Finally the industry has credible RPA product benchmarks from 359 superusers

June 01, 2018 | Phil Fersht

As am sure most of you noticed, HfS quietly released the most comprehensive customer satisfaction benchmarking of the 10 leading RPA solutions, authored by Saurabh Gupta, myself and Maria Terekhova.  We covered 359 super users of RPA products (enterprises, advisors and service providers) across 40+ customer experience dimensions across the following 6 key dimensions: 

  1. Features and functionality
  2. Integration and support
  3. Security and compliance
  4. Flexibility and scalability
  5. Embedding intelligence
  6. Achieving business outcomes

As an example, here is how dimension 6, "Business Outcomes" came out looking across the products:

So why did we undertake this research?

Our industry is plagued by many consultants with limited depth in RPA, who have no access to product level data that supports the tough decisions facing enterprises. In addition, most analysts deliver these 2 x 2 matrices which offer very limited insight or value (and all look remarkably similar). It’s time to dispel myths and provide enterprises with unbiased, credible and highly statistically significant data. The HfS RPA customer experience benchmarks are designed to help enterprises with RPA product selection as they formulate their intelligent automation roadmaps.  

It's more than a report... it's an online RPA decision-support tool

In addition to the report, HfS is also launching an online RPA decision-support tool for enterprises to enable client-specific due diligence on RPA providers. This tool will allow HfS clients to customize the decision criteria and associated weights from the available 40+ customer experience dimensions. It will provide clients a customized report detailing the top three RPA products that the client should consider, based on the rich insights that HfS collected as a part of the RPA study. HfS analysts are also supporting RPA clients through collaborative ThinkTank sessions, half-day workshops designed to problem-solve and validate strategies. These ThinkTanks go beyond the data where HfS analysts can share HfS IP, perspectives, and experiences on RPA tool selection, best practices, and common pitfalls to avoid.

So take time to delve into the realities of RPA and some of the findings may just surprise you

The industry is still struggling to solve challenges around the process, change, talent, training, infrastructure, security, and governance. Our mission at HfS is to dispel this confusion and uncover the truth to successful RPA deployment. It's time to separate the hype and propaganda from reality - and here is the reality!

Premium HfS subscribers can access the HfS Benchmarking Report: Detailed Assessment of the 10 Leading RPA Products here

Posted in: Robotic Process Automation

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The G2000 is still cost-obsessed, but getting there now depends on process robotics, predictive data, OneOffice alignment and a whole lotta pain

May 27, 2018 | Phil Fersht

However which way we look at it, driving out costs from business operations still dominates the directives of C-Suites across the Global 2000 - just revisit our 2014 study to see how little has changed. Fast forward to today, and the only real differences, since then, are the methods to slake this thirst for cost elimination, as traditional operating models are no longer delivering much more than incremental value.

Our new State of Operations and Outsourcing Study, conducted with KPMG, covers the dynamics of 381 operations leaders from the Global 2000 and reveals these rapidly changing C-Suite directives to drive out their number one nemesis: cost.

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Traditional cost savings models are running out of steam, as robotics, predictive analytics, OneOffice and cognitive become the new operating value levers

Little tweaks here and there to delivery locations and headcount allocations are becoming less and less effective, as it becomes clear only the fundamental rewiring of underpinning data repositories - and the digitization of manual processes - are going to progress operations to a place where real efficiencies can be enjoyed. In addition to fixing data and manual processes that clearly hit that old cost button, C-Suites are also recognizing the dire need have their customer needs being addressed by their employees as and when they occur (OneOffice), and also to invest more in cognitive tech and machine learning to drive more value from their current pool of talent:

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Cost reduction mandates still fall well short, but expect to see them improve as data-driven initiatives bear fruit

The perennial issue here is clearly one where C-Suites rarely feel exhilarated by the cost reduction impact of their operations leaders.  Of all their mission-critical directives this year (see above), none disappoints them as much as their ability to impact cost reduction (only 28% are very satisfied), while there are much larger numbers of C-Suite leaders already a lot happier with their robotic process investments (40% 'very satisfied' and a further 30% 'satisfied').  However, as we continue to see this strong impact in these areas aligned to robotics, OneOffice, and predictive analytics, surely it's merely a test of time until we see these initiatives having greater visibility, in terms of ironing out unnecessary costs and inefficiencies in the system.

The Bottom-line: It's taken several decades, but our enterprises finally have no choice but to make fundamental changes to the very make up of their processes, data, and people if they are going to survive 

Ever since my first blog 11 years ago (right here), we've pretty much repeated the same conversation that's been continually refined over the years.  The only game changers have been the gradual need for less people to run operations as cloud-based software platforms take-hold, offshore talent is optimized, and the more recent introduction of robotic process automation solutions to remove manual workarounds and create broader digital processes, that can be aligned with common business outcomes and metrics. 

However, these changes are more fundamental than merely slimming down the number of cooks in the kitchen and making the food taste better:  it's forcing a complete rethink from ambitious firms to redesign operating frameworks where revamped business processes are enabling true digital business models, where emerging AI capabilities can be weaved in... where innovation is native to the culture of the firm and its people. Yes, it's redesigning the entire kitchen, not merely hiring some better chefs with better recipes. 

The toughest challenge is fixing many years of poorly-constructed data repositories, where the corporate IT ancestors that built them have likely long-since departed, and other IT stormtroopers from the midst of time have plastered on countless workarounds and spaghetti coding to keep the back end (somehow) functioning.  These are the deep, murky areas where it's frighteningly difficult for many firms to take the risk of investment and change to find their way out of the dark data ages.  Somehow ripping out the very fabric of what got you here is what you may have to do to survive in the future... and that can be one very painful, risky and costly experience.  Sure, you can keep papering over those yawning cracks, but the wallpaper just isn't working like it used to... 

Posted in: Analytics and Big DataDigital OneOfficeRobotic Process Automation

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The why, the what and the how of the HfS Digital OneOffice

May 21, 2018 | Phil FershtSaurabh Gupta

We've talked a lot about the HfS Digital OneOffice operating framework - it's the HfS vision for the business operations endstate for digital organizations:

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The Digital OneOffice is where teams function autonomously across front, middle and back office functions to promote broader processes with real-time data flows that support rapid decision making. It’s where front, middle and back offices will cease to exist, as they will be, simply, OneOffice.

Why Digital OneOffice?

Digital organizations must have an operating framework that maps out how they have to operate in the future. Traditional operating models, while creating some incremental productivity value if managed effectively, struggle to drive the unification of digital business models with emerging technologies across a business's operations:

A true digital business cannot succeed without unifying front, middle, and back offices
Traditional approaches (organizational restructuring) have failed to have a purpose beyond incremental efficiency / productivity 
The Digital OneOffice is the organizational end-state to survive and succeed

What is the Digital OneOffice?

