this new era.By
23、taking control of our future,technology and automation can therefore transform all industries with the potential to bring extraordinary prosperity and societal benefits in the long run.Automation as a Force for Good 6 Steps to Transform Theory into PracticeIDC#EUR1480262214An IDC White Paper sponsor
24、ed byAfter 200+Years of Automation,Change Is StartingFrom Flour Mills to ERP Beyond Efficiency,Beyond Centralized DeliveryThe history of business automation goes back a lot further than you might think.In 1785,an American inventor called Oliver Evans built an automated,water-powered flour mill near
25、Newport,Delaware.Using a variety of automated mechanisms,Evans invention enabled the mill to operate with just one person rather than four;and,when it worked optimally,it also produced flour from grain more efficiently than a non-automated mill.In subsequent decades,the invention and refinement of c
26、ontrol systems enabled even more automation,of all kinds of manufacturing processes,at greater scale.Second World War era military efforts,and later NASAs spaceflight program through the 1960s and 1970s,fueled the next major wave of innovation in automation as the first computers started to be set t
27、o work in business administration settings,as well as in manufacturing processes and scientific environments.It was a U.K.food company,Lyons,that operated the first business applications on an electronic computer,from 1951.Through the 1960s and 1970s,computers in business were principally used to au
28、tomate the work of clerks in accounting,payroll,and other relatively simple administrative functions,at scale automating“standalone”functions and creating and managing simple(if large)sets of administrative records.However,from the introduction of the first computers in a business context to the mid
29、-1990s,the story of how businesses introduced automation was one of centralized design and development,high cost,concentrated use of specialized talent,and long gestation periods(with their attendant risks).Large-scale,complex IT delivery models could only be applied to the most gnarly business chal
30、lenges or obviously profitable business opportunities.The resulting systems operated at scale by necessity and could typically only be changed by incurring significant cost and risk.The past five years has seen another wave of investment in automation,but this time the story is different.Todays auto
31、mation pioneers are leading projects from within business functions and teams,rather than from within centralized IT delivery organizations,and they are using tools and approaches that enable solutions to be designed and delivered collaboratively and quickly.As the current wave of automation interes
32、t grows,interest is peaking within organizations across industries.IDCs Future of Work 2021 Survey shows that 47%of organizations are planning to implement RPA in the next 18 months,39%are planning to implement other process automation technologies(including workflow automation),and 63%are planning
33、to implement task-focused apps on mobile devices.The same survey shows that 84%of organizations see their workforces getting directly involved in automating aspects of their own work in 2021 32%expect it to happen and 52%say it is already happening.This finding adds weight to a key finding from a 20
34、20 IDC study for UiPath,which focused on exploring the concept of“a robot for every worker.”In that study,when asked if they would be interested in getting directly involved in creating RPA bots,25%of workers were firm in their willingness to get involved and 38%indicated they may be interested.Auto
35、mation as a Force for Good 6 Steps to Transform Theory into PracticeIDC#EUR1480262215An IDC White Paper sponsored byWhat Is the Promise?Automation can Change the World for the Better,but Only if We Make it Happen Automation can be a force for good if it is deeply rooted in universal values and princ
36、iples.The 17 sustainable development goals(SDGs)that are part of the United Nations 2030 Agenda for Sustainable Development6 are an ideal foundation for the principles of AfG because they are already widely understood and committed to.Nearly 5,500 organizations worldwide have already made public com
37、mitments to support the UN Sustainable Development Goals7.The Crucially,as awareness of and interest in the potential for automation grows,organizations are also clearly looking at the value of automation beyond pure efficiency terms.When asked about the expected impact of new automation investments
38、 in our IDC Future of Work 2021 Survey,organizations were very positive on a whole range of benefits:from customer satisfaction(3.77,where 1 signifies a very negative impact and 5 signifies a very positive impact),to upskilling(3.66),employee satisfaction(3.67),financial performance(3.67),and busine
39、ss transparency(3.68).Automation as a Force for Good 6 Steps to Transform Theory into PracticeIDC#EUR1480262216An IDC White Paper sponsored byFIGURE 1The Holy Grail of Automation for GoodSource:IDC,2021SDGs are urgent calls for action from all countries,requiring global partnerships and offering a n
40、ew paradigm for prosperity and sustainability.Automation has been transformational in areas of economic growth and industry innovation,and many more applications can have a tremendous impact on society and the environment,addressing a wider coverage of goals in the SDG agenda.AfG is a moral and econ
41、omic imperative,and its role in the Great Reset can be manifested in three different areas:Organizations:by benefiting customers,employees,suppliers,citizens,communities,and not just shareholders Employees:by improving their career development and overall economic well-being Society and the environm
