WHY A DIGITAL WORKFORCE REQUIRES A NEW MINDSET ?

Introduction

• What does your business do? "And" What are the objectives of your business? "

To follow this, an additional crucial question must be asked:

• "Do your processes and objectives align with the demands of your customers?"

Whether your clients are internal or external, it will deliver "results". However, your business and your customers evolve. Instead of simply building a "new way" of delivering the same results, it is essential that they be reevaluated to fully understand what they should be. Essentially, delivering a result that customers have always had, even in an improved way, is not as good as delivering what they really want and need.

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For example, a cruise could take you from Southampton to New York in 7 days, but while this is the same result perceived as an airline that takes you to the same destination in 6 hours, do we really believe that it is the same result? In addition, it is essential to keep in mind that the needs of clients will change over time, so it is essential to keep up with your current mood and expectations.

Determine the root cause of the problem.

Many problems are generally identifiable, particularly when the processes are well known and understood. What is often less clear is the cause, or even the resolution. Consider the problem "too many mistakes are made" or "customers think the answer is too slow". These are the symptoms of the problem; Only by investigating the process, the hierarchy, the complexity of the rules and the needs of the clients, the root cause can be identified and resolved correctly.

As companies grow, they become complicated by the multitude of interested parties, processes and, of course, dear systems. This combination ends up driving the way your operators work and limits your business. When looking for improvements in processes, it is common to focus on how to work within the constraints that we are "limited" instead of thinking about the results that are required. Focusing and addressing the root cause of the problem will allow you to build processes from the base upwards instead of from the symptom downwards. Keep in mind that there will be many limiting factors in your path, so always keep in mind the result you are really looking for.

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Useless and frustrating court.

With the mentality of building, first consider only what is necessary, then the things that add benefits. Anything outside of this must be cut off. There is no point in having a smooth running process that does not add real value to the business.

Cutting the useless work is vital for the future mentality of work. As technology advances and companies become more automated, customers legitimately expect faster results with minimal effort. Useless work requires valuable resources (both human and virtual) and slows cycle time. It also makes things unnecessarily complicated, so it provides more room for errors and more exceptions for your team to handle. Simplified companies (however complex they may be) have flexibility and stability that allow them to develop with the changing technological landscape and the changing demands of clients.

An important consideration is that, while technology seems to give us "quick fixes", it is important to avoid configuring the automation for unnecessary or too complicated jobs. REMEMBER: Robots are not the answer to process problems; They are amplifiers, capable of carrying out processes with great speed, precision and agility if they have the means to do so. Any unnecessary or too complex work reduces your efficiency and potentially the benefits for your business.

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Align processes and objectives with the customer's demand.

As you rearrange your processes, you should take full advantage of the opportunity to do so with your client's objectives and your own objectives. Only with this 360˚ view can you determine what tasks are necessary and if they add value to your business in general. The idea is to obtain the maximum possible alignment between the processes, the objectives and the demands, so that they can be managed within their central business structure. Outliers are exceptions and should be minimized to improve the fluency and efficiency of the end-to-end process. 

This is shown in the following diagram:

A great example of this comes from one of our biggest global clients. They wanted to introduce RPA in many of their processes, so they started the initiative under a process improvement team. This meant that they could see the global processes in an integral way.

Streamline systems and implement technology to align with your corporate goals and demands. It is imperative to keep in mind that they used (dare I say "leveraged"?) The technology of the future of work, instead of being driven by it. RPA can absolutely help eliminate the requirements for humans to do mundane work, but without looking at the process from beginning to end, it can not correctly identify the steps of the process that can be accelerated completely or, in many cases, eliminated altogether.

Example: Is the best customer service, there is no customer service?

Often considered a beacon to challenge traditional customer service models, Amazon has revolutionized the online shopping experience. It may be fair to suggest that it has transformed expectations of purchases in their entirety. The ability to make an instant purchase, even if the delivery arrives later, satisfies the human need to consume and, along with the fact that you can browse and shop from your own home, all without having to fight trains, traffic and parking restrictions. In addition, the market extends beyond its local main street to a global distribution network.

It really exemplifies the concept of Martini (another brand creator): anytime, anywhere, anywhere. It does not matter where consumers are located all over the world, as long as they benefit from the new utility: Wi-Fi, which they can buy. With the explosion of online billing / payments to support the market, customers find that online shopping is fast, intuitive and satisfying.

The basic reserve of physical stores has been "what happens if something goes wrong?" Understandably, customers are concerned that their garments do not fit, that they are not allowed a refund, that their product is defective. The strongest e-commerce customers depend first on their customers (complex algorithms tell them that most customers are honest and quickly eliminate fraudulent customers). All this processing and calculation is managed in the digital cloud.

While retailers make returns onerous, returning a product through Amazon is as simple and intuitive as buying. The return process has been carefully designed with the experience (result) of the client in his heart.

All returns are managed in the Technical Assistance Center and are adapted to the purchase method and the immediate needs of the customer. It is completely simple and easy. When customers have questions, the process goes to the exception route. Immediately, the staff is available and ready to provide assistance, which increases the customer experience and, in fact, employees.

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