The Digital OneOffice focuses on real-time customer and employee engagement. OneOffice is:

Collaborative (Collective outcomes)
Unified (Without silos and hierarchies)
Dynamic (Agile and scalable)
Intelligent (Predictive, not reactive)
Responsive (Real-time)
Simple (Touchless and autonomous)

How to achieve Digital OneOffice?

The Digital OneOffice is the framework for achieving a true digital organization:

CX is not just fancy UI. Make CX the core of all your business operations from front to back.
Cost reduction is not a strategy. Drive organizational alignment and metrics that measure value creation, not only cost reduction. 
Weed out the people unprepared to change. Invest in an inclusive talent strategy, based people who want to learn and share.
Your tech infrastructure is everything. Automate, digitize, cloudify, and secure your organizational underbelly.
Build co-innovation relationships and shed legacy relationships. The partners who got you’re here may not be the ones to take you where you want to go.
Stop kicking the intelligent technology can down the road. It’s all here and now you need to make decisions on where you go with it
Stop thinking about the Future of Work. It’s already here...act now!

The Bottom-line: Traditional operating models have been focused on incremental improvements, not creating genuine frameworks for digital organizations

While traditional models such as outsourcing, shared services and global business services promote incremental efficiencies based on centralization of support functions and use of offshore to lower operating costs, none of these models have provided an ideal endstate for ambitious digital organizations.  Without having a true picture of how you want to operate in the future, you will be perennially be searching for short-term fixes to drive out further costs, and never be able to map out a strategic journey that will bring together your two most critical assets: your customers and employees.

Posted in: Digital TransformationDigital OneOffice

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Is RPA officially the new outsourcing?

May 17, 2018 | Phil Fersht

Just as many enterprises were running out of places to find more and more hidden costs they could quickly remedy through (yet) more outsourcing, along came their perfect new toy to unearth costs they had never thought possible to eliminate: RPA.  

Yes, folks, this stuff is just the thing to keep you occupied for the next few years to keep your greedy CFOs at bay - and even includes the word "robot" to conjure up images of human work displacement, creating hours upon hours of repetitive (robotic) debate at conferences from people who literally sprung from seemingly nowhere to become lifelong experts in this new dark art. 

And, oddly, most of these new RPA maestros seem to be exactly the same people who were hawking the delights of outsourcing just a couple of years ago.  Maybe the connection between outsourcing and RPA is a lot closer than we think?  So let's have a gander at the new findings from the 2018 State of Operations and Outsourcing study, conducted with KPMG across 381 Global 2000 organizations, where we questioned operations leaders about their intentions to keep investing in RPA and outsourcing. 

This data shows the tranche of operations leaders making significant investments in RPA and outsourcing, sliced by industry sector:

Financial services firms, where outsourcing is most mature, are showing voracious appetites to go down the RPA path

While banks and insurers are showing the smallest appetite (10%) to keep pursuing aggressive outsourcing strategies, they are right at the front of the queue (50%) when it comes to RPA.  Insurers were one of the first industries to explore BPO and offshoring twenty years ago, so it's little surprise that RPA is so appealing to these firms, where they can find completely new ways to mimic highly repetitive, intensive processes, plagued by manual workarounds, using smart

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Posted in: Business Process Outsourcing (BPO)IT Outsourcing / IT ServicesRobotic Process Automation

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Sticking to his Nitin

May 06, 2018 | Phil Fersht

Let's be honest, the services business needs dynamic leaders, if we're ever going to step up to being these innovators and true partners we keep claiming we are.

One such character I have enjoyed getting to know over recent years is Nitin Rakesh, who spent a good part of his earlier career at Syntel, eventually taking the CEO mantle for three years, until moving over to Mphasis just over a year ago, to revitalize the $1bn financial services focused IT services firm, which spent many years are part of HP, before being divested. 

Nitin is also very active in the thought leadership sphere as chairman of the IT services council for NASSCOM, and serves on the advisory broad for [email protected] (among other activities). But one of the things you'll get to know about Nitin is his brain typically works faster than most mortals, especially when it comes to his favorite topic about aligning technology to the needs of the customer, and working those desired outcomes right through to the back office, which is a philosophy very close what we believe in at HfS, with our Digital OneOffice conceptual framework

So let's hear a bit more from Nitin about how to get ahead in today's IT services industry, and what we need to do to be effective in the wake of intense competition and the leveling off of traditional IT services...

Phil Fersht, CEO and Chief Analyst, HFS Research: Good morning, Nitin. It's great to have you on here. To start with, I'd love to hear a bit more about you personally - you’re a technical guy, you're an engineer at heart. So how did you wind up running a billion-dollar IT services firm? Tell us where this all started and why you've been so successful at it.

Nitin Rakesh, CEO Mphasis: Thank you for that, Phil. I think I am an engineer at heart, I love building stuff. Early on I started experimenting with newer areas - as I came out of college, back in the days in the early '90s looking at how do you apply technology to things like image processing, character recognition. Those were very early days of artificial intelligence because you are teaching the software how to actually recognize handwriting.

So I think early on I got really excited about the impacts technology can have on our daily lives, and how we can change the world surely but certainly. I think from then I’ve never really looked back even though I've done a few stints in financial services. How do you apply technology and innovation? Back in the day, in the mid '90's, there was a field which is now also pretty prevalent called ‘Technical Analysis of the Markets’. And that was nothing but pattern recognition to see how do you analyze human behavior looking at the patterns in stock markets or their price behaviours.

So I think the theme started to get clearer to me over the years, but I've been lucky that I was at the right place at the right time as well. More importantly, I am really passionate about applying technology to everyday problems and ended up running a technology services company.

Phil: We got to know each other when you were at Syntel, but you've since taken over Mphasis, and now it's free of the HP empire (or former empire). So how is that business refocusing itself... and where are you taking it?

Nitin: I think this company has got some unique capabilities despite having gone through both shareholders in the last 12 years. I think we have retained and maintained our focus on applied technology. The company was founded by two ex-Citi bankers, so the focus was always applying tech to financial services and banking.

One of them was a business leader and the other one was a technical leader, a CTO. I think they built a techno-functional mindset into the business more than just a functional approach to applying problem-solving. I think it was always about embedded technology. And I think under EDS and HP, some them flourished, but some of them were impacted due to the overall global empire of HP, and the fact that we were a small piece of their overall business.

But as I came onboard about a year ago, we do have a fairly progressive shareholder who encouraged us to find our footing based on our areas of strength. What we've really been doing over the last 12 to 18 months is, essentially, differentiating ourselves by being an applied-tech firm that focuses on looking at how to apply new technologies to everything that banks, insurance companies and financial services firms do.