42、ent:by reducing inequalities and helping to create a sustainable planetEnvironmental sustainabilityTrust and transparencyCustomer advocacyEmployee well-being Career growthEqual opportunities Diversity and inclusionORGANIZATIONSENVIRONMENT SOCIETYEMPLOYEESAUTOMATION AS A FORCE FOR GOODAutomation as a
43、 Force for Good 6 Steps to Transform Theory into PracticeIDC#EUR1480262217An IDC White Paper sponsored byAfG can liberate workers from mundane and repetitive tasks.IDC research shows that employees are focusing on high-value work thanks to automation in 39%of enterprises worldwide10.AfGs impact on e
44、mployees can be vast.For example,the WEF predicts that by 2025 the amount of work performed by machines will match the amount done by humans11.Roles that leverage human skills such as creativity,empathy,and collaboration will likely increase in importance as a result.Similarly,by freeing up time awa
45、y from mundane and labor-intensive tasks,AfG improves the work life balance and generally the well-being of employees.AfG has been deployed in almost every industry during the pandemic for business continuity.Software robots handled citizens requests in the public sector with speed and scale,assisti
46、ng with forensic investigations in banking,processing retail food orders(Goal 2:Zero Hunger)and helping with administrative paperwork for regulatory compliance in healthcare,to name a few.Automation has been instrumental in improving business efficiency and productivity levels and has helped organiz
47、ations to improve their resilience in the current volatile environment.It is also supporting organizations with business agility by,for example,capturing and analyzing data across systems and applications and providing insightful information for rapid decision making.These key automation application
48、s have enabled boardroom discussions at every management level,making it an imperative.This is evidenced in recent IDC surveys that show that 61%of organizations are making it a high priority to invest in automation and augmentation technologies in 20218.Moving forward,AfG can drive a new wave of bu
49、siness innovation and transformation(Goal 9:Industry,Innovation,and Infrastructure).Automation frees up employee time by improving productivity,and can open the door for creativity and business impact progress.Moreover,tooling with superior end-user experience can empower employees to think the“art
50、of the possible”and support the development of new solutions for internal or external use,at record time from design to delivery.Nevertheless,AfG does not only deliver financial gains.It can also bring soft dollar benefits,such as transparency and trust(Goal 12:Responsible Consumption and Production
51、).For example,in the fashion industry,intelligent technologies support transparency policies in the supply chain as customers and investors request sustainable sourcing7.In the public sector,and in particular for egovernment,AfG can be a key enabler across many life events9 including moving home,reg
52、ular business operations,starting a small claims procedure,or losing a job(Goal 16:Peace,Justice,and Strong Institutions).Automation can improve the citizen experience by removing friction and streamlining online processes,or increasing transparency of case progress in government portals,for example
53、.In legal cases,automation can make justice systems more efficient and responsive,impacting the time required to process cases and the cost of judicial services.Benefits for Organizations Benefits to Employees Automation as a Force for Good 6 Steps to Transform Theory into PracticeIDC#EUR1480262218A
54、n IDC White Paper sponsored byAfG also has the potential to support advances in social and environmental responsibility.In recent years,successful case studies range from citizens enjoying a faster response and error-free administrative paperwork to better waste collection from public services.The h
55、ealth sector,like other heavily regulated industries,has also enjoyed multiple applications of automation positively impacting patient care(Goal 3:Good Health and Well-Being).Automation has been effective in appointment booking,compliance reporting,and generally with back-office processes easing the
56、 workload for clinicians and supporting staff.Further afield,AfG can offer career opportunities to those who live in rural areas,those disconnected from urban developments,and to regions hit by war or poverty(Goal 8:Decent Work and Economic Growth).The concept of“a robot for every worker”14,together
57、 with the ability to democratize automation,brings new opportunities for economic development in underprivileged communities.Besides societal goals,environmental challenges can be tackled with intelligent technologies and can be turned into new sources of value as part of a“green recovery”initiative
58、(Goal 13:Climate Action).Industry reports indicate the digital sector was responsible for 2%of global greenhouse gas emissions in 2019 and that this could increase to 14%in the next 20 years15.AfG can help to dampen this trend if its use is controlled and optimized with due diligence,particularly ar
59、ound(1)the design of algorithms,(2)the hardware used,(3)and the consumption of electricity in datacenters.Some examples include:IT operations:principally running a more efficient infrastructure and driving more intelligent IT support and cybersecurity operations Facilities management:continually che
60、cking the environment in buildings for energy efficiencies(temperature,light,etc.)However,the deployment of automation is creating a sense of urgency for training:for reskilling as workers shift to different roles and for upskilling to keep up with new digital developments(Goal 4:Quality Education).
