Is Hyperautomation a Realistic Goal This Year?

IT leaders are interested, but the road to achieve hyperautomation is rife with potential pitfalls. Here’s some advice on what to consider and how to get started on the path.

Is Hyperautomation a Realistic Goal This Year?
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A popular new buzzword is hyperautomation. From a high-level perspective, the term is meant to convey a process and technology-driven approach that is used to digitize and automate business processes. Basically, it is an extension of digital transformation (DX) with an increased focus on AI, machine learning, and fully automated processes. For many organizations, the thought of using advanced technologies to automate processes is obviously attractive. However, the path to achieve this goal is rife with potential pitfalls. Here are some hyperautomation methods, risks, and ways to know if your organization is ready to take on the challenge.

Why Hyperautomation?

Over the past few years, businesses have put a priority on digitally transforming manual business processes into those that are digital -- known as DX. The payoff for DX is accelerated business process flows from which to gain a competitive advantage. But as with all competitive advantages, they wean over time as competitors catch up with their own DX endeavors. Thus, the next obvious step is to reduce any and all manual processes within their current DX integrations to further accelerate the rate at which business processes can be executed. Not only does hyperautomation create a framework where business functions can operate 24/7, but it also further reduces human intervention, which can translate into significant cost savings.

Formulating an Approach to Hyperautomation

A proper approach to hyperautomation is to construct a robust plan both at a macro and micro level. While the end goal of hyperautomation is to automate all business processes across the board using data-driven decision-making through the use of AI, actual implementations should be conducted on a case-by-case basis -- only when processes have successfully been implemented and allow for proper levels of scalability and flexibility.

Business leaders and architects must first conduct a high-level map of how their organization is expected to operate both now and into the future. This is required so that the necessary levels of elasticity can be built into hyperautomated processes. For those who expect to pivot their business significantly in the next few years, for example, they will want to be very cautious as to not lock automated systems or processes into today’s business process flows.

Read the rest of this article on InformationWeek.

About the Author(s)

Andrew Froehlich, President, West Gate Networks

President, West Gate Networks

As a highly experienced network architect and trusted IT consultant with worldwide contacts, particularly in the United States and Southeast Asia, Andrew Froehlich has nearly two decades of experience and possesses multiple industry certifications in the field of enterprise networking. Froehlich has participated in the design and maintenance of networks for State Farm Insurance, United Airlines, Chicago-area schools and the University of Chicago Medical Center. He is the founder and president of Loveland, Colo.-based West Gate Networks, which specializes in enterprise network architectures and data center build outs. The author of two Cisco certification study guides published by Sybex, he is a regular contributor to multiple enterprise IT related websites and trade journals with insights into rapidly changing developments in the IT industry.

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