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1、IDC#EUR149165822IDC eBook Sponsored by UiPath1IDC eBook Sponsored byIDC#EUR149165822The Strategic Importance of AutomationAuthor:Neil Ward-Dutton,VP,AI and Intelligent Process Automation European Practices,IDCIDC#EUR149165822IDC eBook Sponsored by UiPath2IDC#EUR149165822IDC eBook Sponsored by UiPath
2、Table of ContentsThe Strategic Importance of AutomationIntroduction3Mapping the Strategic Value of Automation6Conclusions17About UiPath and IDC21IDC#EUR149165822IDC eBook Sponsored by UiPath3Introduction4IDC#EUR149165822IDC eBook Sponsored by UiPathAutomation is Nothing New,but a New Age of Possibil
3、ities has Started1950s-60sPayroll processing2000seCommerce2010sDigital business1970s-80sDepartmental record-keeping and planning1980s-90sEnterprise Resource Planning(ERP)IntroductionIDC#EUR149165822IDC eBook Sponsored by UiPath5Organisations Get Benefits from Automation Way Beyond Back-Office Effici
4、encySource:IDC European AI and Automation Survey,December 2021,Northern European sample,n=198The current wave of interest in modern automation platforms started with the use of automation to streamline back-office administration work in functions such as finance and accounting,procurement and IT,pri
5、marily focused on increasing operational efficiency.But leading organisations are gaining a wide variety of benefits from using automation.Moreover,the benefits gained very often outweigh expectations.Improved Customer ExperienceProduct/Service InnovationIncreased Operational AgilityBusiness Risk Re
6、ductionA key reason to investBenefit achieved29%31%A key reason to investBenefit achieved14%25%A key reason to investA key reason to investBenefit achievedBenefit achieved15%27%23%33%Introduction6IDC#EUR149165822IDC eBook Sponsored by UiPathIntroductionMapping the Strategic Value of AutomationIDC#EU
7、R149165822IDC eBook Sponsored by UiPath7Modern Automation Platforms Bring Tools that Add Value to Work in Multiple WaysIn the top half of the blueprint in the elements of work that are focused more on interaction with and between people modern automation platforms provide automated capabilities that
8、 work side-by-side with people.They provide recommendations,predictions,context-specific insights and relevant information that help people get their best work done as effectively as possible.In the bottom half of the blueprint in the elements of work that are mostly focused on interaction with exis
9、ting systems tools can be used to automate elements of work end-to-end,without much human oversight remaining.Lets look at the key elements of modern automation platforms.These platforms provide portfolios of tools that organisations can use to reengineer,integrate,orchestrate and automate business
10、operations and their related processes.These tools act in different ways to automate or augment work.To show how and where different tools add value,IDC researched“how work works”across multiple use cases,business departments and industries,to create a Work Blueprint(see graphic):Work is initiated w
11、hen a request is received from an internal or external customer.Requests often arrive with documents that provide further information or evidence.Knowledge(about things like procedures,policies,and best practices)is leveraged to get the work done.The core of the work is a set of tasks that must be d
12、one and decisions that must be made.In most cases,tasks and decisions are controlled by a workflow that determines the order and assignment of work and defines how reviews or signoffs must be carried out.Business records are read and written as the work is carried out and completed.Different approac
13、hes to delivering value with automation make sense in different parts of the work blueprintBusiness RecordsWorkflowFlow of ActivityRequests&InteractionsKnowledgeDocumentsTasksDecisionsInformationInsightsPersonalisationPredictionsRecommendationsAutomated actionsMapping the Strategic Value of Automati
14、on8IDC#EUR149165822IDC eBook Sponsored by UiPathKey Elements of Modern Automation PlatformsModern automation platforms provide kits of tools that help across this IDC Work Blueprint in different ways.At the bottom of the blueprint,RPA and Application Integration tools can automate tasks and actions.
