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Money all spent in systematization, as you all know more than I do, it is not easy with all that data that you have collected. 

Until recently mainly used to expedite manufacturing, robots are increasingly appearing outside factory floors, in hospitals, labs and offices. To meet the requirements of these varying situations, developers have designed new models, such as soft robots and software robots. This creates 

 

“a digital workforce”

 

which represents a whole new operational, highly scalable, reliable and auditable work capability for businesses.

The use of software robots in this context has been called robotic process automation, or RPA.  While many people have fantasized about a day when they can delegate chores to robots and let them take the reins when it comes to innovation, the rise of these new breeds has left some observers wondering about their value to the workforce.

Many have expressed concern that by taking on core processes in factories, labs, hospitals, offices, robots will make people irrelevant and unemployed. But instead what’s resulting with early adoption of these machines is that there’s room for both robots and people – and the combination is enabling an unparalleled level of efficiency, customer service and innovation. Take Telefonica, for instance.

Under the direction of its head of digital service and transformation Wayne Butterfield, the telecom provider turned to software robotics made by my company, Blue Prism, after fully exhausting other methods of reducing costs while increasing efficiency of the back-office transactions it completes for customers. While software robots were an obvious choice in terms of speeding up processes and slashing corporate spending, members of the IT department were skeptical. They doubted whether the software robots were capable of accurately completing complex procedures like transferring customers’ SIM card data from old phones to new devices. But as software robots repeatedly demonstrated their value automating thousands of monthly transactions, the IT department could no longer dispute the advantages of a digital workforce.

 

What’s important to understand is that people are still involved in the process.

 

Not only do managers train robots much like how they do for new employees – teaching them rules and the ins and outs of particular procedures – but processes can be triggered by a customer or an employee. Many of you are doing this for over 30 years but now it’s not about being focused in improving your process, but also being focused in connecting it with your customer and now mobilising that information to be out in the field. It’s a study made by McKinsey that said that digital transformation is very important to us but we are 13% ready. So how do you get ready?

 



 

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