61、The digital gap in Europe alone generated 29 billion in lost revenue in 2020,according to IDC12.New human resource policies must therefore be redesigned to ensure business strategy is enabled with the relevant workforce,fully equipped with digital,business,and behavioral skills for the jobs of the f
62、uture.IDC surveys show that workers are shifting to new positions in 22%of organizations,while training programs are only implemented in 17%of companies worldwide.28%are not even aware of the fast change of digital jobs and skills13.More needs to be done.Multistakeholder collaboration(Goal 17:Partne
63、rships for the Goals)between private and public organizations can jointly tackle the digital divide and promote inclusion by equipping and training women,ethnic minorities,and other disadvantaged groups(Goal 10:Reducing Inequality).The Great Reset needs diversity and a focus on belonging to flourish
64、 and to avoid a return to the status quo.Benefits for the Environment and Society Automation as a Force for Good 6 Steps to Transform Theory into PracticeIDC#EUR1480262219An IDC White Paper sponsored byAn Automation for Good Manifesto As we have already discussed,automation of business activity has
65、been happening for over 200 years.However,the changing economics of computing mean that automation projects can be started much more easily and cheaply than ever before,and the power of automation technologies means that their impacts can be more profound than ever before.These economic changes can
66、potentially have huge benefits.However,without clear goals and direction,organizations risk missing the full potential of automation and overlooking its ability to enable social impact.Even more so,it is now easier than ever for automation to be unintentionally implemented in ways that run counter t
67、o the positive societal and business outcomes that organizations so often say they want to deliver.Any organization looking to maximize the impact needs to pursue automation with a specific positive intention.To that end,we propose an“automation for good manifesto”a public declaration of policy and
68、aims.Our manifesto comprises five key principles:People are at the heart of automation projects,as both enablers and beneficiaries.Viewing people purely as a cost or overhead to be removed from an activity diminishes the automation opportunity and demeans the value of human engagement as core to the
69、 automation process.Automation creates new personal development opportunities and skills horizons.The biggest gains will come when those opportunities and horizons are opened equally to all employees and to all those who wish to learn regardless of age,sex,ethnicity,sexual orientation,or disability.