15、Intelligent Document Processing automates the interpretation of documents,providing actionable information quickly.Low-code workflow application development tools help to automate workflows,without necessarily automating individual tasks.At the top of the blueprint,virtual and personal assistants an
16、d chatbots help to automate and streamline aspects of request and interaction management and collaboration.Modern automation platforms bring all these capabilities together using modern software architecture and design principles:They use cloud platforms and web-based interfaces to make the automati
17、ons and apps created as universally accessible as possible.They provide low-code design and development environments,which mean that systems and apps can be built without the need for low-level programming and make it easier for multi-disciplinary teams to collaborate on development.They are open an
18、d extensible,meaning organisations can customise elements of them to meet organisation-specific needs.They provide a wide variety of native integration capabilities to make connecting to common enterprise systems-of-record quick and easy.Mapping the Strategic Value of Automation Cloud delivery Ease
19、of development/democratisation Openness/extensibility IntegrationBusiness RecordsWorkflowIntelligent Document ProcessingLow-code Workflow Application Development toolsVirtual and Personal Assistants,ChatbotsRPA and Application Integration toolsRequests&InteractionsKnowledgeDocumentsTasksDecisionsIDC
20、#EUR149165822IDC eBook Sponsored by UiPath9Mapping the Strategic Value of AutomationNavigating the Winds of Change in a VUCA World Enterprise Digital Innovation Digital Consumer Demand Government Stimulus Business Automation Digital Ecosystems Blooming Sustainability Expectations Tech Ethics Implica
21、tions Digital Sovereignty Cybersecurity Threats War Supply Chain Bottlenecks Digital Skills Disparity Pandemic Management Inflationary PressureIn the past two years,European organisations have experienced numerous challenges and opportunities what IDC calls“winds of change”.The winds of change are e
22、xternal forces that can push or pull organisations in different directions.In this case,organisations are experiencing three main types of wind:Tailwinds are driving industry acceleration.Crosswinds are causing major industry shakeup,requiring continuous recalibration.Headwinds are leading to indust
23、ry slowdown.These winds of change can be organisation-or industry-specific a headwind for one organisation or industry could be a tailwind for another.For example,the transition to net-zero emissions might be a headwind for some manufacturers,but a tailwind for companies that have sustainability bui
24、lt into their business models.What is clear is that there is no stable“new normal”for organisations as economies and industries seek to renew themselves post-pandemic.Organisations must increasingly operate and act in environments that are Volatile,Uncertain,Complex and Ambiguous(VUCA).Sensing and r
25、esponding effectively to rapidly changing geopolitical,societal,industry and market conditions requires organisations to think boldly about how to use digital technologies to“level up”their situational awareness and their ability to drive quick,consistent strategic responses.10IDC#EUR149165822IDC eB
26、ook Sponsored by UiPathMapping the Strategic Value of AutomationFour Pillars of Strategic Automation ValueModern automation platforms have the potential to deliver strategic value to organisations by addressing four major business challenges:increasing adaptability and resilience;improving employee
27、experience;breaking through digital transformation roadblocks;and smoothing the path of sustainability,transparency and customer trust initiatives.Over the next four pages,we will explore each of these strategic value pillars in more detail.Adaptability and resilienceEmployee experienceDigital trans
28、formationTransparency and trustUsing automation to help break away from legacy operating model assumptionsUsing automation to free employees from tedious,repetitive work,increasing empowerment and effectivenessUsing automation to deliver business operations that seamlessly support modern customer ex
29、perience expectationsUsing automation to provide process and decision transparency,transforming compliance and enabling ethics and sustainability initiatives IDC#EUR149165822IDC eBook Sponsored by UiPath11Mapping the Strategic Value of AutomationDeep Dive:Maximising Business Adaptability and Resilie
30、nceFour key work practices and technology advances emerging from the pandemic are likely to endure in organisationsIn a VUCA environment,a business operation that is built around rigid,difficult-to-change assumptions is a threat to business survival.For a business to thrive in such an environment,op
