[WEBINAR] The Future of Work: Navigating The Trifecta of People, Processes and Technology

How to tackle productivity challenges in the face of rising adoption of AI, optimizing a large amount of data, and accessing the right talent and technology?

Watch our exclusive webinar, in collaboration with Everest Group, to find out how to navigate the triple power of people, processes and technology, and drive the transformation.
This session is crucial for those ready to:

• Navigate the intricate GBS Evolution Journey.
• Propel Employee Engagement and Satisfaction.
• Tackle Productivity Hurdles Head-On.
• Unravel User Insights through Advanced Technologies, including GenAI.
• Harness the Comprehensive Strength of People, Process, and Technology.

Transcript

Sarah Burnett (Host):
Okay, I guess we’ll get started. Hello and welcome to our webinar about the future of global business services. The webinar and my guests as well. I’m Sarah Burnett, Chief Technology Evangelist at KYP.ai and your host today.

So in this webinar, we are going to focus on the challenges that GBS organizations face in navigating the trifecta of people, processes and technologies and this is against the backdrop of constant chain.

Somebody once said changes the only constant. And they are I think absolutely right. Firstly, the pandemic changed the way that people work with hybrid working, home working, becoming quite the norm.

And then what we are seeing is the continuous shortage of skills despite the economic downturn in many parts of the world. And of course, we can’t ignore the huge march of technology with AI opening new opportunities. For everyone.

I’m sure you’ve all used chat GPT and have seen the phenomenal power that it’s offering it and other generative AI and LLMs. Offering in terms of the kind of processes that we didn’t know we could automate before. And now we do. And then there is KYP.ai offering deep insights into processes which enables incredibly detailed and database decision-making so that you can make better transformation decisions and automation decisions.

I’m delighted to have 2 distinguished guests with me, Harpreet Makan and Frank Schuler.

Harpreet Makan is practice leader leading the service optimization technologies. Research program that is focused on disruptive technologies and how they are impacting global services.

These technologies include RPA. Digital interaction insights which is Everest Group’s new term for the category that encompasses process mining, task mining and productivity mining. Process orchestration is another area that she focuses on as well as artificial intelligence.

I’m delighted to have with us Frank Schuler, who is managing director of Global Services Center at DHL Global Forwarding.

Building on a strong academic foundation of artificial intelligence. And business administration. Commented by many years of experience in leadership and business transformation as well as practical experience in functional finance and IT management. Frank is the multi-tower Global Shared Services Organization of DHL Global Forwarding and Freight. At the GBS operates in many locations with more than 4,600 employees. The locations include Budapest, Mumbai, Chennai, Chengdu and Manila and it is augmented by about 150 robots that are operated by a virtual delivery center in Chennai.

First we’ll have Harpreet sharing the key points from some research that she conducted on our behalf, however, independently.

And that has culminated in a white paper that she has written called the Future of Work, Navigating the Trifecta of People, Processes and Technology.

I believe you’ll all get a copy of the paper. After Harper’s presentation, I will do a very quick overview of KYP.ai’s Productivity 360 platform and then we’ll start the panel debate with Frank and Harpreet.

I’m going to leave plenty of time for you to ask you know for me for us all of us to answer any questions that you might have.

So please. Don’t hesitate to start posting the questions to the Q&A tab that you should be able to see on your Zoom console.

And just before I ask Harper to start, just the word about the research.

So she’ll be sharing some data with us. And this comes from a very good source in that Everest group has a very specialist team that focus on research on GBS and they’ve been doing it for decades.

So without further ado, I’m going to stop presenting and ask Harper it to start. Over to you, Harpric.

Harpreet Makan (Panelist):
Thanks, Sarah. Thank you so much. I’ll just start sharing my screen. I hope it is visible to you.

It is, yes. Thanks. Thanks for confirming. Hello everyone. A very good morning.

Good evening to all of you. I’m glad to be part of this webinar today. Thank you for joining the session today. I’m here, as Sarah mentioned, to share some insights from every script, laser data structure research about the future of work in GBS. My presentation today will focus on the role of technology in GBS and in enabling the evolved GBS model.

It will emphasize on relying on data based decision-making. To embrace the traffic of people, process and technology to help GBS leaders achieve superior outcomes. It’s a snapshot of my presentation structure. It is structured into 3 sections today. The first section talks about the evolution of GBS.

Then we will deep dive into the role of technology in GBS and how we see it playing out.