This is really about looking at, in the current age, how we make every enterprise customer-centric for their end customers and consumers, and how do you apply technologies to help them get closer to their customer in order to improve customer experience, reduce downtimes, offer targeted products and services with hyper-personalization?  And all of this at a lower cost, with a fast time to market. So that's kind of the mantra that we've set for ourselves.

Phil: A billion dollars in revenue: Surely, Nitin, that should be the ideal size to be big enough to be dangerous, but small enough to be sort of nimble and disruptive. What does this mean though, in reality? Can you share an example or two of how you can disrupt with your clients, while also delivering the bread-and-butter work that keeps the machine going?

Nitin: Absolutely Phil. That's a great positioning statement! We actually use a variation of that quite often. But I think our positioning almost always is that of a 'champion challenger". And from that, one, we obviously have the agility and the customer-centric focus on our side. We aim to give clients a personalized white glove service experience and we continue to invest significantly in our capabilities to stay ahead of the curve. In fact, there are multiple examples where we've been fairly nimble - but also aggressive - about going back to our clients and proposing to them things that challenge how they run their current operations, whether technology or business.

I'll give you a small example: Why should we not apply something like predictive analytics to an offering as standard as infrastructure application management? Why should we not turn AMS or an IMF into a big data analytics problem, and why should we wait for something to fail or break, so that we can go and fix it, which is (let's face it) the traditional IT outsourcing model?

So, I think, from that perspective, it means that we end up shrinking the overall footprint of the ITO team, but that's okay with us because I think that's the right thing to do for the customer. So, I think from our perspective, we've been fairly aggressive in moving clients along this journey of applying technology to traditional services as well.

And given that our scale is normally a fraction of some of the very large players, we are able to go back in and propose something very creative, even if it means that it actually shrinks the core and has an adverse impact on us as well. I just think that's the right thing to do. So that's how we are able to challenge the status quo, and in the process, carve out a position for ourselves.

Phil: One of the big discussion topics we talked about at our recent New York FORA summit centered on emerging technologies like automation, machine learning not being an end - they are just a means to get from one place to another. So, what are these places? What - in your view - is the real end-game for clients these days?

Nitin: Great question, Phil. I think I'm a big believer in the fact that every next technology isn't anything more than a tool, and what you do with it depends on how you are able to align it with one or two objectives. I talked about the fact that one of the biggest reasons why we are seeing fairly high degrees of disruption, especially in consumer-facing industries, is because, over the years, enterprises became so complex in the way they ran their back office systems and operations, that almost every business that's been around for 25-30 years is essentially run back-to-front what that means that the back office determines when you can launch the next product, the back office determines what's the next recycle for you to be able to make changes to your system, so you can have the new functionality.

The back office determines how much flexibility do you have, and so on and so forth. Whereas if you look at the new age, truly digital companies, they actually put the end customer in the middle of everything, and work backward from that. So how do you really pivot the focus of large enterprises from being functionally operationally back-office driven, to being customer-driven. And that's how you should think of applying all new technologies, whether it happens to be analytics, which should give you the ability to understand every customer, or whether

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Posted in: IT Outsourcing / IT Services

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Offshore outsourcing died with Trump. Now value-based partnerships are rising from the ashes...

April 28, 2018 | Phil Fersht

What a difference an election makes.  When we ran our State of Operations and Outsourcing study in 2014 (mid-way through President Obama's final term), Global 2000 enterprises were still planning to increase their short-term investments in offshoring their IT by more than 20%.  When we re-ran the study in 2016, offshoring intent was clearly dropping to a 12% intended increase (which is a realistic number for a saturating market), but this year it has nose-dived to a mere 5% increase, which is a clear result of the anti-offshoring sentiment that has hurt offshore-centric deals:

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I discussed this trend with one of the lead partners at ISG, the offshore outsourcing industry's largest deal advisor, and he shared that Trump's stance against offshoring was considerably slowing down the deal cycle for his firm, and he was even seeing some outsourcing deals going to the likes of Accenture and IBM because it created the façade that work was not being offshored (even though it was).  Yes, this is the kind of stuff that happens when a president likes to get fast and loose with his twitter account! 

However, while Trump's open attacks on American firms using offshoring stoked panic into many paranoid C-Suites, what really transpired was a rapid shift in how US firms are viewing their partnerships with global service providers. Today's reality is technology has become core to business competitiveness by creating new revenue channels made possible by interactive communications technologies with customers, by simplifying business operations to support the business with real-time data, and by supporting broader processes that respond to the needs of customers, as they occur.

Offshoring may be slowing, but the services business is in its best shape for four years

The healthy trend here, for the future of IT and business services, is the fact that the industry finds itself on the healthiest growth footing since 2013 - so clearly offshoring is no longer the primary driver behind IT services investments:

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President Trump merely speeded up the development of global services from a cost-reduction to a business-value proposition

Many enterprise leaders are clearly no longer thinking, "How can we shave some more cost off our annual IT budget by moving more work to India?".  Instead, they are thinking, "How can I get quality services delivered at competitive prices that take advantage of the cloud, automation, and global talent."  The subtle shift here is clearly one from an obsessive focus on low cost, to one of getting quality services as the industry matures, where there are many leverage points to find productivity gains, beyond merely relying on FTE rates.  The more pricing shifts towards outcomes, volumes and KPIs, the less visible offshoring becomes as a cost-lever. 

When you buy electricity, do you care where the supplier houses its generators?  When you use public cloud services, do you bother to question Google, Amazon or Spotify where they house their massive data farms?  It's the same when engaging with IT services firms to get work done: business operations leaders are barely thinking about where they are located anymore - and all President Trump has done is shifted the optics, compelled the leading India-heritage firms to make substantially more onshore staff investments - which they needed to do in any case - as the nature of IT work is driving the need for greater client intimacy and physical proximity between service delivery staff and client staff. 

Traditional outsourcing is being replaced by partnering, and "offshoring" is not even part of that conversation

Our recent study looking at digital transformation to the OneOffice reveals that the majority (57%) of the highest quartile of performers in the Global 2000 (based on revenue and profitability) view their primary service providers as supporting their digital transformation roadmaps, as co-innovation partners helping them achieve co-defined business outcomes.  Only a third viewed their service providers solely as a resource to provision skills and scale via a headcount model:

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This data speaks volumes - enterprises digital leaders need providers which can work with them to achieve outcomes that are increasingly challenging - most no longer requisition 500 developers per year to code in ABAP for strategic initiatives - that is a commodity practice today, usually delegated to lower level manager to lead.  Nearly all G2000 firms, today, have a Chief Digital Officer tasked with taking their companies through significant business model change, enabled by smart technology provided by partners which understand what is required.  Whether the talent for these strategic projects resides in Bangalore, Basingstoke, Bucharest or Baton Rouge is moot - this is about getting results where top talent is hard to source, and the location is just not very relevant anymore.