70、Automation is a multipurpose tool for transforming organizations.Organizations can transform more than operating costs with automation;they can increase resilience and transparency,and decrease material waste and energy usage.Public sector organizations can improve their mission effectiveness,enhanc
71、e interactions with citizens and businesses,save taxpayers money,and create financial benefits for a larger population,decreasing socioeconomic gaps.Automation dividends should be invested in furthering your purpose.Resources returned through automation(money,workforce time,skills)can be used to fur
72、ther organizations broader missions to deliver positive value to society,and by doing so can further increase employee engagement.Automation should be pursued in the light,not in the dark.The value of automation is amplified when organizations are transparent about their automation efforts,sharing t
73、heir successes and challenges and reporting on all the outcomes that are delivered.For organizations,employees,and societies,pursuing automation opportunities based on these five principles creates a virtuous cycle(see Figure 2):Employees benefit from the opportunity to develop new high-value skills
74、 and to apply those skills to make a difference.Organizations benefit from engaged employees who can see how the changes they make are helping to realize the goals that benefit everyone and so are less likely to leave;the workplace is also more attractive to new potential hires.Along the way,employe
75、es engage in making changes and improvements that make the organization more effective and more resilient.Societies benefit from organizations that are less wasteful,more engaged in providing value to society and the environment,and more engaged in creating high-value employment opportunities for ci
76、tizens.They also benefit from workforces increasingly trained in high-value disciplines that can bolster countries economic development efforts.Automation as a Force for Good 6 Steps to Transform Theory into PracticeIDC#EURAn IDC White Paper sponsored byFIGURE 2The Automation for Good Vir
77、tuous CycleSource:IDC,2021To help“grease the wheels”of this virtuous cycle,other stakeholders are needed we discuss this further in the section below.There are some questions that still need to be asked and answered:Where do we go from here?And how can automation initiatives deliver SDG goals and su
78、pport a range of environmental,social,and governance(ESG)priorities?The Road Ahead:How to Execute It Develop new skills Apply skills to make a difference More engaged workforce More resilient organization Decreased waste Decreased resource consumption Increased corporate sustainability More high-val
79、ue employment Economic developmentAutomation as a Force for Good 6 Steps to Transform Theory into PracticeIDC#EURAn IDC White Paper sponsored byFIGURE 3A New Mindset Source:IDC,2021A New MindsetA New Business Framework:Stakeholder Capitalism A new mindset and a shared willingness to do th
80、ings differently,and for the better,is required.This can be manifested through three developments,all working together(see Figure 3).Companies should seek long-term value creation by taking into account the needs of not just shareholders,but also employees,societies,and the environment.This holistic
81、 view of business capitals,taking into account the needs and interests of multiple stakeholders,has been endorsed by multiple organizations.The Business Roundtable,an association of CEOs from the top 181 U.S.companies,is a notable example.In a statement issued in 2019,they stated their commitment to
82、“lead their companies for the benefit of all stakeholders customers,employees,suppliers,communities,and shareholders.”16 Moreover,many companies around the world have joined comprehensive corporate reporting frameworks.Integrated Reporting(IR)17 is an example.Supported by global coalition regulators
83、,non-governmental organizations,standard setters,and the accounting profession,IR provides a holistic form of reporting the value created by a business,by considering human,social,and intellectual capitals as well as financial capital.AfG has more opportunities to flourish in an organization that ha
84、s embraced the idea of stakeholder capitalism and an ESG agenda.With it,business decision makers implementing automation technologies can consider more than financial gains and assess their entire business value chain.In fact,in many instances,automation is introduced in the first place to address a
85、n overworked and frustrated workforce.At the same time,across a wide range of industries,the efficiencies and computing power savings of automation are increasingly factored into ambitious green IT targets.This new mindset can impact the reputation and performance of many companies and favorably inc
86、rease net promoter scores(NPS).STAKEHOLDER CAPITALISM LEADING WITH EMPATHY PURPOSE-LED ORGANIZATIONAutomation as a Force for Good 6 Steps to Transform Theory into PracticeIDC#EURAn IDC White Paper sponsored byBottom-Up Led:A Purpose-Led Organization Top-Down Led:Leadership with Empathy St
87、akeholder capitalism can only thrive in a purpose-led organization.When employees are connected to high levels of purpose and feel engaged in their work,their company can be a force for good.Brad Bird,the movie director,once said,“Money is just fuel for the rocket.What I really want to do is go some
