{"id":1066,"date":"2015-02-03T14:21:00","date_gmt":"2015-02-03T14:21:00","guid":{"rendered":"http:\/\/localhost\/projects\/horsesforsources\/europe-automation_020315\/"},"modified":"2015-02-03T14:21:00","modified_gmt":"2015-02-03T14:21:00","slug":"europe-automation_020315","status":"publish","type":"post","link":"https:\/\/www.horsesforsources.com\/europe-automation_020315\/","title":{"rendered":"Europe: If you can’t do Arbitrage, then Automate!"},"content":{"rendered":"
We’ve been addressing the massive opportunity for the services industry<\/a> as we move into times of unprecedented complexity. \u00a0However, while complexity brings with it the opportunity to solve recurring problems and design new solutions, it also brings new workforce challenges that could prove insurmountable for many enterprises, without a radical rethink with how they design their business operations\u00a0to get ahead of their markets where <\/span>technology<\/em> is increasingly at the center of their business universe.<\/span><\/p>\n As we recently discussed<\/a>, this is especially the case for many Continental European organizations, where rigid labor laws and a pervasive \u00a0\u201cjob for life\u201d mentality makes it very challenging to find – and then fund – the new talent that can replace legacy staff struggling to meet the business-relevant needs of the modern workforce. We believe this inability to achieve greater workforce flexibility to gain access to new talent and skills is the main reason driving Continental European enterprises to evaluate alternative<\/em> means to improve processes and drive more efficiency and effectiveness into their operations.\u00a0 One of the emerging areas where we are seeing a remarkable level of interest is that of Robotic Process Automation (RPA), where enterprises can develop an automation layer upon which to cement its operations and create a true analytical and digital capability for the As-a-Service Economy<\/a> into which we are venturing.<\/p>\n Enterprises need skills to help them understand their financial data to make better investment decisions in emerging markets, to redesign process flows that get their products to the right markets quicker, to align revenue opportunities with their global supply chain activities, to understand where to make talent investments, based on high-growth market needs. They need to understand the viability of maintaining legacy products at the opportunity cost of investing in emerging product areas and other innovations. This means they need an operations infrastructure that has the process standards to help\u00a0extract<\/em> this data, with the right people that have been trained how to use it effectively \u2013 and can develop these skills on a continual basis.<\/p>\n However, if you cannot<\/em> make the swift changes you need to augment your overall base of operations talent, surely the advent of effective Robotic Process Automation (RPA) platforms is providing an increasingly appealing alternative path<\/em> for many enterprises to take: when you cannot augment your process people<\/em>, why not replace them with automated process platforms<\/em>? And, as the following chart clearly shows from our new global study conducted with KPMG, emerging interest in RPA is already prevalent in eight-out-of-ten European enterprises:<\/p>\n