I will close with a couple of slides on journey to scaling up technology adoption. Which will include challenges that organizations face and best practices that they can adopt to drive greater value realization.

Let’s start by looking at the evolution journey of GPS Global Business Services organizations, right?

The slide that you see presents the distinct phases of GBS evolution journey as Ebra’s group sees it.

The first 2 phases which is advertiser and service provider. By the other 3 phases reflect a more mature and evolved GBS model.

As you would all agree, that shared services organizations have focused on labor arbitrage. Cost savings and skilled a reliable delivery or transitional services.

But with increasing majority. In the breadth and depth of services delivered. These operations have really evolved.

They are focused on delivering transitioner as well as high skilled services now. Great. The last stage that you see here really talks about how GBS has become an integrator and an innovator for its parent organization today.

They have really become an extension of the global enterprise playing an active role in all strategic initiatives.

The next page that you see talks about what does keep the GBS leaders awake in the night, right?

What bothers them? What troubles them? One thing definitely is the talent shortage that GBS organization space.

Do you know, GBS leaders face a dual challenge of meeting their business goals, delivering value to their parent organization while meeting employees rising expectations.

Attracting and retaining talent has become a key aspect. Because it gives critical competitive advantage for GBS.

And sharing productivity of these employees is very, very crucial to them meeting their output expectations. But what happens as GBS tries to maintain a satisfied and productive workforce?

As you see here, today, 60% of organizations are adding more work. They are expanding their scope.

More than 70% of GBP leaders struggle say that they struggle with to higher top quality talent. And some other data points that you see here from Everest Group research on shared services like 75% of GBS employees are looking for a job change.

What do these stats indicate? These clearly indicate the challenge that is hovering on the GBS organizations today.

And as we talk about talent shortage, one of the key reasons is evolving employee expectations. Employees today are requiring very new things than what employees used to ask their employers maybe a couple of decades back, right?

They look for flexible work line patterns, more autonomy, more employee centric work culture. More open culture for communication.

They look for continuous learning and growth and they are very open to adopting new technology innovations to improve their performance and improve the meaningfulness of their work.

Many friction points today stem from the inadequate visibility into task. GBS leaders, managers have very limited or negligible visibility into the work that employees do.

And that results in their inability to meet these evolving employee expectations.

As you move to the next section. We will talk about how a technology can help GPS leaders overcome these challenges.

And better handle the talent shortage. Meet employee expectations in a more efficient manner. We will also talk about how it can help enhance employee potential as well as experience.

And overall they look at the benefits that it can offer across people process and technologies that GBS have adopted.

With that, as I move to the second section.

The the page that you’ve seen in front of you gives you an overview of the technology that you’re talking about today.

As Sarah mentioned, every stroke calls it digital interactions intelligence. We see this technology as being able to capture user interactions, human machine interactions in the form of metadata.

And aggregate this data across multiple users and leverage AI to analyze this data and identify patterns and sequences in the logs in the data that has gathered.

Right? And it would provide leaders, provide managers with business insights, that span people processing technology.

The first key insight, right, that the business inside the span these 3 dimensions. A very very crucial and can lead to a variety of applications for GBS leaders.

As I talk through some of these applications. I just quickly talk about a few here. The applicability and potential of digital interaction intelligence in GPS is a very important aspect.

Because there are a lot of factors that make GBS a very strong candidate for adoption of these technologies.

GBS organization are at the forefront of innovation as we all would agree. There are work streams that GBS employees perform.

That contribute immensely to overall business processes. Today, GBS access in house process improvement advisor for the overall businesses.

The key first and foremost key application that we want to talk about this technology today. Is how it can help analyze user machine interactions.

To get a comprehensive view of employee work practices, business processes, and technology application leverage. Right, it can help provide visibility into what employees are doing in the day to day work.

How is the workload spread across individuals and teams? It could help assess dependencies. And uncover innovative ways to enhance productivity.

It can overall help orchestrate process excellence initiatives by providing it and driven insights into employees work.

This second application that I want to test upon today is something that a lot of GBS leaders managers would relate to.

It is about identity, upskilling and training opportunities for employees. And making sure that you are able to fulfill those training.

The digital interactions, and the, technology can provide insights, workforce intelligence insights on metrics that can help identify areas for skill development.

They It could be soft skills, it could be more technical skills, domain related skills. But having this information about individual employees can really foster a culture of data driven talent optimization.

