Research suggests three point plan for successful implementation of automation

By OEM Update Editorial April 7, 2021 3:49 pm IST

Pega study demonstrates that greater collaboration across the business can transform organisations from intelligent automation laggards to leaders.

Businesses need greater executive buy-in, implementation across the organisation and more robust governance if their intelligent automation deployments are to succeed, according to new research by Pega systems Inc, the software company that crushes business complexity.

“The world of intelligent automation is fast-growing and quickly evolving,” said Eric Musser, general manager, intelligent automation, Pega systems. “Businesses using intelligent automation solutions just a few years ago would have been considered leaders in the space, but would be laggards by today’s standards. The challenges and opportunities created by new data streams, low-code technologies, and ever-expanding customer engagement opportunities make it imperative that organisations engage at all levels of the business, as part of a centre-out approach that structures technology around specific outcomes you want to achieve for the business and for your customers. Only then will you be able to reap the benefits of effective intelligent automation implementations now and into the future.”

Businesses running projects with the full support of the C-suite also tend to view low code and intelligent automation as a means to digital transformation, with 72 percent of these organisations running low-code projects that are either considered intelligent or mature. This compares to just 51 percent of companies whose projects are only CTO-driven and 48 percent of businesses with only CEO-led projects and whose projects are at a minimum considered integrated.

Just 30 percent of respondents have a formal governance structure in place for all their intelligent automation projects to help minimise risk of inconsistencies and maximise business outcomes. This again underlines the importance of executive buy-in; almost half (49 percent) of projects that are driven by the entire C-suite reported as more likely to have formal governance structures in place to ensure the health and success of all projects, compared to 26 percent with CEO-driven projects, and just 24 percent with CTO-led projects.

To read more about this, please visit: www.pega.com