31、erations must be adaptable and resilient in the face of unexpected change or disruption.But legacy systems,processes and operating models are everywhere.They are designed around rigid assumptions about who must do which tasks to progress work and how,and when and where they must be to carry out thos
32、e tasks.Post-pandemic,European organisations are clear that they cannot be bound by these legacy environments.They are intent on retaining hybrid,flexible work environments that leverage cloud-based connectivity,devices,applications and services and digital workspaces.Modern automation platforms tha
33、t are open and extensible,leverage cloud delivery and present open web-based user interfaces provide strategic value.Automations can create a flexible bridge between legacy systems and processes,with all their inbuilt assumptions and the current demands of always-on,work-from-anywhere workflows,task
34、s,decisions and customer needs.45%Remote and hybrid work models36%Cloud-first connectivity,devices,apps,services42%Intelligent multichannel digital workspaces35%Ubiquitous automation of repetitive tasks and workflowsSource:Future Enterprise Resiliency&Spending Survey-Wave 11,IDC December,2021(n=858)
35、WhoWhatWhenWhereHow12IDC#EUR149165822IDC eBook Sponsored by UiPathMapping the Strategic Value of AutomationDeep Dive:Supporting Employee Satisfaction,Engagement and EmpowermentSource:IDCs European Future of Work Employee Experience Survey,March 2022(n=2,785);IDCs European AI and Automation Survey,De
36、cember 2021(n=493)Employee satisfaction and engagement are hot issues in Europe,and rightly so.According to a large-scale European IDC survey focused on employee experience,nearly 32%of employees are actively looking at other job opportunities.Crucially,nearly 42%of this group cited“looking for a be
37、tter employee experience”as a key reason.In the same survey,employees ranked the factors that were most important to employee experience.The most highly-rated factor is being part of a people-first culture that provides opportunities for employees to try new things.Two of the other top-four factors
38、were related to empathic leadership and employee autonomy.Organisations are starting to respond to these pressures and demands.Increasing numbers of organisations are viewing automation as a tool with two positive purposes:Automating routine,repetitive tasks is a significant way to give employees mo
39、re time to focus on high-value tasks that require human traits like creativity and empathy.Involving employees directly in automation programmes is a significant way to give them new skills,drive innovation,and empower them to improve their own environments.This path is increasingly well-trodden:45%
40、of European organisations either already have a programme in place to encourage non-specialists to get directly involved in developing business automation solutions,or they plan to introduce one.IDC#EUR149165822IDC eBook Sponsored by UiPath13Mapping the Strategic Value of AutomationDeep Dive:Breakin
41、g Through the Blockers for True Digital TransformationA truly great digital customer experience cannot be delivered without fit-for-purpose digital business operationsMost digital transformation work has revolved around creating digital experiences that focus on the early parts of customer journeys
42、from the point at which prospects start to be aware of products,through to purchase and signup.Digital“shop window”innovations,such as new mobile apps,personalised websites,omnichannel commerce experiences,and social media platforms,are all part of this work.Fewer organisations have really embraced
43、the value of digital transformation beyond the shop window,delivering capabilities that really enable organisations to“keep their digital promises”.But this is now changing.For a customer journey to deliver excellence end-to-end,its not sufficient for the website and the mobile experience to be high
44、-quality.If a customer signs up for a service through a modern mobile app,but then is failed by slow onboarding,inaccurate billing or poor complaint handling,then the end-to-end customer experience is still poor.The customer journeys that so many organisations are striving to digitise are powered,be
45、hind the scenes,by multiple diverse aspects of business operations,and those business operations need to be digitised,too.Modern automation platforms that are open and extensible,leverage cloud delivery and present open web-based user interfaces provide strategic value at this stage.Automations enab
46、le multiple aspects of business operations and their management to be digitised,even if underlying systems-of-record remain stuck in the 1990s.Customer journeyMaking the promise marketing and salesKeeping the promise operationsA truly great customer experience cannot be delivered without fit-for-pur