The Bottom-line: Trump did us a favor and ripped off the legacy Band-Aid for the services industry

Trump's stance on offshore outsourcing sparked two behaviors which have set up the future of services to be far more value-driven and business oriented: All the major Indian-heritage service providers have been aggressive adding 10,000+ staff right across North America and Europe.  Several are also embarking on ambitious acquisitions of niche onshore digital firms (both creative and tech-driven) to engage themselves higher up the foodchain within their clients and be considered for more lucrative digital engagements where there are deeply engaged with their clients redesigning business models that need sophisticated technical support.  So while the industry suffered from a couple of flat years trying to squeeze the last vestiges of life out of a dying body-shopping model, the new reality is a global delivery model that is now embedded in engagements where the focus is much more on business value and outcomes than prehistoric effort-based inputs.  We are also entering an era where the likes of Cognizant, Infosys, TCS and Wipro will cease to be called "Indian providers" and merely be referred to as global IT services firms.  Location is irrelevant... expertise most definitively is not.

Posted in: Digital TransformationIT Outsourcing / IT ServicesDigital OneOffice

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Can Infosys be the one to challenge Accenture's digital services dominance?

April 23, 2018 | Phil Fersht

It took a while, but we've finally seen the cards being played from Infosys' new CEO Salil Parekh - and it's a concerted digital play to offer clients an alternative to Accenture.  Make no bones about it, the intentions are crystal clear to reverse the course Vishal Sikka set with a software-centric "product" approach, and follow the Accenture model of creative digital services supported by technology-agnostic execution.  The firm, once affectionately dubbed the "Indian Accenture", has gone full circle to reclaim its mantle and revitalize itself as one of the key services alternatives to enterprise clients seeking high-value digital capabilities enabled by industrial-scale technology execution. Infosys has never been one to go about its business quietly - the firm likes to make big bold statements and attack the industry with a swagger - and, after a full year of navel-gazing as Sikka's reign fizzled out, amid a very public media obsessed with scrutinizing every private jet excursion and every former SAP executive's departure package, Salil has made his play in typical Infosys style.

With the chest-beating battle cries coming out of the firm's Q1 results, Salil and his new founder friends believe they have the credibility, brand and global presence to slip in front of its rivals, notably Cognizant, TCS and Wipro, and to make up for lost ground and quickly assert their presence in this digital race for client supremacy.  The (surprisingly open) stated effort to sell off their product acquisitions Panaya and Skava (and likely more), the recent acquisition of creative agency WONGDOODY, famous for its Superbowl ads, and its 2017 addition of London-based product design agency, Brilliant Basics, gives Infosys a creative digital footing in both US and Europe.  

So can Infosys break out of the pack to challenge?  Let's take a look at the Digital Services market...

There's been enough noise and confusion regarding what constitutes digital and which providers are truly breaking ground here, but the stark reality is that Accenture has made a relentless concerted acquisition strategy to dominate this market from the onset, and the current race is on from the rest of the service provider community to challenge them:

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Digital services provide the natural evolution of traditional IT and business services firms, while products-plus-services is a struggle

For all Vishal's intelligence and vision, the reality became very clear towards the later stages of his tenure as Infosys CEO: traditional IT services firms will always struggle to become products-plus-services firms as they simply do not have the channel to market, the sales structure or the culture to sell these offering at a one-to-many scale. "SAP has 45,000 clients while we only have 1,200" was his realization.  Services juggernauts like Infosys are never going to scale effectively down to the lower middle market, hence need to deepen their footprints with large clients which are profitable to manage in their global delivery model.  And remember Accenture's aborted attempts to make a mid-market play?  

A one-to-few model may work in very specific areas such as procurement (Accenture and Procurian) or healthcare (Cognizant and TriZetto), but these investments are substantial and require a significant amount of time, focus, and investment to make viable.  This is why Salil made the aggressive decision to abort Panaya and Skava - these require a massive effort to deepen sales and delivery capability to make these investments truly worthwhile and pivot Infosys into a much more specialized direction. The realistic growth for a firm like Infosys is in winning big-ticket enterprise services accounts on long-term deals that require significant scale and transformation.  There is a reason TCS is leading the services industry in valuation - it has its tentacles firmly wrapped around large, multi-year client relationships and is not bogged down in discreet product acquisitions.  

Digital services represent the high-value end of the services business where firms like Infosys can embed themselves for many years if they get this right - the ability to design, manage and deliver the customer engaging front office, supported by a digital underbelly, support organization and predictive analytics (as we at HfS term the "Digital OneOffice").  It is that ability to enable clients to respond to the needs of their customers in real-time: Digital is the wow factor that is setting apart today's services firms.  The reality is most of these providers are competent at delivering IT services at scale to meet whatever KPIs were agreed at the onset of a contract.  So the differentiation is that ability to help enterprise clients delivery the digital experience for their own clients - and you can only really do this if you have absorbed sufficient design and consulting talent at scale. Digital is much more about a services experience than a specific product experience - there are many apps and tools clients can use, but it's how they are aligned with the business strategy that really matters.  This is why Accenture's technology agnostic strategy of the last two decades is the one so many services firms are now following.

The Bottom-line: Accenture created the digital services market and there is no clear contender to take them on from an end-to-end services standpoint.  Infy has as good a shot as any of its key rivals

Three small-scale acquisitions are merely a statement of intent, but the hard work starts now - and it is a serious about of hard work!  While WONGDOODY and Brilliant Basics are very credible firms and get Infy on the map for digital design and media services, Salil and his cohorts need to savage the market with some further significant investments if it wants a place firmly at the big boys' table. Cognizant has done an excellent job taking its SMAC stack into a very meaningful effective digital offering, and currently is pushing Accenture the most aggressively, with focused offerings and marketing.  Wipro has made some admirable efforts with Designit and Appirio to win some notable deals and has been very focused on this space, vastly improving its communication and positioning with clients.  The reality is, no one has come anywhere close to rivaling Accenture's scale with digital and we need to see a lot more than some small agency investments if any of these firms want to make a realistic play at Accenture's dominance.  Firms like Infosys now have to bet big if they want to do more than pay lip service to the new wave of technology-focused offerings.  A major consulting acquisition, such as a Booz or AT Kearney, could make the difference, but will likely be a one-shot deal to make or break their strategy, and we all know how messy these services-plus-consultant acquisitions can get.  