It could help identify development needs. And HHS organizations invest strategically in upskilling initiatives.

GBS can also identify too a lot of other applications like identifying new automation opportunities. Identifying where technology says Jenny I can come to use.

This technology is really an eye opening thing at the help and leaders understand that they definitely don’t know at all.

We talk about some of the key applications as I was talking mentioning, identifying automation opportunities to elevate the focus areas to free up employees from manual mundane activities.

Ensuring that employee performance management is objective and based on actual data. Enabling employees to support their ideas that they come up with to support their innovative suggestions.

Help them build a business case. Not only helping employees, but also helping the IT organization, right?

Aiding CIOs, IT leaders to identify how IT system performance impacts employ work. And making sure that they address any application systemic issues.

That can help improve. It can move over, help reduce the misalignment between managers and employee.

Managers would have a better understanding of what employees are doing, how much portal do they have, how is the work spread, how is their overall work life balance?

As we talk about some of this, I just want to give a quick snapshot of the key applications of benefits of this that this technology has across people process and technology.

When I say people, I think we talked about this understanding of distribution. Identifying dependencies, measuring productivity.

Identifying training opportunities when it comes to process. Identifying process inefficiencies. Discovering variances in the way employees perform.

And identifying those automation opportunities that can be, their RPA or AI can be applied to free employees from repetitive work.

When it comes to technology. It is about assessing the current landscape. Evaluating the impact on employee efficiency.

And optimizing the use of applications within the organization. I think this gives you a good glimpse of the overall 360-degree benefits that this technology can provide.

As we move to the last section, I want to close by talking about some of the key barriers that organizations face when they try to adopt this technology and some best practices that we have heard from more mature advanced doctors.

When it comes to barriers, I think one of the key aspects here is lack of leadership support. How lack of senior executive support can simply derail these initiatives?

And not just in the data support is also about, overcoming internal resistance from employees. Obviously as this data will be capturing employee interactions with the machines it will will highlight it will open up new ways to look into voice work and there could be internal resistance around it.

This is real. Getting approval from enterprise IT is again a hindrance that inhibits enterprise to adopt this technology.

Some of the other challenges include adopting technology silos right not being able to adopt it in a more holistic manner across different business functions or processes.

Last but not the least when enterprise adopted technology they have they sometimes have unrealistic expectation. They think that technology will change something in a day.

And in case of such disillusionment, it can impact organization’s ability to sustain and scale adoption.

As we talk about some of these challenges, We have seen some measure and advanced doctors really being able to overcome these challenges and adopt this technology at scale.

What have they done differently? They have talked, they have been able to develop a holistic vision first and foremost.

That’s the stepping stone on the foundational element. Developing a vision that comprises people process and technology, keeping people at the center of it.

They have been they have invested into enabling or basically eliminating technology related friction. By communicating openly with the employees.

Need to make sure that you have avenues, you have channels whether it be through road shows or through regular.

Communication meetings where they communicate the advantage is the benefits the vision of adopting this technology. These organizations who have been able to adopt successfully have always encouraged data-driven alignment between IT and business.

Getting IT support is very crucial to get access to the relevant data.

One of the very key best practices or success factors that have worked the benefit of these organizations is building a digital core.

Building the data strategy around it building a database digital core and then trying to secure quick ones based on that by using this technology.

Again, data privacy is something there’s no work around it. You need to ensure data privacy and track the data that is only relevant to get the desired insights.

And as we’ve talked about, unveilistic expectations. Clearly defining metrics and KPIs to measure success of this initiatives is very, very crucial.

I think with that I just want to close by reiterating that GBS organizations are continuously evolving to expand their focus.

And they’re truly emerging as value at partners for their global enterprises, owning outcome responsibilities, driving a dog, innovative digital initiatives and building solutions that directly impact customers.

Leveraging this new technology can definitely. Enable them to increase the visibility into work patterns and become data intelligent organizations with highly engaged and motivated workforce.

Thank you so much for listening in to me. With that, I’ll hand it over back to Sarah.

Sarah Burnett (Host): 
Thank you very much, Harpreet. I’m now just going to share my slides about the KYP.ai – 360-degree platform but I do have questions for you and I’ll be posting those. I’ll be posting those rather when we start the panel.

So thank you very much for your insight. Just a quick overview, a 5 min overview of our 360 platform productivity 360-degree platform.