88、where.”18 This quote summarizes the employee sentiment in many organizations and the new mindset required to make AfG a reality.Establishing a purpose-led culture in organizations requires dedication and persistence first from leadership and then from employees to be successful.Many leaders are curr
89、ently challenged with increasingly disengaged employees who struggle to connect their individual purpose with the organizations goals.This broken link can have major repercussions on an organizations financial performance,such as revenue and profitability19,and these need to be resolved.So how can t
90、he use of automation technologies reinvigorate employees enthusiasm for their work?IDCs study,A Robot for Every Worker,demonstrated that when workers are actively engaged with automation,from design to delivery,their performance is transformational.Democratizing the development of automation softwar
91、e restores the broken link for employee engagement.A purpose-led organization requires strong leadership and buy-in from the top to ensure that strategy is aligned with its people.In other words,championing change needs leadership with empathy.Empathetic leaders see beyond the problem at hand and ad
92、opt a broad strategic vision.They inspire trust and find a common ground by leading by example.Moreover,leaders who care and empower their employees find that their employees,in return,take care of the organization.An automation strategy that considers employees well-being and career development,by
93、introducing training programs and democratization of tooling,is vital.Leaders must remove the stigma associated with automation,the associated fear and mistrust that has been inflated in the media,and help employees embrace automation for their own benefit.Nevertheless,change does not happen overnig
94、ht.Harvard Business School Professor John P.Kotter,in his paper Leading Change20,indicated that transformation is a process and not an event.It advances through stages,building on each one,and with time materializes into progress.A staged approach is therefore needed to institute automation as a for
95、ce for good.Automation as a Force for Good 6 Steps to Transform Theory into PracticeIDC#EURAn IDC White Paper sponsored byA new mindset particularly among the leadership team of an organization is critical for that organization to embrace the kinds of principles that we have outlined in o
96、ur manifesto.Good intentions are not enough,though.Organizations must follow through on good intentions,making promises and ideas a reality.Implementing AfG principles,like the ones we lay out in this paper,consistently and effectively,requires organizations to behave differently.Six key aspects of
97、a well-thought-out change management process are vital:Vision.The leadership team must develop a shared vision for how automation within the organization should benefit not only the organization as an entity but also employees,and the organizations wider purpose-led strategy,to maximize impact.See t
98、he Holy Grail of Automation for Good on page 6Focus.The leadership team must appoint a senior team responsible for developing and enacting an organizationwide AfG initiative aligned with clear positive principles(such as the manifesto we present here on page 9).This team must understand where the or
99、ganization currently stands in terms of automation skills,practices,attitudes,and existing automation project and program outcomes,and use that“current state”analysis to set the focus and priorities for the AfG initiative.Measurement.As the focus for the AfG initiative is created,effort must be inve
100、sted in designing a measurement framework that incentivizes the right behaviors(from leaders and from other employees).In line with our AfG Manifesto principles,we encourage organizations to consider measurement metrics such as:Employee engagement and belonging scores.How engaged are employees in th
101、eir day-to-day work?Is this a place where employees feel they can do their best work for the long term?Hiring metrics(like cost and time to hire)and employee retention rates.How easy or difficult is it to attract and retain talent?Employee diversity.Is the organization succeeding in hiring and devel
102、oping talent from a diverse range of individuals and sources?Training course usage and skill levels.To what extent are employees developing new skills?Energy usage.How much energy does the organization use in its day-to-day operations?What is the target for consumption reduction?How can automation h
103、elp achieve such a target?Supply chain waste.How much waste is created in the manufacturing,packaging,and shipping of products that the organization consumes or provides?How can automation help reduce waste and optimize the organizations supply chain?Resources saved.How much do automation projects d
104、ecrease resources(employee time,money)consumed in day-to-day activities?Resources invested.How much saved resource(employee time,money)is invested in furthering the organizations broader purpose-driven mission?How Should Organizations Incorporate and Measure Automation for Good?Automation as a Force
105、 for Good 6 Steps to Transform Theory into PracticeIDC#EURAn IDC White Paper sponsored byStakeholders and Partners in an Ecosystem An AfG strategy cannot be built without effective multistakeholder cooperation.Businesses,academia,industry,NGOs,and most importantly governments need to work
106、 together and creatively think of new policies and programs that deliver the UNs SDG goals.“Ecosystems of excellence”can help create policy frameworks that enable the development of automation and intelligent technologies across local,regional,or worldwide economies,and commit to meeting agreed targ
