Knowledge workers frequently encounter repetitive web data entry tasks, like updating records or placing orders. Web automation increases productivity, but translating tasks to web actions accurately and extending to new specifications is challenging. Existing tools can automate tasks that perform the same logical trace of UI actions (e.g., input text in each field in order), but do not support tasks requiring different executions based on varied input conditions. We present DiLogics, a programming-by-demonstration system that utilizes NLP to assist users in creating web automation programs that handle diverse specifications. DiLogics first semantically segments input data to structured task steps. By recording user demonstrations for each step, DiLogics generalizes the web macros to novel but semantically similar task requirements. Our evaluation showed that non-experts can effectively use DiLogics to create automation programs that fulfill diverse input instructions. DiLogics provides an efficient, intuitive, and expressive method for developing web automation programs satisfying diverse specifications.

Automation has become widely recognized for saving employees time and effort by carrying out high volume, repetitive and typically error-prone tasks. By utilizing robotic process automation (RPA), enterprises can more easily manage their manual, time-intensive tasks while also boosting accuracy, timeliness, and compliance. RPA also has been leveraged for cost avoidance. During the COVID-19 pandemic, companies across a variety of industries used automation to ensure business continuity and optimize costs. For example, airline companies developed automated processes to refund customers and reschedule flights.

Just when you thought it was safe to go back to normal -- are you ready for round two? "There are big changes ahead," says Forrester VP Brandon Purcell. "There are a lot of changes that have been brought about by what happened over the last 2 years. The pace of change is very rapid. There are pretty big things happening." Purcell spoke with InformationWeek about the predictions for AI in 2022 and beyond.

Nick Skok comes to Gasbarre with 6 years of experience in the manufacturing industry and has implemented many collaborative and traditional robot cells into projects ranging from machine tending to inspection and palletizing. We are super excited to add Nick to our team and even more excited for our customers to continue to benefit from one of the best automation teams and solutions providers in the world. Gasbarre Products is proud to be a Certified Fanuc Systems Integrator, offering a full-service automation program. From robotics to vision systems, conveyors to feeders, GASBARRE HAS THE SOLUTION for you! As a longtime FANUC Authorized Systems Integrator, Gasbarre has the right experience for the job.

Understanding what you will change is most important to achieve a long-lasting and successful robotic process automation transformation. There are three pillars that will be most impacted by the change: people, process and digital workers (also referred to as robots). The interaction of these three pillars executes workflows and tasks, and if integrated cohesively, determines the success of an enterprisewide digital transformation. Robots are not coming to replace us, they are coming to take over the repetitive, mundane and monotonous tasks that we've never been fond of. They are here to transform the work we do by allowing us to focus on innovation and impactful work.

At a time when companies are increasingly embracing technologies such as robotic process automation, natural language processing, and artificial intelligence, and as companies' automation efforts mature, findings from our second McKinsey Global Survey on the topic show that the imperatives for automation success are shifting. The online survey was in the field from February 4 to February 14, 2020, and garnered responses from 1,179 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. To adjust for differences in response rates, the data are weighted by the contribution of each respondent's nation to global GDP. Two years ago our survey found that making business-process automation a strategic priority was conducive to success beyond the piloting stage. 2 2. We define business-process automation as the use of general-purpose technologies (for example, bots and algorithms) to perform work that was previously done manually, in order to improve the functionality of a company's underlying systems. In the survey, automation did not include the use of automation that was custom built (for example, Excel macros and custom scripts) for organizations.

We can finally draw a line under the market that was RPA as we transition to the broader value of integrated automation, AI and analysts solutions (the "HFS Triple A Trifecta" - see definition below): So without further ado, let's hear from our lead analyst, Elena Christopher, for this Top 10 exercise: Phil Fersht, CEO & Chief Analyst HFS Research: Elena... 7 years on, is the RPA bubble bursting or is something else happening? Elena Christopher, SVP HFS Research: In 2012, HFS launched the concept of robotic process automation (RPA) to the world via a seminal report and blog. In the seven years since, the ugly truth is that we've simply succeeded in using RPA to move data around enterprises faster with less manual intervention rather than to rewire our business processes and create new thresholds of value. We are largely missing the opportunity to transform business operations. RPA gets loads of guff for creating technical debt.

"I say this to everyone in the media world who I talk to," says Darren Atkins, wrapping up our phone interview: "Please, absolutely do not portray this as a hidden agenda to get rid of staff." Atkins is the Chief Technology Office for AI automation at East Suffolk and North Essex NHS Foundation Trust – group of hospitals employing more than 10,000 staff, who serve a quarter of a million people in the South East of England. "If this technology is applied in the wrong way, it can be very threatening," Atkins says. "Our main priority is to free up time for staff to do the work that they should be doing, rather than the work that has no value." Just over a year ago, Atkins led the deployment of virtual workers across his group of NHS hospitals – and according to him, it's been an unqualified success. Patients are missing fewer appointments and staff are happier.

The fear of the future can be a powerful deterrent to change, as shown by a recent McKinsey Global Survey about the spread of automation in the workplace. Almost half of the respondent executives who rated their current automation programs a success nevertheless identified two factors--managing employee resistance to change and attracting talent--as their biggest challenges to adopting automation over the next three years (Exhibit 1). It's a truism that change brings challenges. But it's equally true that change brings opportunities. Automation has huge potential to change the nature of work, most obviously by freeing up workers from repetitive and tedious tasks.

Why didn't they make the leap? Did they think the assembly line was too complex, too expensive or a fad? It was probably a mix of these reasons coupled with a lack of grit. Change is hard...but failure sucks. The biggest companies in the world are today at the same inflection point as manufacturers in the early 20th century.