First I just wanted to talk about the prevailing view in the market of what the technologies are in this space.

Organisation seems to consider that they’re 2 types: task mining and process mining. Process mining relies on event logs from enterprise applications and captures those and builds a view of how enterprise processes are undertaken.

It can be a bit limited because it typically collects that data from one ERP application for example and we all know that employees typically spend less than a third of their time in ERP applications.

So you want to have an end-to-end view of the process that could go across some systems. Of course, there are some processes that complete in any RP system, but not everything does.

Task mining relies on the interactions between people and their machines. And can capture everything irrespective of what that application they’re using.

We go a step further really and this is where we’ve we’ve added the 3 dimensions, the ingredients, the 3 ingredients of enterprise processes.

So we look at the people how they’re interacting with their machines, how the technology is supporting them, and the processes that they are stepping through.

And undertaking. So with these 3 dimensions, we provide a holistic view of what’s going on.

In the enterprise and hard work is undertaken. And you can start with one. Just, you know, one team, look at their processes, look at the tech few technologies that support those processes.

Or you can go end-to-end and incorporate, bring in the similar views of more teams and more processes and the biggest set of technologies that support them.

So you end up with this kind of multiple cubes, if you like, of the three-dimensional data that provides you with process intelligence.

And eventually you’ll get a, you know, you bring the enterprise. You go end-to-end, you’re doing all the major functions of the enterprise and you get live visibility.

And this can be achieved that reasonably fast speed. And so you’ll end up with what I call the pulse of the organization.

So you see that pulse, pulsating cube. So you can actually then make live decisions about what is going on and this leads to this kind of 360-degree impact making this 360-degree impact possible.

Because of the 3 dimensions that I’ve been talking about. So you go from, you know, understanding the variances.

In your processes and enabling you to increase the standardization and improve the return on investments that you might make in upgrading and modernizing.

You can have the technology dimension, whether the technology is performing well enough. To support your people and the processes that you need to deliver.

It’s not unusual for but delays in response times some of our customers are experiencing quite long delays in the technology coming back to them and responding and as far as the people dimension goes of course highly relevant to this conversation today so it’s about increasing efficiency of the work that they do, enabling them to achieve their own ambitions and goals because they can do better, they can see how they perform.

And the work life balance improvements that results in better employee engagement. And enabling the organization to manage this hybrid.

Work environment better as well. So working from home. And these are just some of the examples of the benefits.

That you can gain from, KYP productivity 360 platform. Right.

I’m just going to stop sharing that and we’ll go into the panel debate. And without further delay really I would like to bring Frank into the conversation.

Frank, my first question is to you. And we hear a lot about skills shortages and of course, with that, understanding the employee engagement and, satisfaction with their jobs that could actually be compounded, the skill shortage could be compounded.

Maybe you could tell us a bit about how you go about and how you achieve business growth in particular given that there is a skills shortage.

Frank Schüler: Yes, thank you. Thank you very much, Sarah. And so, hello everyone. And so, thank you, Sarah, actually for inviting me to this webinar today. Absolutely, there is actually quite a increasing demand for our services to be provided out of our Cap to share service center here.

While at the same time we have a shortage in talents and skills. So it is very relevant on our actually how to address those 2 opening components.

The increasing demand is very much, I think, which we need to address also with the drive for productivity.

In the end, shared services, all what shared services is about to drive up productivity. Meaning actually to drive out more. You know, more output with the same input. Same resources. More output, more tasks, more services to be provided.

How can you do so? And the question is actually on how can you find them also in the tract is still the right people for such an how to do so? I think they’re on tools, like the KYP can help us very much and we will talk about that in more detail.

How we can attract actually our talents for that is for me first of all I think we need to develop and to utilize a strong brand. We need to come across also as an enabler as a technology company as a company which is utilizing actually data for the better of our people and our customer.

I do believe that we attract the right talentances by making our work more meaningful and to provide really a tangible purpose.

I strongly believe in a purposeful organization. Purposeful drive. So we had our DHL and our purpose is connecting people, improving life.

Which is actually a very strong component for our employees to join us and to actually deliver our services day by day.

It’s an absolutely excellent level. And last but not least, I think it is also about developing.

Then the talents which you have to provide a comprehensive and consistent development approach. Learning development environment.

A we have we call that an academy where you have a comprehensive learning curriculum for the different roles which you need.

