RETHINKING AUTOMATION | TRIPLE LOOP

Changing customer expectations and business conditions have driven new digital demands upon firms. Whereas gaining access to information for decision making, approval and or business processes, in these settings, occurs in a different manner to on-premise experience, to remain effective and to maintain business results, attention has been drawn to the challenges that arose in the rush to forge a remote/hybrid paradigm in the form of manual &/or multi-step workflow processes (more suited to on-premise operations).

As well as a need to meet and resolve workforce demands (and difficulties), firms of all sizes are seeking to enable and empower workforces to operate effective digital processes both on premise, remotely and on-the-road in a decentralised manner. Indeed, often, a firms competitive, economic and operational position is reliant upon the combined timeliness / responsiveness, accuracy and quality of information produced or actioned at varying stages of customer and or inter-workforce process experiences.

Many firms adopted and embraced cloud technologies with a key focus on enabling 24-7 any-means access to business files and to collaborate. Although many firms grapple(d) with messy file environments, the perception of success increased, by and large, the digital confidence and appetite for firms and workforces regardless of whether any meaning could be made of the files, contents or material.

However, as the world moves well beyond the immediate post-pandemic aftermath, firms are seeking to enhance cost savings, business service and quality gains by maximising investments made in cloud platforms. This is because firms are seeking to establish new-business models as well as resolving inefficiencies, blockages, resolve visibility / measurability challenges and procedural barriers; factors that became evident in the transition or switches between operating on-premise and in a remote/hybrid manner.

Indeed, as cloud technologies offered firms the ability to customise workforce operating experiences, down to unique identity driven experiences (rather than one-size fits all), this has accelerated opportunities for firms to visualise, streamline, automate, customise, orchestrate, measure and add insights to once manual processes; the key ingredients that enable firms to establish and or ensure their competitiveness, operational and or productive agility aligns within the post-pandemic paradigm.

To make sense of the opportunities and challenges, Triple loop strategy is the instrument to help businesses to map the human need, with thinking capacities, inputs, service and outcome needs of workflows and processes; analysing the current state business and technical challenges from manual and or multi-step processes (on premise and or via systems) – to inform the new.

Bridging disconnects in firms, Triple loop encourages learn and evolve with shared outcome methods across complex enterprises, often in a state of flux, to envision the digital process and new, highly enabled, workforce experiences.

With new approaches to investment choice, leaning towards consumption digital, investment return becomes a positive outcome from workforce decision and enterprise design making. This helps firms to expand from productivity only thinking into quality, experience and related-outcome models via strategic, operational and project experiences.

To do this, Triple Loop approaches help firms visually model digital and increasingly automatable consumable workflows – available anywhere. This includes engagement and steps to quickly establish insightful analytics for the performance improvement and or measurement of reusable workflows; key features of operating and orchestrating highly successful digital workforce environments whether on-premise and or Hybrid in design.

In addition, for firms where meeting compliance standards and or 3rd party requirements are often fundamental to service provision, yet a high cost aspect of practice, these automated versions of such procedures are a significant competitive edge as well as assurance.

As establishing intelligent, orchestratable and or automated environments involves ‘people-change’ and engagement, often while business is happening, triple loop helps firms to:

• Understand business processes (internal and external).

• Visualise, improve & transition to digital processes; discovering opportunities and inefficiencies to improve the cost effectiveness, bottom line, customer, sevice and business facilitation experiences dramatically

• Investigate or de-risk business investment, new service and or opportunities

• Connect, transform, and rethink empowered worker decision making by importing data from a wide variety of sources.

• Gain insights from added data and or steps, &\or artefacts created, used or associated to or within processes; and or data needed to support process improvements

• Empower, notify and seek approvals actions required to complete processes

With an empowered workforce, speed-to-service capabilities enable organisations to accelerate their potential as they are able to build their own success via:

• Actionable Business Cases with stages: Value, outcomes, justification

• Hard & soft business enablement and benefits realisation roadmaps

• Workforce change management

• Technical Migration &/or implementation

• Project Planning & management that supports continuous important

Customising the approach is key to Triple loop success.

KanBan/Agile-esque methods and increasingly experienced expertise are able to accelerate “success” and engage broader participants to achieve the most optimum 247 user-experience for each user; increasing business value and outcomes exponentially.