The bolder play is to go after one of the large creative media/advertising agencies that offers clients and scale that get Infosys immediately to the table.  Firms like AKQA, BBH, M&C Saatchi, Ogilvy & Mather, Sid Lee and the Miller Group (to name a few) would deliver immediate credibility and digital design capability to a firm as ambitious as Infosys.  Infosys has the swagger to pull something like this off, but has never faced such a test of focus as it does right now - it has picked its path, now the firm needs to pace some serious, eye-catching investments to stay true to its word.  Most importantly, the Founders needs to stay true to Saili and not have him experience the wheels come off like they did for Vishal - that is not a road Infosys can afford to go down again, as next time there won't be a forgiveness factor from its clients or the industry at large.

Posted in: Digital TransformationDigital OneOffice

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We're becoming obsessive social networkers with a huge appetite to learn from each other

April 15, 2018 | Phil Fersht

Remember that 70's movie "Logan's Run" when, in the 23rd century, the population and the consumption of resources are maintained in equilibrium by killing everyone who reaches the age of 30?  They found a simple fix to solve their problems. Today, we seem to be entering a similar situation with employment and intelligent automation: why not just retire everyone at 40 to protect those valuable employment resources? It sounds far easier than building a ridiculously long wall or pretending all these magical new jobs will appear from nowhere in a couple of years... 

Everyone, seemingly, is obsessing with the current swirl of anxiety infecting our whole career outlook, with relentless discussions raising our stress levels as we figure out how to "adapt" ourselves to a world where bots are going to do so much of our work at some indefinable moment in the future.  

It's just not cool to be normal anymore...

Whether we're mindlessly getting our hourly endorphin rush from those lovely social media sites that keep pulling us in, or dozing through yet another mind-numbing panel on the "impact of intelligent automation" at some horrendous conference we just had to go to (listening to people who previously had nothing to do with "automation" and have since become overnight luminaries), or simply chatting with colleagues in the office... there is now a constant angst that

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Posted in: Digital OneOfficeTalent in Sourcing

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Gartner fails spectacularly with its 180 degree flip on the impact of AI Automation on jobs

April 07, 2018 | Phil Fersht

Whiplash alert: You may have noticed how Gartner recently flipped its core messaging from automation/AI being a seismic job destroyer to being now a job-creator.  And both times, they just can't seem to back up the rhetoric with actual facts.  Plus, they don't even seem to be able to define consistently what they actually mean by "AI Automation". 

Remember when Gartner claimed that automation and AI were not only going to replace a third of jobs by 2025, but many of us would be reporting to a robo-boss at some stage this year?  Well, guess what folks, they've now performed a complete 180-degree flip, claiming that millions of new jobs will be created after 2020, far outweighing their previously predicted gargantuan job losses (courtesy of LinkedIn).  Wow:

Let's dare to look back in time to hold Gartner to account

Peter Sondergaard, Gartner's Head of Research, predicted one in three jobs will be converted to software, robots and smart machines by 2025.  Yes he actually said that at his own Symposium, and even added, "New digital businesses require less labor; machines will make sense of data faster than humans can."  However, unlike the good old days when analysts could get away with all flavors of outlandish grandstanding soundbites to spice up a conference, these predictions tend to hang around the internet these days.  While many people love to keep spinning new headlines everyday, in the hope #fakenews is now the #realnews, some of us still have memory banks that last longer than one week, especially when CIOs spend billions of dollars for this type of council.  

And then who can forget this almighty whopper from Fran Karamouzis, a vice president and distinguished analyst at Gartner:

By 2018, more than three million workers globally will be supervised by "robo-bosses".  Excellent, so Fran's surely keeping her fingers crossed that the robo-boss takeover is even more imminent than Donald Trump's interview with Robert Mueller...

Gartner's new claim why AI and Automation will create this massive net gain in jobs

When Gartner put out this far more positive news, I was so excited, and couldn't wait to hear their new rationale:

Click to read full press release

"Many significant innovations in the past have been associated with a transition period of temporary job loss, followed by recovery, then business transformation and AI will likely follow this route," said Svetlana Sicular, research vice president at Gartner. AI will improve the productivity of many jobs, eliminating millions of middle- and low-level positions, but also creating millions more new positions of highly skilled, management and even the entry-level

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Posted in: Cognitive ComputingRobotic Process AutomationIntelligent Automation

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Fed up with the AI nonsense? Well here's your reality check...

April 05, 2018 | Phil Fersht

Fed up with even the hype being so overhyped, that even The MIT Media Lab is severing ties with a brain-embalming company that promoted euthanasia to people hoping for digital immortality through “brain uploads"?  Yes really. 

Then waste no time as we plan to steer you back to some version of reality next week with an unvarnished, unsponsored, unpuffed view of the world, where any spin if countered with a powerful forehand down the line:

Click here to reserve your virtual seat now!

Posted in: Cognitive ComputingRobotic Process AutomationIntelligent Automation

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It's not all about mindset: The lack of IT talent is the biggest roadblock to reaching the Digital OneOffice promised land

April 02, 2018 | Phil Fersht

If I had a dollar every time an executive bemoaned their firm’s inability to “change their mindset”, to do anything differently to escape their habitual ways of running operations.  And if I had a further greenback for every advisor who bemoaned how idiotic their customers are, because they “just don’t have the deep expertise to fix their underlying data structure", I would have long retired to the Trappist Order to brew very strong beer for connoisseurs with beards (that doesn’t actually taste very nice, but it's just so beardy).

Surely the perfect desired outcome, even if it tastes like crap

It's all about bringing the operations closer to the customer, and lacking IT talent is a major impediment to achieving it

Getting to the point here, it’s one thing demanding your employees change how they approach their jobs to benefit your firm from deploying advanced automation and cognitive tools, but entirely another if you don’t have the technical expertise to put them to work.  It’s one thing to design a leading-edge digital interface with your customers, but it’s rendered pretty useless if you don’t have the capability to integrate it with your operations to provide customer support, get your products and services to them and harvest their data to keep making smart marketing decisions to stay ahead of demand. It’s one effort to redesign processes around your customers, entirely another to redesign your operational infrastructure to make it actually happen

We recently interviewed 100 C-Suite executives from major enterprises and split the discussion across both business and IT leaders.  While the industry obsesses about whether C-Suites know where to where to invest, what are their desired outcomes etc., we don't focus nearly enough on the impediments preventing them from achieving these goals.  We focus far too much on firms' short-term spending on tools, and not enough on defining the ultimate outcomes and drawing up real investment and change management plans to get there. As we recently discussed, if we only focus on the means, we will never arrive at the end. To address this, we presented the OneOffice Concept to understand what is holding back both business and IT leaders from reaching the promised land of perfect real-time symmetry of their business operations staying ahead of their customers’ needs:

Click to Enlarge

The Bottom-line: The Right Brain only functions when it's in sync with the Left Brain 

As we have widely discussed, four-out-of-ten customers (see earlier blog) going through initial deployments of RPA software are struggling to meet the business cases and cost savings goals.  And when we bring hundreds of enterprise leaders together at our HfS Summits, the story is consistent: business struggling with change, but they struggle even more with aligning the right technical expertise to work alongside their business talent.  Simply put, today's firms are struggling with having IT depth to take their ambitious C-Suites where they want to go.  So where do we go from here?