47、pose digital business operations.AwarenessConsiderationDecisionAdoptionRetentionExpansion and advocacyCustomer onboardingWarranty managementProcurementInspectionsCustomer adminSupplier onboardingCustomer supportPlanning and forecastingComplaintsBilling14IDC#EUR149165822IDC eBook Sponsored by UiPathM
48、apping the Strategic Value of AutomationDeep Dive:Smoothing the Path of Sustainability,Transparency and Customer Trust InitiativesRegulatory compliance is a foundational element of doing business for all organisations,but the cost of compliance for many organisations is becoming increasingly challen
49、ging.Cross-industry regulations(such as the GDPR and the forthcoming EU AI Act)and industry-specific regulations(such as PSD2 in banking)come into force regularly.Increasingly,though,compliance is only one branch of a much broader strategic imperative:the need to be transparent and trustable.Complia
50、nce might be about acting in accordance with industry rules and laws,but increasingly,markets are demanding that organisations also act ethically,and do so in a demonstrable,transparent way.According to the 2022 Edelman Trust Barometer,58%of people say they will buy or advocate for brands based on t
51、heir beliefs and values.60%will choose a place to work based on their beliefs and values.Sustainability is the latest topic relating to business ethics to catch markets attention,for obvious reasons.According to a recent IDC survey,44%of European organisations include sustainability-related KPIs whe
52、n measuring senior executives performance;35%of European organisations are working to develop a comprehensive view of the environmental impact of their operations.Active management of sustainability within supply chains is a key feature of the most advanced organisations;but gaining visibility of an
53、d measuring impacts remains a significant challenge.Clearly,working to comply with regulations using armies of administrators to gather information,collate,analyse and report on it manually is foolhardy.The same is true for areas such as sustainability,where markets are demanding transparent ethical
54、 behaviour based on clearly committed targets.Modern automation platforms have critical roles to play across the whole process of operational monitoring,analysis and reporting whether for compliance reasons or otherwise.IDC#EUR149165822IDC eBook Sponsored by UiPath15Mapping the Strategic Value of Au
55、tomationAutomation is Already Used Way Beyond the Back OfficeIDC research shows that automation tools are already widely used by UK&I,Benelux and Nordic organisations across business functions.For example,44%of organisations that are using or piloting automation platforms today are focused on using
56、them to help customer service and support functions;61%are focused on using them to help sales and distribution functions.Source:IDC European AI and Automation Survey,December 2021,Northern European sample,n=198%of current automation implementations focused on different business functions*Security*I
57、T/infrastructure/network operationsBusiness functionsSupply chain managementR&D,engineering,product mgmtCustomer service and supportMarketingSales/distribution34%36%41%61%44%Finance41%HR38%Business ops46%Legal and compliance47%IT46%*58%*CORE VALUE-ADDING FUNCTIONS16IDC#EUR149165822IDC eBook Sponsore
58、d by UiPathMapping the Strategic Value of AutomationWhat Happens if Automation Stays as a Tactical Band-Aid?Islands of automationDifferent use cases are addressed without consideration of other initiatives,risking“reinventing the wheel”multiple times overComplexityWithout a strategic view that range
59、s across tasks,teams,departments and processes,organisations risk automating activities that might not need not be carried out at all,with a wider analysis of digitisation opportunitiesImplementation riskLack of knowledge and experience sharing across projects means that teams cannot learn lessons f
60、rom others challenges and build knowledge to help get projects done easily,quicklySupplier riskLack of a consistent approach to finding and contracting with suppliers creates the risk of over-contracting,or contracting with multiple suppliers that all solve the same problemsMissed opportunitiesBy on
61、ly automating in reaction to immediate operational pain points,organisations risk always being constrained to finding relatively small-scale cost improvements and missing the bigger value pictureIDC#EUR149165822IDC eBook Sponsored by UiPath17Conclusions18IDC#EUR149165822IDC eBook Sponsored by UiPath
62、Automation is a Strategic ToolAutomation is at the top of organisations investment priority lists across Europe nearly 35%of senior leaders say it is a top investment priority.The current wave of interest in automation has focused primarily on streamlining back-office administration work in function