Sarah Burnett: Thank you, Frank. There’s a lot there to explore. Can I pick on one topic that you mentioned which is using technology like KYP.

Frank Schüler: Yeah, sure. Very happy to do so. What, what we have seen in your presentation before and Harpreet also on your presentation is very much about people, processes and systems, right?

And KYPa.i actually helps us in getting more transparency on it. If I look at the people side, what is their key for us?

One example, besides other KPIs. Which we are looking at is one is for me is the productive hours.

With KAY.ai, we measure actually how many hours our employees are on the productive systems.

Now that helps us to understand better. On how many productive hours can I actually utilize on of The working day of an individual of an employee.

Now putting that into context, you might have maybe 8 and a half hours working hours, contractually agreed with your employee, while you need to acknowledge there are other things which need to happen to during that time as well, right?

So maybe your productive hours out of those 8 and a half hours are only 6hrs where people can really be working on the system.

For the remaining time they need some time out, they need meetings, they need to do training development, certainly also some hygiene breaks, whatever.

We might ask our employees to spend more than 6 h per in productive systems. We might reach actually up to 7hrs or 7 and a half or whatever.

But that comes with the fact also that this won’t be sustainable. So now it helps us actually to manage the right level and the right balance of utilizing the working hours in a full working day as we should.

Not overstretching, but also not under. That is one of the, examples I would see from a people perspective from the process.

Sarah Burnett (Host):

I think we have a little disconnect there. With Frank I’ll just wait a couple of seconds and then If not, I’ll continue with you Harper with my next question to you.

Okay. Let me just touch on a point that Frank made. With KYP.ai, he’s able to see and understand the overall way that work is being delivered and making informed decisions about how employees are overstretched and make the right decisions about work-life balance. And also what the organization needs to get done and get through.

But I’m still seeing a lot of lot of decisions made based on gut feel rather than data. And it’s quite a transformation isn’t it to go from that kind of practice to making decisions that are data-driven.

Do you have any recommendations? What are your thoughts on this topic? And do you have any recommendations for enterprises?

Harpreet Makan (Panelist):
No, I think I totally agree that our inclination is to rely on intuition, right? It is deeply rooted in our nature.

And it’s like all all business leaders try to find a way through a complex maize using our instincts.

Right, but while intuition can occasionally lead us to right direction, it’s often prone to errors and could leave us.

Disoriented and I agree that the need for data driven decision-making has existed for long.

Even AI has been around for long for some years now. But generative area has really, how generator has a really democratized AI.

I think technology is like this. Technologies like task mining, they should interact with intelligence. Really enable or make that data driven decision making more democratized.

It can help take evidence based decisions, right, to overcome the pitfalls of intuition. And these technologies can aid across multiple aspects as Frank was also mentioning, right, employed training, compliance, performance benchmarking.

I didn’t understanding how work is actually being done. And identifying opportunities to improve across people process and technology.

Just to add on to what I would suggest or what I have seen some major enterprises really do to enable data-driven decision-making.

I think first and foremost is establishing a data strategy. Having a digital code as I mentioned in my presentation having a strategy that outlines your data related goals.

The second thing would be around tracking relevant KPIs defining and tracking them. You know, it’s a promoting collaboration, right?

We’re ensuring that the data is looked in a more holistic manner and not in terms of data silos.

I think one thing that I’ve seen really very few organizations do, GBS and other organizations, encourage the use of database storytelling.

I think this is something that can really help overcome or manage the change that such technologies bring within the organization.

I’ll ultimately as I said, understanding and knowing that you don’t know at all, I think is the key.

Sarah Burnett (Host):
Thank you very much, Harper. Frank, welcome back. Just coming back to you before we lost that you lost the connection.

It’s there anything else you’d like to add? You were answering the question about using KYPDO AI to improve the employee experience. So anything else you’d like to add?

Frank Schüler (Panelist):
Thank you very much, Sarah, and I’m so sorry that I have those technical problems here. Yeah, I was just referring back to actually, people process systems, right?

And I think I was talking in particular around people. I hope you got to all the messages on that.

But on the system side, K by P on how that helps us actually to improve our employee experience is.

With KYP, we can now do also process mining topics. We can do process discovery. We can actually with that identify where our process gaps, where are unnecessary handover points.

Where is waste in the process? And with that, we can simplify the processes. And we can really improve then also our employee experience in actually doing their duty in providing their services in an excellent manner towards our business partner again.

