There are a lot of great cars out there. Let me give you a little of the spec for a modern classic.
This one’s an open-top coupé with a V12 740HP engine. It has a control system that manages each of its dynamic axles (it’s 4WD, by the way, and it has four-wheel steering, too). It has a seven-speed gearbox, a top speed of 217mph, and it can accelerate from nothing to over 60mph in three seconds.
The importance of cohesion
Now, all these individual details are impressive. But what’s really important is not any one of these things, but how they all work together. It’s about the synergy of systems. It’s about the performance, yes, but also about the look, and the feel, and about how everything contributes to your overall sense of satisfaction.
In short, it’s about the whole being greater than the sum of the parts.
Much of the focus has of course been on that first word, digital, and in particular, on the difference automation tools can make. But I’d argue that transformative though they are, those are just part of the mix – the dynamic control system, maybe. They need to be embedded into subroutines, processes, and operations throughout the organization. They need, too, to reviewed and validated in the context of people and their skillsets. Only then will the best possible overall impact be achieved.
The “Five Senses of Intelligent Automation”
The same is true of the constituent elements of intelligent automation. At Capgemini, we identify them within D-GEM as five senses, in terms of the principal functions they perform: interacting (talk/listen); monitoring (watch); providing a service (act); analyzing (think); and knowledge (remember). Just as people don’t fulfil their best potential unless they engage in all these activities, so the full benefits of intelligent automation are felt only when, first, all these functions take place; and second, when these senses share information with one another and pool their current status.
We use this approach to help ourselves and our clients understand how technology help see the world of finance differently, mapping activities to the components of the “Five Senses of Intelligent Automation.” Some of the technologies and tools we employ can address several of these “sense areas,” and others can address all five of them. Some of them are proprietary, while others are third party. They all reside in Capgemini’s App Hub and Automation Drive Store, and can easily be accessed to address individual client organizations and their use cases.
Information and experience can deliver improvements in individual areas – but when those improvements aren’t isolated and communicate across sense areas, they can build positive sequences right through the overall process.
Similarly, ESOAR (Eliminate, Standardize, Optimize, Automate and Robotize) – our methodology for identifying opportunities and re-engineering processes to make improvements to people-based activities – really comes into its own when it maps onto these sense areas in the context of D-GEM. Indeed, D-GEM includes a repository of over a 1,000 ready-to-use ESOAR improvement opportunities.
The adoption of ESOAR enables organizations to redirect resources from repetitive tasks towards higher-value business activity. Its different elements are handy tools within the broader framework of D-GEM.
For example, the “Five Sense of Intelligent Automation” and ESOAR can reimagine and re-engineer record-to-analyze (R2A) processes to deliver diverse benefits, including a proactive review of closing activities using RPA; preventive controls in upstream processes at source; the monitoring of bottlenecks and exceptions; and the ability to communicate between end-users and automation tools/RPA via interaction bots to act on ad-hoc queries, retrieving data, and resolving issues flagged by RPA.
Bringing it all together
Everything in D-GEM needs to be considered as a whole. The seven levers of D-GEM – Grade Mix, Location Mix, Competency Model, Global Process Model, Technology, Pricing Model, and Governance – all have an impact on each other. Implementing change to one lever influences how the other six will look like. For example, the application of new technology (lever 5) to an organization’s processes (lever 4) has a direct impact on the skills and competencies of its teams (lever 3) and its grade mix (lever one). In this way, D-GEM ensures that our operations teams can provide our clients with actionable analytics and value added activities that meet and exceed their expectations.
In summary, this is about cohesion – cohesion not just in the interoperability of technologies, but of methodologies and functions, of processes and people. It’s about the way the engine, the on-board control systems, the chassis design, the fuel, the engineer, and the driver all work together to meet and overcome any challenge.
And when that happens, the enterprise behind the wheel will be able to plan a route to its business destination and set off smoothly, swiftly and in comfort. It will be able to monitor the dashboard, adjust the controls, or move up a gear, and know that technology-driven solutions will ensure that everything is responding instinctively and with agility. It will, in short, have the most exhilarating ride of its life.
And if you’re wondering what car I drive … it’s a red one!
To learn more about how Capgemini’s Digital Global Enterprise Model can unlock value across your business operations, contact: firstname.lastname@example.org
Learn how the Digital Global Enterprise Model is a platform-based architecture for business transformation that guides the right digital operating model for your organization.
Emilia Kukurowska helps Capgemini’s clients execute their transformation agenda, and transform their processes, technology, and organization. Emilia was also instrumental in designing D-GEM.