The debate on automation is currently experiencing enormous hype. The term hyperautomation, recently coined by Gartner, implies that it is a self-reinforcing, irreversible trend, like a wave that you either learn to ride or that eventually swallows you. Hyperautomation promises to combine process mining, robotic process automation, machine learning and artificial intelligence. The goal is the holistic automation of business processes along the value chains. In our experience, many companies are still a long way from achieving holistic automation.
Many of our contacts are not looking for the next hype term, but simply for orientation. If you put hyperautomation in a nutshell, then it’s about nothing else but consistently looking at the company’s business processes and seeing where there is room for improvement. As a rule, these are already known and have been identified as part of quality initiatives in the past. If no consequences were drawn in operational practice, then this was often due to the fact that the level of suffering was not yet high enough because the company was basically doing well.
In most cases, a certain internal or external change then has to occur to make the necessity inevitable to deal with these optimization potentials. Events of this kind can be: Transfer of an owner-managed company to a successor, mergers and acquisitions or a crisis-like situation such as the Corona pandemic.
Without guidance, companies often get stuck in a dilemma that can be described with a single sentence: “We’ve always done it this way!” In our opinion, this sentence contains the real danger, because it tends to nip any initiative for change in the bud. In a world where nothing is as constant as change, companies quickly run the risk of being overtaken by change. The business models of Kodak, Agfa, Quelle or Bertelsmann bear witness to this.
However, if there is a fundamental willingness or even a need for change, external assistance is often required to help companies to correctly assess the possibilities of optimizing their business models and processes and to find the best possible way from the company’s perspective. Here the old-school topic of business process management comes into play again. Whether to close process gaps by retrofitting an ERP system, using a workflow technology or even RPA supplemented by an AI must be decided on a case-by-case basis. A prerequisite for the right choice is transparency about the processes to be optimized. The classic BPM methods are still the means of choice for this. Depending on the process, it is more or less suitable for being optimised and supported by RPA tools. For this purpose, CTI Consulting provides the appropriate process model and the right criteria, the CTI RPA process model. Based on this model, companies, supported by CTI consultants, can select the right processes for an RPA approach and find a tailor-made solution for the respective problem.
Our Service Offer
CTI Consulting supports its clients in achieving their full automation potential along the IT value chain. Our support ranges from process selection (workshops) and evaluation of the RPA usage (CTI RPA Fit Framework) to the analysis of the systems involved and an agile implementation of the RPA software robots. With our many years of experience in the areas of Enterprise Architecture Management and Business Process Management, we will lead your RPA project to success. In addition, we support customers in the selection of RPA tools and in setting up an RPA Competence Center in the company.
If you are interested, please contact us at firstname.lastname@example.org.
Dr. Dietmar Gerlach