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The operating model of the future – in the context of intelligent automation

Maciej Sowa
Oct 04, 2023

The transition to a modernized, future-ready, automation-infused operating model can transform the organization into an ecosystem of interconnected components. that can act as a strategic driver for increased productivity, reduced costs, and enhanced customer satisfaction.

The theme of this edition of Innovation Nation is “automation and the data-powered organization.” Much is implicit in those words. Before an enterprise can become data-powered, and before it can take advantage of automation, it will probably need to be restructured both to accommodate them and to take advantage of them.

This article provides some pointers to an appropriate target operating model.

The need for a connected ecosystem

The business and technology architectures of most major enterprises are large and elaborate, and the digital transformation tools businesses are introducing only adds to that complexity.

Without a unified operating model, it becomes extremely difficult to govern this fragmented technological landscape effectively. Governance overheads are higher, the pace of transformation is slower, and it’s hard to scale beyond simple automation or small-scale intelligent automation deployments.

What’s more, while a comprehensive view of technology and processes is useful, it isn’t enough. The true value of digital transformation lies in treating both the organizational and technological landscape as a connected ecosystem, in which every element works in synergy. Processes, technologies, and human interactions are interlinked, creating a cohesive and efficient system that generates greater value.

IPA-TOM – a useful frame of reference

Capgemini’s approach to the creation of a connected ecosystem provides what many may find to be a useful frame of reference. It’s called the Intelligent Process Automation target operating model (IPA-TOM – see Figure 1), and it provides a unified framework that integrates unique business demands and automation best practices with mature software development.

The aim is to help enterprises reimagine their business models based on data, artificial intelligence (AI), and automation, and to ensure that companies are not simply adopting intelligent automation but can become truly data- and AI-driven organizations.

Figure 1. High-level view of Capgemini’s integrated IPA target operating model

High-level view of Capgemini’s integrated IPA target operating model

IPA-TOM takes advantage of industry-standard development practices to build an ecosystem of highly interconnected tools including robotic process automation (RPA), AI, data, and analytics in a unified governance model. As a result, it can dramatically enhance data-driven opportunity management, project delivery, and knowledge management.

Let’s take a quick look at each of these in turn.

Data-driven opportunity management becomes more feasible and efficient as the various technologies work together to provide high-quality, actionable data that can guide business decisions and strategy.

In terms of project delivery, the framework streamlines the process by enabling seamless collaboration, communication, and governance, thereby reducing rework and speeding up delivery times. The unified governance model also ensures that these interconnected technologies adhere to standardized policies and practices, enhancing the overall integrity, compliance, and risk management within the organization.

Finally, knowledge management. In addition to technology integration, the enhanced operating model of an organization must also incorporate elements of knowledge management such as building communities, encouraging citizen developer programs, promoting reusability, and maintaining technology catalogs.

A robust knowledge management system fosters a culture of continuous learning and sharing, accelerating innovation, and increasing the collective intelligence of the organization – empowering all employees to contribute to digital transformation, and fostering a sense of ownership and engagement.

Reaping the rewards

The transition to a modernized, future-ready operating model can provide a strategic driver for increased productivity, reduced costs, and enhanced customer satisfaction. It can transform the organization from a rigid structure into an ecosystem of interconnected and interdependent components that can swiftly scale and adapt to changes, seizing new opportunities as they arise.

The journey towards operating model modernization may be challenging, but the rewards, in terms of efficiency, scalability, interoperability, and adaptability, are too great to be ignored.

This article is published in the new edition of our Innovation Nation magazine. Read more from our special feature on “Automation and the data-powered organization” and download the full magazine.

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