A Ferrari Can Plough A Field, It Doesn’t Mean It Should!

Author

Ben Hart

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It’s a fundamental issue that we, the Process Excellence and Mining practice, have encountered time and time again, particularly over the last 18 months.  

When it comes to an organization’s technology assets, it can sometimes be a bit like having that garage filled with high-performance cars gathering dust. The underlying reasons? 

1. Ignorance of Technological Capabilities 

2. Overestimation of Technology Capabilities 

Some examples of this are…  

• I’ve seen organizations invest in Intelligent Document Processing (IDP) software but fall short of unlocking its full potential. Consequently, they limit its usage to basic document storage, overlooking the powerful data extraction capabilities that could revolutionize areas such as inventory management. 

• Organizations adopting Generative AI, expecting it to magically generate complex decision-making processes. They often overlook its limitations, resulting in less than desirable customer experiences and stakeholders writing projects off as failures. 

• And most commonly, is the belief that RPA should automate incredibly complex processes, leaving simple tasks to delivery teams. This isn’t its intended purpose; rather, it aims to free up humans to work on more creative and challenging problems that, truth be told, technology just can’t handle. 

• Expecting technology to replace the capabilities of the human workforce. The world is far too complex and consumer expectations too diverse for everything to be a linear, ‘one-size-fits-all’ path that a robot can follow. After all, robots are stupid, very stupid, but incredibly effective if used in the way they are meant to be used. 

Best practices for minimizing issues 

While there are no silver bullets, you can implement a few best practices for a smoother ride: 

• Consider the overall organization design when investing in technology assets. Identify those which are best in class for specific activities, which are acceptable, and which aren’t fit for purpose.

• Resist the urge to shoehorn use cases into certain technologies. Just because its available, doesn’t mean you have to use it. 

• Regularly evaluate technology adoption to identify gaps and areas for improvement. 

• Keep technology adoption flexible. Allow room for adaptation and evolution as organizational needs change. 
• Start with small-scale pilot projects. Test the technology’s capabilities and see how well it aligns with organizational needs.
• Invest in training or coaching programmes that bring in experts throughout the lifecycle, not just during the sales process. Ensure stakeholders fully understand the capabilities of the technology. 
• Encourage collaboration between technology experts and end-users. Co-create solutions tailored to specific use cases. 

In conclusion, the key lies in striking a balance between understanding the capabilities of technology and aligning them with organizational objectives. By dispelling misconceptions and fostering a culture of continuous learning and adaptation, organizations can unlock the true potential of technology to drive sustainable value and innovation. So, while a Ferrari can have a plough on the back of it and work the field… that’s not what it was designed to do. 

Revving up efficiency 

At Roboyo, our approach centers around what we call a diagnostic; a meticulous examination of every aspect within an organization, including its technology assets, processes, and any existing automation. We compile a graded list of recommendations, assessing both complexity of the current set up and the potential value addition that can be achieved.  

This empowers organizations to fine-tune operations, leverage technology more effectively, and position themselves for sustained success. 

Want to know more? Book a meeting with our end-to-end automation experts.   

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