IT is at the heart of C-Suite strategy - it's a business discussion that only works with the right IT capability.  You only needed to eavesdrop on the many C-level discussions at Davos to know the IT discussion is firmly at the core of the business. Being able to satisfy your customer's digital business needs is where it's all heading.  I was recently talking their the Group Finance Head at HSBC and his whole focus is on two elements - having the best digital app delivery and providing the best customer experience, which is incredibly challenging for any business environment grappling with differing compliance needs across borders, and ever-demanding customers wanting to do all their banking on an iPad.  However, while this is a challenge, it is also a massive opportunity for the ambitious who get their business design and IT skillset equation right.  

Finding the right partners is more crucial than ever.  There is a massive opportunity to lead in the world of IT services, provided you can plug these skills gaps.  The challenge is breaking out of the traditional sourcing model to access niche talent across the globe in areas such as crypto-technology, Python development, Lisp, Prolog, Go and C++.  While most traditional firms still rely heavily on bread and butter IT services delivered at scale from regions such as India, the emergence of talent in Central and Eastern Europe, China and parts of South America also need to be brought into play.  The IT services world will be a very different place in a couple of years as boutique firms offering niche skills come into the fore.  Not to mention the emergence of crowdsourcing for IT talent.  Having really savvy IT leaders who can cobble together crack teams on-tap to solve their IT headaches is already becoming a huge differentiator for many firms.  The will also be a role for the super services integrator, who can pull together teams for clients to work with them on complex projects.

Simplification of business operations is the real key to future success. In short, there is no silver bullet to solve these endemic issues companies are facing to break out of legacy ways of working, but being able to align a determined mindset shift on the business side with smart IT skills to bring it to reality, is the only true way forward for firms who know their days are numbered, if they cannot change their inner workings to get somewhere near a OneOffice end-state.  The future is really all about simplifying operations to bring them completely in line with the world of the customer.  Hence, successful businesses need IT folks who can think logically to simplify business operations through the use of automation, cognitive, AI and digital.  It's not just about software packages and APIs, it's about both business and IT staff learning to understand each other's strengths and challenges better.  It's really not rocket science, it's about learning to simplify business models to stay ahead of your customers' needs and not giving your competitors a window to take you out of your market...because that may already be happening to you.

Posted in: Digital OneOffice

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And there went another April Fools' Day...

April 01, 2018 | Phil Fersht

I hope you enjoyed our little blockchain fools' fun today, but here is possibly the greatest ever from BBC Sport...

Posted in: Absolutely Meaningless Comedy

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How blockchain will change the world in many more ways than you realize. It’s cataclysmic

April 01, 2018 | Phil Fersht

We all know that Blockchain has emerged as the world's leading software platform for digital assets, however, new research is demonstrating its value could go even further than merely digital assets. Blockchain can reinvigorate parts of your infrastructure that have been under-performing for years to have a dramatic increase on the satisfaction of your partners, your customers and possibly even your employees…

HfS research’s new findings indicate that many enterprise back offices are in dire need of a complete transformation in order to come close to achieving the desired outcomes of their partners.  Yes, folks, the impact of blockchains is causing many flagging enterprise assets to stand to attention, desperate to reclaim their former splendor and glory.  According to one automation governance lead from a major consumer products firm, “Why rip and replace legacy assets when you still have plenty of mileage to glean from your trusted old systems?  Ever since we got on the Blockchain Program, we’re rediscovering the ability to perform in a manner I’ve not experienced for at least twenty years.”

As with every technology magic bullet, the conversation always reverts to “hammers finding nails”, as many executives long to revive the glory days of shaving more off their bottom line in order to achieve more attractive results.

To this end, a financial controller of a FORTUNE 20 bank declared, “I had practically given up on ever meeting the demands of my various partners.  Every time we were asked to perform, we just couldn’t connect the pieces.  We tried every solution on the market, every tool off the shelf, even some special robots… we were a hammer trying to find a nail, but the nail just wouldn’t find the hole.  Until we were introduced to blockchain, and suddenly everything changed…”.

There’s something about the nature of a distributed ledger that enables even the most seasoned of industry executives to re-live the days of their youth, a revelation that has put the wind up Pfizer, whose market is the latest to be on the verge of disruption.  According to one disgruntled Prizer executive, “We are very concerned about the impact of Blockchain on our business lines.  We have been warning customers of the serious side effects a Blockchain is going to have, with its sheer processing grunt depleting energy resources to an alarming extent.  We advise affected customers to call their on-demand service provider for urgent support, especially after more than four hours of vigorous non-stop blockchain activity that is showing no signs of slowing down.”

HfS analysts also caught up with a leading executive from IBM, John Holmes, who added, “Thanks to blockchain, there is a huge opportunity to get our firm back on course for some serious straight line growth.” 

And when we managed to get Accenture blockchain guru, Peter North, on the phone who revealed, "Blockchain promises high performance delivered and we aim to deliver that high performance. Delivered."

Even President Donald Trump has confirmed the future potential of Blockchain in a recent series of tweets where he argued ‘It’s the best. The greatest. Just great. I’m so glad I came up with idea before Cambridge Analytica and Facebook. But seriously, Ivanka, is there any way we can delete some of the data on there? Yes those blocks called Stormy, delete them.’

And of course... this was an:

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Posted in: Blockchain

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Automation delivers the means, OneOffice provides the end

March 21, 2018 | Phil Fersht

The biggest issue with most companies, when it comes to planning their operations, is that most do not have an ideal endstate in mind. They struggle to define success beyond finding some shiny new activity that will get them from where they are today to a state of greater productivity and/or lower operating cost.  However, our new research with 100 C Suite execs reveals that their real goals are to get better data to drive their businesses forward while aligning their operations to their business goals.  Technology solutions are enablers to achieve these goals, they provide a means, but they do not provide the outcome, which is where so many enterprises are going wrong these days.  