107、ets as part of their contribution,addressing one or several SDGs at the same time.Their agenda should be broad and ambitious,with priorities put in place to address urgent socioeconomic problems.Communication.Once the agenda and measurement framework are set,the team must prioritize communication of
108、 its vision,values,and priorities with the whole organization.Effective,consistent,and continual communication is often undervalued in change management,but it is crucial to success.As the rest of the change program unfolds,communication must extend beyond“top down”communication of intent and embrac
109、e the“raising up”of successes from within networks of implementation and change practitioners reinforcing goals,sharing best practices and insights,and celebrating progress.Public commitments to progress and public sharing of progress(through websites,investor and annual reports,and social media)sho
110、uld be encouraged,as these are a good way to hold organizations and management to account.The power of example is critical.Communicate stories such as the ones described under the Automation for Good Use Cases to increase awareness within the organization(see more at page 16).Engagement.Before any m
111、aterial change to business operations or automation efforts is enacted,business teams must be“activated”and engaged to create excitement and energy and to demonstrate the desire to foster an open,innovation-positive culture that can drive the change that is needed.Workshops,hackathons,and training p
112、rograms to engage and inspire employees should be created;an incentivization scheme,aligned with the overall vision and measurement framework already designed,should also be explored.Become an active player in your community(learn more about Ecosystem of Excellence at page 15).Course correction.The
113、implementation of an AfG initiative is not a project that will be started and completed in months;to be successful this initiative must become an integral part of the organizations business model.In line with this,leaders steering an AfG agenda must plan for the likelihood of having to continually c
114、orrect course shifting focus and priorities according to successes and challenges,and accounting for new market and stakeholder expectations and business events such as mergers and acquisitions.Keep the Automation for Good Virtuous Cycle going learn,test,scale,adapt,innovate to maximize impact.Autom
115、ation as a Force for Good 6 Steps to Transform Theory into PracticeIDC#EURAn IDC White Paper sponsored byFIGURE 4Ecosystems of Excellence Ecosystems of excellence,for example,can be tasked to bridge the digital divide by creating dynamic and agile learning programs that equip vulnerable w
116、orkers with automation and AI skills(Goal 4:Quality Education;Goal 8:Decent Work and Economic Growth;Goal 10:Reducing Inequality;Goal 17:Partnerships for the Goals).An engaging,multistakeholder approach can include:Industry vendors that make available their academies with free and open platforms for
117、 learning skills to students,employees,NGOs,and private and public organizations.Academia and educational institutions,in collaboration with industry,which can support workers with apprenticeships and micro-degrees,as top-up learning certificates that can be acquired throughout their careers,and as
118、part of a lifelong learning culture.Governments,which can provide funding for skills development initiatives and launch awareness campaigns across the ecosystem(according to the WEF,only 21%of businesses worldwide are able to make use of public funds21).They can also introduce fiscal policies and su
119、bsidies supporting upskilling and reskilling programs and the provision of stronger safety nets for displaced workers experiencing unemployment.Community organizations,which can offer visibility of the efficacy and impact of learning programs across several targeted groups of individuals(including l
120、ow-skilled workers,people with learning disabilities,ethnic minorities,and so on)and provide feedback for improvement.Organizations,which can invest in human capital development by ensuring their training programs are aligned with their business strategy.ROI assessments on training investments can t
121、ake into account hiring and onboarding costs of new hires,and the additional value generated by employees who feel supported and taken care of.NGOs,which can provide fresh thinking and innovative approaches to resolving challenging problems,or issues not pursued or overlooked by conventional institu
122、tions.Source:IDC,2021OrganizationsNGOs Technology vendors Local,national,and regional governments Community organizationsInternational organizationsEducational institutionsAfGAutomation as a Force for Good 6 Steps to Transform Theory into PracticeIDC#EURAn IDC White Paper sponsored byFoll
123、owing the same principles outlined above,other ecosystems of excellence could be created to jointly tackle,for example,Goal 3(Good Health and Well-Being)or Goal 13(Climate Action).According to the African proverb,“If you want to go fast,go alone.If you want to go far,go together.”The impact of AfG c
124、an be maximized if organizations openly share their successes and challenges and work together with stakeholders to create a path for cooperation and welfare.Figure 5 provides a brief overview of five interviews with UiPath customers,showing how the efforts of each supports the UNs SDGs,illustrating