So that’s that’s about the process component on the technology component. AYP also helps us To identify right away, where do we have actually automation opportunities?

Where could we use rule based technologies like RPA but also where could we use better Make use of cognitive process automation of AI technologies or where can we use actually further OCR applications to better do the data extraction.

So I think in all those 3 dimensions, meaning people, processes, systems. it’s KYP gives us a transparency which we didn’t.

Before, which helps us to really have an impact on our employer experience on how they work day for day to day.

That’s great feedback. Thank you very much. Good to, good to understand the benefits in practice from your perspective.

Can I continue on the theme of technology and maybe get your perspectives on how it can actually help.

All tiers of the organisation. So we’ve talked about work experience, the employee experience, what about managers as well?

How can you improve their acceptance of technology so that they then take good advantage of it. That’s really, I guess, is the crux of my question.

Yeah, the I think one of the core elements is that you’re taking away a bit of the myth and the rumors about such technology, right?

Yes, yes.

What is all this data collection doing? In the background and what will the managers do with the data? I think that is something which we need to address where we need to be very open and an open environment in No, to, drive also and support the right culture which you want to have in support the right culture which you want to have in the organization.

The way we address it is we actually put, with the, when we wrote in the organization.

The way we addressed it is we actually put with the, when we wrote out the application when we implemented actually KYP, we had the same time implemented.

Cockpits as we call them in the center right away in the middle of the centers large monitors.

Which actually make very transparent which KPIs do we have, which data points do we measure and to see in real time.

What we would use also for decision making in the organization. That has certainly helped a lot, so it has taken way right away those moose and the rumors.

What we would do with the data. And then further, also in the, in the sense also of database storytelling or database decision-making, we actually bring our senior management teams in the centers together to actually hold our performance dialogues in front of those monitors again and really go through the different views which we have and then to also detail down if there are some certain points and they need to dive deeper into the day. Hey, and as we are doing that in in the middle of the center everybody can see that and it is very transparent And I think that helps a lot in the technology of adoption by taking away this.

Right, right, and you know, there’s the ability to anonymize the data, there’s the ability to show employees the data that you’re capturing about them.

And as you said, actually being quite transparent in what the data is being used for and, you know, allowing employees to judge for themselves where they are in their peer group.

So that they can improve their own. Performance without seeing the names of the other team members but actually understanding how they can achieve their own objectives.

Sarah Burnett (Host):
That’s brilliant. Thank you. This is actually a question that has popped up in the Q&A, which is about data privacy.

So I hope we’ve answered that question. Harpreet you talked about GBS as an integrator and also because of their maturity. Of adopting technology and modernizing and taking on more processes. Being innovators as well. Can you tell us a bit more about that? How they become this kind of innovator organization had they developed that culture?

Harpreet Makan (Panelist): Sure, sure. So I think as I said, as GBS organizations moved to integrator, they have really shifted their focus.

There is greater focus on end customer experience. There is focus on innovation on revenue growth. I think people process technology ownership has become the key pivot for GBS organizations today.

And in some ways, I see that GBS organizations have really deployed multiple levers to reengineer their DNA and develop this culture of innovation.

If I talk about these livers, these include changes to physical environment, right? Like opening of innovation, labs and digital.

Adoption of flexible working models like a remote model. Putting up innovation programs and recognizing effort of people who participate.

Driving experimentation mindset through or even deploying performance metrics that are linked to business outcomes and objectives.

I think some of these initiatives have helped GBS organizations to lead that innovation culture in their organization.

And overall, I think a technology like digital interaction intelligence really opens up that optimization and moderation cycle.

It keeps it going. It provides you day-to-day operations data to uncover new opportunities for improving.

That and it can uncover such opportunities that shared services on millions would have never dreamt of even having. I think some of these technologies really make that experimentation for innovation. More easy to do and easy to get onto that band back end.

I think some of these things have really helped, GBS to become that innovator.

Sarah Burnett (Host):
Right, right. We have quite a few questions coming in. In in our Q&A panel. Just my last question to Frank.

And that is about the ability to monitor the outcomes, Frank. So there we are, we find it opportunities now, we take data-driven decisions. And we make the changes that are required. I guess the ability to monitor the outcomes is really important. And can play a big part in the future decisions that we might make. What are your thoughts on that?