Without a defined OneOffice endstate, automation strategies will always run out of steam

Even with offshore outsourcing, the endstate was rarely defined – it was simply to meet the next set of metrics before figuring out the “what’s next”. Were companies really envisaging running their operations in a similar way as before, merely with lower cost resources and some standardization of processes? But at least outsourcing was relatively predictable – it was defining how much work to move to the service provider and how many staff were needed to keep the operation ticking along to meet a desired set of metrics. With automation, entirely new metrics are in play, and it’s currently a random crapshoot how most companies are dealing with this. From manhours per year eliminated, to processing time reductions, to actual headcounts being removed, and even improvements in compliance and data accuracy, the "new metrics" that enterprises are toying with to find that next piece of "success" are becoming foggier than

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Posted in: Digital OneOfficeRobotic Process Automation

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The top 5 enterprise blockchain platforms you need to know about

March 16, 2018 | Phil Fersht

Now most of you have finally realized that blockchain means something more than some weird disruptive currency you completely avoided buying when it could have netted you millions, we need to get much more familiar with the actual enterprise platforms being developed, where the true potential of this ledger technology can be unleashed on our enterprises, supply chains and industries.

So we asked our blockchain boffins Saurabh Gupta and Mayank Madhur to take a deeper look at the top 5, namely: Ethereum, Hyperledger Fabric, R3 Corda, Ripple, and Quorum. Please note that Bitcoin does not make it to our list of top 5 platforms. In fact, it does not make the top 10 list when we talk about enterprise application of Blockchain. 

The objective of our research is to understand blockchain platforms that show promise in solving complex business problems:

Click to Enlarge

#1. Ethereum. Mature Smart Contracting Cross-Industry Platform

“Ethereum is a platform that makes it possible for any developer to write and distribute next-generation decentralized applications.”

-          Vitalik Buterin, Co-Founder, Ethereum

Founded by the 22 year old Russian-Canadian Vitalk Buterin, Ethereum is one of the most mature blockchain platforms available today. Known for its robust smart contracting functionality and flexibility, it is used widely across multiple industry use-cases. It has the largest number of use-cases available today (50%+ in our sample set). Along with Hyperledger Fabric, Ethereum has developed a large online support community as well has frequent product updates and enhancements.

The Ethereum Enterprise Alliance (EEA), a non-profit organization is now over 250+ members strong and connects Fortune 500 enterprises, startups, academics, and technology vendors with Ethereum subject matter experts. Despite its widespread adoption in enterprise use-cases, it’s important to realize that Ethereum is essentially a permissionless (or public) platform that is designed for mass consumption versus restricted access (typical requirement for privacy requirements in enterprise use-cases). It is also PoW (proof-of-work) based which is not the fastest (resulting in potential latency issues) and is an energy-sucker. Though it might change its consensus algorithm to the fast PoS (proof-of-stake) in future versions.

#2. Hyperledger Fabric. B2B-focused Modular Blockchain Platform

“As new technology develops, there is a call for standards. Participants want to focus on time and effort and investment to build solutions versus worrying about the framework. This is the rationale for open standards…we are pulling together the most exciting portfolio with a multi-

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Posted in: Blockchain

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Farewell the Godfather of Time...

March 14, 2018 | Phil Fersht

Posted in: Cognitive Computing

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RPA is officially the shiny new silver bullet: 53% of the Global 2000 are planning significant RPA investments to slash costs in 2018

March 11, 2018 | Phil Fersht

While we were discussing the confusing realities of the RPA hype at the HfS FORA Summit, we got a sneak preview of the interim data from the 2018 State of Operations and Outsourcing Study, conducted in conjunction with KPMG, where 250 interviews with Global 2000 operations leaders have now been completed. 

We asked them where their investment priorities were currently lying when it comes to 2018 cost reduction:

Click to Enlarge

So it's abundantly clear all the hype about rampant adoption has been warranted, and we can hang our hats on our recent enterprise robotics software and services forecast, which now appears conservative, increasing with 47% growth to $1.46bn this year (click here for full forecast):

The Bottom-line: RPA has succeeded in being positioned as the "easiest silver bullet to target that next wave of cost take-out".  Now let the real fun and games begin...

We have discussed, argued and deliberated the true value, impact and effective ways to run RPA software for many, many hours here on HfS... for over five and a half years.  And you only need to read our recent work to conclude that "RPA often starts out like a teenage romance, with a lot of enthusiastic fumbling around that ends quickly, frequently leading to disappointment".  And you can also read the RPA Bible, which preaches best and worst RPA practices to such an extent, you'll need to visit your local RPA Rabbi, Bhikkhu, Priest or Mullah to find your soul again.

The real issue, here, is that the majority of enterprises are taking the plunge and investing the dollars, with 81% actually taking RPA seriously, and 53% very seriously.  So what's going to happen in a few months when those ambitious CIOs and CFOs ask to see real, tangible demonstrations of the resultant cost takeout?  Can C-Suite leaders quickly learn to love metrics that are tied to growth, value and effectiveness, as opposed to a simple reduction in operating expenses to feel rewarded for those expensive bot licenses? Are operations leaders generally going to be ready to quantify the value effectively?  Can they really convince their superiors that there is true value impact beyond merely offering up headcount elimination? 

What's more, what if headcount reductions were promised to offset investments, and adopters have failed to free up the workload that can enable them?  And can they reward the staff, who cooperated in the automation work, by getting them "retrained"?  Is there really a plan?  While the "one human to oversee every 10 bots" is becoming the latest robo-governance rule-of-thumb, how real is this?  Or are we just all bull*****g ourselves about the future, and merely circling the hype to stay relevant today?  Do we really care about our companies anymore, or are we more obsessed with adding big sexy initiatives to our CVs?  Is this really anything different to yesteryear, where you needed to have an SAP rollout on your CV to be a credible CIO, or oversaw a 1000 FTE outsourcing deal to prove you were worth that $1.2m/ year GBS salary (yes, that's what some get...).  In this world of #fakenews, does anything really matter anymore, when we can spin our realities into whatever shiny new thing is out there?  

One thing is clear is that the back office needs to be submerged into the value end of the organization.  There is little more headcount elimination to be had for most companies - sure, there are still many areas that have too many people working on too few valuable tasks, and technologies like RPA are terrific tools for breathing new life into legacy systems and creating digital process flows, where before there was only spaghetti code, manual workarounds and swamps of data polluting the corporate underbelly.

One thing is clear, it's very murky out there, and all we can really do is hatch a semi-realistic plan and try and stay on top of it as the future unravels in front of us...

