THE TOOLS ARE A DEFINING CHARACTERISTIC OF WHAT IT MEANS TO BE HUMAN

Introduction We have always used tools to improve our capabilities. From the manipulation of the stone leaves that allowed us to cut more deeply than we could with our hands and teeth, to the majestic advances of the Industrial Revolution, which brought unprecedented improvements in the quality of life, although some would say so a cost .

The digital age of today has many similarities with the industrial revolution, since it represents, once again, a period of rapid development and economic change. The fundamental difference is that, where machines and tools have been previously managed or largely supervised by humans, digital innovation has expanded to a point where new digital tools are becoming autonomous and self-directed.

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But how well is it working for us so far? You may not be able to see it, but do not doubt that humans and robots are already working together all over the world and in all sectors.

To explore the impact on organizations and their people, a team from Goldsmiths, University of London, in partnership with Automation Anywhere, set out to investigate the real-life impact of on-the-job automation. Surprisingly, we find that the increase in workplaces obtains 33% more of the factors that are considered to make a workplace more human.

We also examine the relationship between business performance and the increase in the workforce. The investment in automation technology alone produces some improvements in business performance. But investment in humans at the same time exceeds the increase in performance that companies can expect to obtain from investment in technology.

The increase in organizations reaches 28% more than the overall performance, 31% more financial performance and 30% more likely to prioritize the strategic objectives.

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But only 56% of the organizational leaders involved in our study feel that their employees use RPA and AI to their full capacity. So, how can organizations better prepare for the increase and ensure maximum performance of their automation and investment in artificial intelligence technology?

Our research concludes three key lessons for the leaders of the organization:

1. Encode the ethics of your company.

For many years, Google’s motto was the famous “do not do evil”. This simple formulation affected the way in which the company carried out the work in areas such as the design of the user interface and the writing of algorithms that chose the search results to highlight.

What ethical principles guide the actions of your company? As we intuitively know what we should do wrong, we often do not bother codifying the code of ethics of our company. Or if we do, coding is concentrated in the regulated area of the company’s front line.

But coding can have a much greater positive impact if applied to the entire company. Start with a basic premise, like “do not do evil”. Then, along with an organizational chart of the company, for each area of your organization, write some sentences that explain how this fundamental ethical principle applies to employees, suppliers and customers.

2. Audit the key work sequences.

Often, we are so familiar with what we do every day at work that we find it difficult to articulate, step by step, what any part of our work really involves. Some parts of the process are so familiar that we take them for granted. Occasionally, we may notice this while preparing a training for a new employee. But for the most part, everyone agrees with what they are doing.

The realization of an audit of processes and workflows finds and specifies all these assumptions and unconscious tasks that are completed successfully day after day, mainly thanks to the collective muscular memory of your company. Their cataloging makes them available for analysis and optimization. Even before the increase, the process of auditing, articulation and documentation of the key processes, and the knowledge that sustains them, create many optimization opportunities.

3. Choose the areas for the increase.

After auditing your workflows, identify the areas in which employees perform repetitive tasks, whose inputs and outputs follow predictable patterns. These are the most open tasks to increase.

Work with key stakeholders and trusted experts, including external partners, as appropriate, to capture, record and analyze each step of these processes, with a view to automating where it will be beneficial.

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