The search for operational competency has not been always helpful for companies. To cut costs, companies have frequently destroyed their knowledge worker levels, as these people are the highest-paid. The cost-cutting is accomplished, but how does it affect the effectiveness of the business in the marketplace?
A major facilitator of this approach to cost-cutting has been business process automation. The automation both lets the company cut a big expenditure on its employees — and also increase effectiveness because machines surpass humans. That’s the theory. But what is the actuality? Today most organizations, in spite of automation, have people doubling up on work, bringing more errors, inferior decisions, and decrease in the quality of service. Moving work offshore — another opportunity to cut costs — doesn’t work, as customers stay away from interacting with people they cannot understand.
In the mission to cut costs, companies are repeatedly blind to the difference between operational efficiency vs. effectiveness and the effect of one metric on the other. Really, statistics show that present implementations of automation, unless carefully designed, can cause serious issues.
BPM and RPA revive the efficiency vs. effectiveness argument
Today the major factor in the rise in IT failure rates is joined with how companies are applying these two technologies.
Some specialists think that as most of these RPA and BPM projects ultimately convey something useful, they frequently provide less than anticipated, cost more than expected and take a lot longer than the vendor publicity promises. As there are several major reasons for this — there is a major goal that appears to be missing from most companies’ cost decreasing strategies: the drive for market strength.
We always hear managers boast about how much money they have saved the company, we hardly ever hear about the effect of these stinginess automation projects on operational effectiveness. CIOs and the business require asking the hard questions: Is the business operation performing better as a result of the cost-savings? Is there less mistake or fewer problems with customer interfaces, or, at manufacturing organizations, less waste?
Automation without advancement causes the wrong things go faster
The reason BPM turned an important means to comprehend a company’s operation is that it is discrete from the objectives of Six Sigma, which center on efficiency and incessant cost reduction. But currently, many companies are using BPM mainly to discover ways to advance efficiency and cut costs, instead of making the process more compelling.
Many people observe that in driving development and transformation projects, a lot of business organizations have lost sight of the requirement to become effective before they take fundamental steps to become competent. Without re-engineering the business before you make any solution, you only automate the bad with the good and, accordingly, do the erroneous things faster.
Effectiveness denotes the capacity to perform the right thing, at the right place, at the perfect time and in the correct manner. Only some business organizations can make this claim about more than a few random workflows.
Effectiveness vs. efficiency approach has IT inferences
The effectiveness-before-efficiency approach provides design and construction inferences for IT. The first of these inferences is linked to the project approach — projects should start with an honest assessment of automated support value and potentials.
Effective processes are reliant on understanding the operational perspective of the workflow and how the action makes as the work moves: Is IT associated to maintain the whole process? Do the applications help craft the work increasingly efficient, or do they simply automate what’s there? Is IT an impediment to both efficiency and effectiveness improvement? If you don’t comprehend the way action is actually changing and the mode the changes affect functioning, implementation will fail.
Efficiency vs. effectiveness in a digital market
What is the operational circumstance in a digitally connected market and how does everything fit together? How can you help the business improve by every dealing with the customer which is known as the customer journey? The past has centered on competent customer interaction. It was required. The future will focus on building the buying experience both simple and fun. Are you prepared for this kind of transformation? Can IT sustain it? For a few of your competition, the answer is ‘Yes’. If you are not belonging to this group, you will have an issue.
Making customer interactions fun and easy will help improve the value that IT solutions bring to the business. However, you should remember to keep the real purpose primary in mind: each IT solution should look at how the business workflow — and every step in it — brings operational effectiveness, and how that translates into better quality, customer interaction and product support. These things will direct to marketplace growth and put the organization on a path to market strength.