Posted in: Robotic Process Automation

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Findings from #HfSFORA: Half of firms' staff will be impacted by automation and 40% of them have no idea what to do with them

March 07, 2018 | Phil Fersht

So here's the biggest issue facing enterprise operations in the next couple of years:  what to do with staff impacted by automation.  Our brand new 2018 State of Operations study, conducted with KPMG, over half the Global 2000 firms surveyed believe transactional roles will be significantly impacted by automation within just a two-year timeframe:

So we thought we'd poll the 120 buyers at the new York FORA summit this morning as we asked them what they intended to do with their impacted staff:

While a good portion are already thinking about "retraining" their impacted staff to take on analytics work (21%) and help manage new tech such as RPA and ML (16%), the vast majority (40%) are just honest and reveal they just don't know.  

Bottom-line:  We have to plan for automation better

As automation fever takes over business operations (and we'll reveal that data next), my one plea to industry is to plan this better.  CFOs and CIOs investing $ millions in bot licenses and consultants to implement them will be expecting a return on their investment, and if operations leaders do not have a concerted plan to use the freed up man hours, you can be sure there will be intense pressure to reduce even more heads than may have been in the initial plan.

Posted in: Robotic Process Automation

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Meet the Business Romantic: Tim Leberecht

March 01, 2018 | Phil Fersht

Have you ever mixed business with romance?  Oh dear, that could be taken the wrong way, but our keynote speaker next week at the HfS FORA summit New York, Tim Leberecht, has literally written the book on the subject.  Tim's session next week is one that will breathe new energy into our narrative, and the title "How to Thrive in the Robotic Age Without Losing Your Humanity" just about says it all!

So let's hear a bit more from Tim about why he's such a sought-after speaker and visionary on the future of work and the impact of AI...

Phil Fersht (CEO, HfS): Tim, we're very excited to have you as one of our keynotes in New York.  So maybe you can give us some insight into how you have become a "Business Romantic.”

Tim Leberecht (Founder of The Business Romantic Society): Education-wise, my background is in the humanities and professionally, in marketing. Initially, I set out to write a book about meaning, and specifically the power of brands to serve as one of the few remaining arbiters of meaning in our societies. As I was looking into the principles of meaning-making, I realized that they were all, in effect, romantic principles: keep the mystique, foster intimacy, embrace solitude, seek adventure, suffer (a little), and so on. I had this epiphany: “Wow, I am a romantic!” In fact, I realized that romance had been the defining quality of my career—I just hadn’t been able to articulate it. The term “Business Romantic” nailed the tension I had felt all my professional life, and since the book came out in 2015, it has proven to be provocative and fruitful. Opposites attract, or as one of the interviewees for my book said: juxtaposing opposite poles make each of the poles more attractive. I haven’t met anybody yet who hasn’t had a strong reaction to the word “romance:” people either oppose it or aspire to it.

Phil: So the theme of the conference is "Learning to Change in the robotic era"... what's your view on how we humans must adapt with all the technological change occurring? Is it more about attitudes that skillsets?  

Tim: It’s both, Phil. There are some grim reports out there, such as Bain’s recent study that predicts 30 percent of all US jobs will be automated by 2030, with the rewards of automation going mostly to the top 20 percent of earners or savvy AI investors. McKinsey estimates that 30 percent of 60 percent of all tasks in existing jobs can already be automated. Futurist Gerd Leonhard proclaims that “if you can describe your job in one sentence, chances are you might get automated,” referring to the high likelihood of process-oriented, linear, routine-based work being automated.

Entire professions will feel the consequences: not only factory workers or call-center agents but also legal research assistants, accountants, notaries, investment managers, or management consultants. While exact estimates are still disputed, clearly, massive changes to work and society are underway, and we are just beginning to grasp them. AI will dramatically alter both process and offerings in almost every industry. Every profession will have to evolve and embed AI and robotics in their processes.  AI and co-bots will become our new co-workers, and those parts of our work that can be done more efficiently will be taken over by them. Many of us will lose traditional employment, the rest of us will have to get used to hybrid work environments and collaborating with AI (and perhaps even having AI’s as bosses).

We’re definitely in a race with the machines, and it’s not one we can win unless we remind ourselves of our inherently human qualities that AI isn’t able to emulate yet: vulnerability, imagination, and character. We are elusive, inconsistent, elastic, and often erratic beings—we remain unpredictable and can change our beliefs and emotions. That makes us hard to deal with but also constitutes the very engine of progress. It’s not technology, it is our changing hearts and minds, our ever-evolving values, that is the source of innovation.

We will need to acquire not only new technical skills, but also new emotional ones, as we’ll be facing an increasing loss of control, of agency in the traditional sense. Deloitte says that 63 percent of businesses need leadership skill development for the digital future, and that many of these skills are “soft skills.” Our identities and interactions will become more fluid, as boundaries between man and machine, internal and external reality, digital and physical world continue to blur. To thrive in this age of machines, we will have to learn (again) to appreciate beautiful work and how to our work beautifully—with heart, character, and intuition. This what romanticism can teach us.

Phil: And what's your view of this "singularity"?  Is it real, Tim, or just hype?  What is the real pace of change and disruption, as you see it?

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Posted in: Analytics and Big DataCognitive Computing

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It's an automation slaughter with Lee Coulter

February 27, 2018 | Phil Fersht

Lee Coulter: One big automation fish...

One character who will light up our New York HfS FORA Summit next week (and not just with a cigar) is the irrepressible Lee Coulter.  While Lee could have hung his hat on leadership roles at GE, Kraft and Ascension Health (where he still oversees their shared services as his day job), he has taken it upon himself to become one of the leading voices behind the Intelligent Process Automation (IPA) movement, as Chair of the IEEE's working standards group on IPA and Founder of Agilify, a newly launched automation services business, already boasting 32 clients. 

With so much going on in Lee's world, I thought it high time to catch up with him before we hear his dulcet tones next week... 

Phil Fersht, CEO and Chief Analyst, HfS Research: You've been the self-styled Godfather of Intelligent Process Automation, brandishing a cigar, as opposed to a Kalashnikov... why did you take on this mantel, how did this evolve during your recent years with Ascension into this new firm, "Agilify"?

Lee Coulter,  CEO, Ascension: That’s quite an image. I think my role chairing the IEEE Working Group on Standards in Intelligent Process Automation was probably what did it. We started over five years ago on our automation journey. The hype and confusion was literally driving me batty. So instead of getting into a war of words, I decided the best answer was to get the competitors to not want to be left out of a standards effort. It was in everyone’s best interest to work together. That first standard (IEEE 2755-2017) was really a hallmark and the next one (P2755.1), coming this year, will have a far greater impact. That work has created great relationships across the continuum that have been helpful in bringing automation to Ascension.

The idea for Agilify came about during a conversation with a GBS colleague when he wanted to bring his team on site for a third full day to meet with my team. I told him, “Hey, I think you’ve

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Posted in: Robotic Process Automation

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