Frank Schüler (Panelist):

Yeah, absolutely. I think it is absolutely crucial that when you arrive to to process improvements You’re clearly defining also your success criterias and you measure against it.

Those can be. Effectiveness, and parameters like service quality or whatever, but it could be also, certainly also efficiency.

So FTE reductions, what have you in that direction. So I think it is absolutely crucial that we make a transparency how we will measure.

A success and then measure against it. And when we see then the, the success coming out of it, then basis on that measurement, we need to then also first of all celebrate it obviously and make it very transparent in the organization in order to promote the technology also further.

And to leverage actually the use. Sage of the technology as a best practice across into other processes and other use cases.

Sarah Burnett (Host):

Fantastic. I have a question here. Directed to you, Frank. Which is what would you recommend to your peers in terms of technology adoption?

We are facing lots of internal resistance here in Europe. What made you successful? Good question, isn’t it?

Frank Schüler (Panelist):
It is. It is. I think, to be very honest, I, strongly believe it is the open discussion around it. And what I have experienced in our environment in particular in GBS and in environments as we have them.

You usually have a younger workforce, which are in general also more open already to for technology and for new developments.

So we should not hide away, but be open of what technology actually allows us and what opportunities it can bring.

And look at the opportunities also from and from a positive, from a from a how should I say phone from an impact also to the to the to the employees.

No, it can have also in a positive, what I mean by that is what’s, as I explained the example with the working hours.

For me that’s a core element. You can either you can talk about well with this technology we will be able to bring in productivity and therefore actually take out people.

That would be one side of the story. But you can also speak up and say, with that technology, We will be able to ensure that you only have 6 h productive time and we will utilize 2 and a half hours for training for for meetings and everything else so we bring in transparency and we we safeguard those 2 and a half hours that you have this spare time every day.

So it’s a bit of a different manner. You’re saying basically the same, but you’re addressing it differently.

So you need to put your, your change story actually into the right perspective, so it ties back, ties links to your answer earlier about. You know, transparency and communications, etc.

Sarah Burnett (Host):
Yes, very, very valuable insight. Thank you. Harpreet, I have a question for you. I’m not sure I understand the question.

I hope you do. How can the measuring of people fear be mitigated? How do vendors address this? Does that make sense to you?

Harpreet Makan (Panelist):
Yeah, I think more than vendors, I think it is about organizations that need to address it is what I believe.

I think I get the first part of the questions. I think people fear that how these technologies will impact their work.

The primary reason and the cause of it is lack of communication. The vision or the mission with which organizations adopt technology is often not communicated to the end employees who get impacted by it.

What I have seen organizations enterprises do is I think like I said, more proactive communication. Enterprises do is I think, like I said, more proactive communication and identifying the right change reader, right?

For example, in lot of cases just coming in a town hall from the CEO might not make a difference.

But coming from your own manager, right, coming from your own business head might make more of a difference, might make it more tangible for employees.

So I think including BU heads including end managers into this chain management. Program into this proactive communication has heard organizations overcome people’s fear.

Sarah Burnett (Host):
I think unfortunately we have reached the end of our we are already over time we were just going to do 45 min but there are there’s just one last question.

I would like to ask Frank. Do you think it’s possible to drive automation without data? We are trying to ask, we are trying our Citizen Developer Program, but the ROI is not very impactful. Do you have any recommendations how to move to your model Frank?

Frank Schüler (Panelist):
So first of all, I’m a strong believer in citizen developer programs as well. And we have applied an CPP program also for RPA.

Quite successful. Is it? Is it feasible to drive that without data? I don’t think so. Whether it needs to be the data from from systems like KYP.ai, task mining, process mining or whatever.

Depends on the use case. But in the end, if you’re also looking at all the 6 sigma toolboxes and so on.

In the end you need certain statistics. If you want to drive for for process automation if you want to see a pattern in in the process of waste and want to take this out, you need data points in the end.

And, and so you need to collect data points and that can be in a spreadsheet. It can be also manually done whatsoever.

Certainly modern systems help us. But you need some kind of visibility, transparency, otherwise it becomes very cumbersome to improve a current process.

Sarah Burnett (Host):

Thank you very much. With that, I’d like to thank you both, Harpreet and Frank, for your insights and for sharing your experience and thought leadership with us.

Thank you very much. Thank you very much to all the delegates who joined us and for your great questions.

I’m very sorry we haven’t got round to answering all of them and maybe we’ll be able to get back to you.

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