Profitability and growth challenges are far more complex in a competitive, customer, and stakeholder environments . Traditional frameworks such as Porter’s Five Forces will no longer suffice. “Soft stuff” defined first in 7S of Mckinsey will shape organizational agility to sense strategic opportunities in real time and to be prepared to pivot as it tests, learns, and adapts.
Functional specialists, not techies, will outline the leap forward.
As we are realizing the potency of Digital Process Automation impacting the business landscape and in particular impacting white-collar jobs. However the irony is programmers and not functional experts are leading the way. Consider the financial world which is in constant flux, once the Digital is up and running, it will need continual customizing and tweaking. Hence, functional specialists—not programmers—will have to lead the way.
AI or Digital process Automation works best when it brings together data and teams from different disciplines. It also requires structures and skills for human-machine collaboration.
But most organizations keep data in cartels and teams in silos. Few have started work on giving employees the basic Digital process automation skills that they’ll need. The average enterprise isn’t ready so at best they can start with embarking on the efficiency and once bridging of silos is a regular practice they can consider employee engagement or customer experience journey. Mindset, skills and prototypes developed through creating experimentation instead on overarching strategic plan will shape outcomes in the era of Digital process automation.