125、 the principles of our AfG Manifesto.Five Automation for Good Use CasesFIGURE 5Five Automation for Good Use CasesPle emploi:Ple emploi is a major player in the employment market in France,in charge of job seekers return to employment.It uses automation to speed up some back-office tasks,like process
126、ing personal data deletion requests(GDPR),where the digital assistant takes the process from 3 days to 2 hours.Employees save time and can focus on higher added value actions.The digital assistant is an aid to contribute to the quality of life at work and to improve the service provided to users.Kel
127、ly:This global staffing company started by using automation to streamline internal administration,but has gone on to launch a new product,Kelly Discover,that offers an opportunity for neurodiverse candidates to staff roles.The company is also exploring how it can offer automation(“digital workers”)a
128、longside human workers in these placements.CDCR:The California Department of Corrections and Rehabilitation used automation to streamline administration of patient encounters across institutions,pharmacy reporting,and more.It used automation to help visually impaired employees use systems via speech
129、 interfaces,and has worked to share its experiences and best practices with other agencies.UN Volunteers:The United Nations Volunteers(UNV)program,administered by the United Nations Development Programme(UNDP)and reporting to the UNDP/UNFPA/UNOPS Executive Board,contributes to peace and development
130、through volunteerism worldwide.The UNV program used automation to streamline various administrative activities,speeding up deployments and administration.The organization put people at the heart of the automation initiative to help reassure individuals that their jobs would be enhanced,rather than p
131、ut at risk.UiPath IT:UiPaths own IT organization took the initiative to use its own automation tools to streamline IT helpdesk processes and make computing resource usage more efficient.For example,it has reduced cloud computing usage by 65%,and by 98%in areas relating to IT service management and c
132、ybersecurity functions.Links to UN Sustainable Development GoalsLinks to UN Sustainable Development GoalsLinks to UN Sustainable Development GoalsLinks to UN Sustainable Development GoalsLinks to UN Sustainable Development GoalsRelated UN Sustainable Development GoalsGood Health and Well-BeingQualit
133、y EducationGender EqualityAffordable and Clean EnergyDecent Work and Economic GrowthIndustry,Innovation,and InfrastructureReducing InequalityResponsible Consumption and ProductionClimate ActionPeace,Justice,and Strong InstitutionsPartnerships for the Goals34578943161
134、79131217Automation as a Force for Good 6 Steps to Transform Theory into PracticeIDC#EURAn IDC White Paper sponsored byAbout UiPathAt UiPath,we advocate the use of automation to encourage people to strive to learn more,do more,and have meaningful careers.Our commitment endeavors to help ma
135、ke automation a force for good across the world.UiPath enables the fully automated enterprise so that this can happen.We strive to be a brand of inspiration.We believe in the transformative power of automation to bring out the best in people,and the potential of people to create a better world.Ultim
136、ately,everything we do is grounded in a greater purpose:to accelerate human achievement and to liberate the boundless potential of people.Leaders must connect to the world outside their organizations.From sustainability to social good,automation offers a practical path to achieving those goals that
137、help organizations create a better work environment while impacting society around them.To learn more about UiPath Automation for Good,visit our webinar series.Automation as a Force for Good 6 Steps to Transform Theory into PracticeIDC#EURAn IDC White Paper sponsored by1.World Economic Fo
138、rum Annual Meeting 2021(https:/sdg.iisd.org/events/world-economic-forum-annual-meeting-2021/)2.https:/ec.europa.eu/info/business-economy-euro/recovery-coronavirus/recovery-and-resilience-facility_en3.https:/ec.europa.eu/commission/presscorner/detail/en/qanda_20_16594.https:/www.gsa.gov/about-us/news
139、room/news-releases/president-biden-signs-the-american-rescue-plan-boosts-funds-to-secure-and-modernize-technology-031120215.WEF,The Future of Jobs Report 2020(https:/www.weforum.org/reports/the-future-of-jobs-report-2020)6.https:/sdgs.un.org/goals7.https:/sustainabledevelopment.un.org/partnerships/8
140、.IDCs Future Enterprise Resilience Survey,February 20219.https:/digital-strategy.ec.europa.eu/en/library/egovernment-benchmark-2020-egovernment-works-people10.IDC Future of Work Survey,202111.WEF,The Future of Jobs Report 2020(http:/www3.weforum.org/docs/WEF_Future_of_Jobs_2020.pdf)12.IDC Skills Pra
141、ctice13.IDC Worldwide FoW Survey,202114.https:/ European FoW Survey,202020.Leading Change:Why Transformation Efforts Fail,by John P.Kotter,Harvard Business Review,200721.WEF,The Future of Jobs Report,2020(http:/www3.weforum.org/docs/WEF_Future_of_Jobs_2020.pdf)ReferencesAutomation as a Force for Goo
142、d 6 Steps to Transform Theory into PracticeIDC#EURAn IDC White Paper sponsored byInternational Data Corporation(IDC)is the premier global provider of market intelligence,advisory services,and events for the information technology,telecommunications,and consumer technology markets.IDC help
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