Companies with a complex IT infrastructure in particular have built up a diverse landscape of IT service providers over the past few decades. The spectrum ranges from SaaS and IaaS providers to highly specialised service partners. In the course of this development, diverse service relationships and dependencies have often emerged, some of which are difficult to penetrate. Overview, transparency and consistent service quality often fall by the wayside.
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In an increasingly digitalised business world, efficiency and cost reduction are decisive factors for a company's success. Robotic process automation (RPA) offers the opportunity to automate time-consuming and repetitive administrative processes. This not only significantly reduces the workload of employees, but also enables processes to be controlled error-free and in real time. This raises the question of which processes are best suited to automation and quickly generate measurable added value for the company and its employees
Automation has long been more than just RPA. While robotic process automation was originally seen as a solution for repetitive processes, the field has evolved: Process mining, business process management (BPM) and artificial intelligence are expanding the possibilities and pushing the boundaries of what is considered automatable. However, the euphoria surrounding these advances is often in stark contrast to the reality of many companies. Even today, numerous RPA projects fail or do not deliver the hoped-for added value. The causes are complex - from strategic omissions to unrealistic expectations.
IT service provider and managed service provider Ratiodata is taking the next step in its digital transformation. The specialist & service partner for IT & self-service infrastructure in bank branches, for example, has carried out a large-scale project to automate the interaction between people and software in the order-to-cash process. With the support of noventum consulting GmbH, the IT service provider re-implemented this important process on the basis of the Microsoft Power Platform, created important framework conditions for a broader use of the software in future and is thus driving forward its digitalisation 2.0 strategy.
There are several options for automation: deep code automation, off-the-shelf automation with robot process automation (RPA) and, of course, automation with the help of generative AI. Each of these options has its own advantages and disadvantages that need to be considered when planning a solution.
Almost every company in Germany already has enormous potential to automate processes with robotic process automation (RPA). This potential is being significantly increased by the ongoing development of generative AI. The combination of RPA and AI, also known as Intelligent Process Automation (IPA), opens up new possibilities. By using the rule-based RPA bot to access generative AI, it is possible to automate complex process (steps).
In the fast-paced world of information technology, time is often a precious commodity. Companies are under great pressure to manage their IT services efficiently. At the same time, they must keep pace with the rapidly changing demands of the environment and the pressures of the competitive landscape. Under such conditions, outsourcing becomes a crucial tool to meet the need for flexibility, expertise and cost efficiency. For outsourcing to be successful, forward planning is a general must.
In the digitalised business world, the automation of processes has become an indispensable tool for increasing efficiency and maintaining competitiveness. Bots, i.e. digital assistants, are playing an increasingly important role in this. The integration of bots into business processes enables companies not only to reduce costs, but also to improve the quality of their services and increase customer satisfaction. But how exactly do bots affect process automation and what role do they play?
Merging companies is a complex process in which many factors need to be taken into account. One of the most important aspects is human resource management. However, HR issues are often not given sufficient consideration during purchase negotiations.
The experienced people & culture consultant Michaela Gottwald provides valuable insights into why human resources should be focussed on at an early stage and what challenges HR management faces in post-merger integration.
