Hyperautomation is more than the automation of rules and repetitive tasks. It requires vision, change management, and a strong workforce strategy. Most verticals would benefit from hyperautomation, but it would be prudent to look at the process level, which defines a particular vertical that is ripe to take advantage of. Let’s look at the four factors that can help identify if a particular vertical or business is not suited for hyperautomation. According to Mohit Sharma, Founder & Executive Chairman of Mindfields Consulting, if these considerations are not applied, then the benefits of hyperautomation cannot be optimally realized.
- Business case. For any hyperautomation project, you should have a robust business case for any use case. It can be a function of both monetary and non-monetary components. It needs to be well-defined, approved, and monitored religiously for any initiative to be successful. In the experience of Mohit Sharma, the vast majority of hyperautomation initiatives fail due to automating the pain and not the gain areas.
- Operational complexity. Hyperautomation is currently in its early stage, and prioritization of any process for hyperautomation should be based on operational complexity. A vertical would gain confidence by automating simpler processes first and parking complex processes for a later stage.
- Scale. Hyperautomation benefits also depend on the scale of the process. If any process is not scalable, it shouldn’t be considered for hyperautomation.
- High cost of failure. In areas where human judgments are based on complex parameters, emerging technologies can sometimes deliver better outcomes. But with crucial decisions like medical advice, you need to diligently consider the costs and risks of failure and how they can be mitigated before implementing hyperautomation.