63、s such as finance and accounting,procurement and IT,to drive operational efficiency.However,modern automation platforms can bring much more value to organisations.They can deliver four vectors of strategic value:increasing adaptability and resilience;improving employee experience;breaking through di
64、gital transformation roadblocks;and smoothing the path of sustainability,transparency and customer trust initiatives.ConclusionsAdaptability and resilienceEmployee experienceDigital transformationTransparency and trustUsing automation to help break away from legacy operating model assumptionsUsing a
65、utomation to free employees from tedious,repetitive work,increasing empowerment and effectivenessUsing automation to deliver business operations that seamlessly support modern customer experience expectationsUsing automation to provide process and decision transparency,transforming compliance and en
66、abling ethics and sustainability initiatives IDC#EUR149165822IDC eBook Sponsored by UiPath19Not all Automation is the SameModern automation platforms provide portfolios of technologies that organisations can use to re-engineer,integrate,orchestrate and automate business operations and their related
67、processes.Crucially,different technologies within these platforms work to help automate aspects of work in different ways.This means that modern automation platforms can address diverse use cases with their own requirements.For example,technologies like RPA and application integration tools are suit
68、able for automating elements of work that focus on interactions with existing systems.These tools can automate these elements of work end-to-end,without much human oversight required.By contrast,other elements of modern automation platforms provide capabilities that work side-by-side with people rat
69、her than aiming to take them out of the work.They provide recommendations,predictions,context-specific insights,and relevant information that can help people get their best work done as effectively as possible.ConclusionsDifferent Automation Outcomes for Different Use CasesInformationInsightsPersona
70、lisationPredictionsRecommendationsAutomated actions20IDC#EUR149165822IDC eBook Sponsored by UiPathSurvive and Thrive with AutomationAutomation is a critical enabler for every modern business to survive and thrive in todays volatile and uncertain environment.Organisations using modern automation plat
71、forms gain a wide variety of benefits,and the benefits gained very often outweigh expectations.Here are three priorities any organisation wanting to explore strategic automation must consider.ConclusionsGet proactiveScale is a force multiplierAutomation is multifacetedIt is sensible to use automatio
72、n reactively to address immediate operational pain points.But by being proactive and methodically exploring automation use cases across functions and strategic priorities,you will uncover much larger wins.Developing a strategic approach to automation,and consistently applying it,will develop stronge
73、r internal skills,deliver faster results,and reduce implementation risks.Modern automation platforms provide collections of tools that bring value to work in different ways.Ensure that your teams understand how different tools and technologies can be used in combination to deliver the best outcomes.
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75、ion and/or localization of this document require an additional license from IDC.For more information on IDC visit .For more information on IDC Custom Solutions,visit http:/ Data Corporation(IDC)is the premier global provider of market intelligence,advisory services,and events for the information tec
76、hnology,telecommunications,and consumer technology markets.IDC helps IT professionals,business executives,and the investment community make fact-based decisions on technology purchases and business strategy.More than 1,100 IDC analysts provide global,regional,and local expertise on technology and in
77、dustry opportunities and trends in over 110 countries worldwide.For 50 years,IDC has provided strategic insights to help our clients achieve their key business objectives.IDC is a subsidiary of IDG,the worlds leading technology media,research,and events company.About IDCUiPath has a vision to delive
78、r the Fully Automated Enterprise,one where companies use automation to unlock their greatest potential.Only UiPath offers an end-to-end platform for automation,combining the leading Robotic Process Automation(RPA)solution with a full suite of capabilities that enable every organisation to scale digital business operations at unprecedented speed.About UiPathIDC UK5th Floor,Ealing Cross,85 Uxbridge RoadLondon W5 5TH,United Kingdom44.208.987.7100Twitter:IDCidc-Corporate Headquarters140 Kendrick Street,Building B,Needham,MA 02494 USA IDC#EUR149165822 Copyright and Restrictions: