Business-process reengineering (BPR) is a generic term covering a variety of perspectives on how to change organizations. There are at least two distinct roles for AI in BPR. One role is as an enabling technology for reengineered processes. A second, less common but potentially important role is in tools to support the change process itself.
Robot-led automation has the potential to transform today's workplace as dramatically as the machines of the Industrial Revolution changed the factory floor. Both Robotic Process Automation (RPA) and Intelligent Automation (IA) have the potential to make business processes smarter and more efficient, in very different ways. Both have significant advantages over traditional IT implementations. Robotic process automation tools are best suited for processes with repeatable, predictable interactions with IT applications. These processes typically lack the scale or value to warrant automation via IT transformation.
A mortgage lender enables a new customer to onboard for a loan from his mobile device. An insurance customer submits and manages a claim via her smart device with swipes and clicks instead of manually inputting data. A transportation carrier manages all its invoices, bills of lading and customs documents digitally, transforming that data into a single pane of glass to optimize routes, inventory, schedules and closing out loads. All of these examples were the result of artificial intelligence (AI) projects that went right, said Anthony Macciola, chief innovation officer for ABBYY. Content was digitized, and unstructured data was transformed into structured actionable information and automated into various business processes.
Digital transformation remains a top priority for federal agencies. As many are learning, achieving this digital state requires significant work to reengineer the existing enterprise. At its most fundamental level, it means agencies must find ways to digitize business processes and service delivery to enable more intelligent, adaptive and efficient operations. Given the criticality and complexity of the work, we at Accenture Federal Services wanted to assess current digital process maturity and the progress the federal government has made to date. We conducted a survey of 200 government executives at both defense and civilian agencies, and it revealed valuable insights into the scope of the challenges agencies face in digitizing their operations and into the emerging best practices.
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