Breaking Down Automation Silos

I recently had the opportunity to chat with Satya Duvvu, a seasoned automation specialist at LatentBridge. Satya has played a pivotal role in delivering successful automation programs across industries like banking, healthcare, and pharma. He has worked across different automation domains, specialising in streamlining business processes and optimising operations.

In our conversation, he shares insights on the risks of a fragmented approach to automation and how to break down silos and implement a holistic approach to digitalization. So, let's dive right in.

Q: How do automation silos typically develop within an organisation?

Well, several factors can contribute to automation silos, but I’ll mention the top three I often see. The first is a lack of coordination between business units or departments. This means each team might develop their automation solutions that are not integrated. It generally happens because each department is different and has different goals, priorities, and team capabilities. The second factor is technology selection. Different departments may choose different automation technologies or tools, and the use of these fragmented systems can create broken and discontinuous processes that don’t talk to each other. An example of this would be a department choosing an RPA tool while another chooses a workflow automation tool. And the third factor, which I feel is the most significant one, is the lack of a centralised governance model. When an organisation lacks a centralised governance model, each department is free to develop its automation solutions, leading to duplication of efforts and inconsistencies in processes. And this results in silos.

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Q: What are the risks of automating processes in silos?

There are challenges an organisation might have to deal with while operating in silos. For example, if different teams are using all sorts of different tools and processes to automate tasks, it can lead to a lot of inefficiencies and inconsistencies. Another sign might be that if teams are working on similar automation projects or tasks without even realising it, there might be duplication of efforts and an increase in the technical debt of an organisation, which can end up with an un- or under-utilised license and a waste of effort. If the automation solutions developed by different teams aren't compatible with each other or are less scalable, it can lead to even more efforts being put into the integration of these solutions and system incompatibilities. And finally, if the organisation is struggling to measure the impact of automation initiatives because of a lack of visibility and standardisation, that could be another tell-tale sign of automation silos.

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Q: What, in your opinion, are some of the best strategies for managing these silos?

In my opinion, the best way to manage automation is by implementing a few key strategies. First of all, it's important to establish organisation-wide goals so that all automation initiatives are aligned and resources are allocated effectively.

Another key element is to have a centralised governance model in place, which can ensure that everyone is working together effectively and avoiding duplication of effort. A strong governance model includes setting up standards for development, and approval processes, and monitoring and measuring the impact of automation solutions.

But, you know, it's not just about having the right structures in place. It's also about creating a culture of collaboration within the organisation. It could take the form of regular meetings, workshops, hackathons, and forums to encourage collaboration and information sharing. This can be powerful for breaking down silos and ensuring that everyone is on the same page.

Another thing is to provide training and resources to all teams involved in automation initiatives. COEs can offer training and support for automation development, testing, deployment, and maintenance. This can make sure that everyone has the necessary skills and knowledge, even if they come from different areas of expertise.

And lastly, I think it's important to monitor and measure the impact of automation initiatives. This can help identify any glaring issues with automation silos and provide insights into how to address them. Automation leaders, or CoEs, can establish metrics and KPIs to measure the impact of automation solutions, providing regular reports to stakeholders.

Q: Any final thoughts you would like to share with us?

Islands of automated processes can be a stumbling block for any organisation wanting to scale its automation program. By taking a holistic approach and bridging these islands together, an enterprise can create a cohesive and robust strategy, enabling businesses to unlock human potential and drive transformational change. I think this is where LatentBridge’s Navigo shines; it checks all the boxes.