Hyperautomation is much more than just activating autopilot to easily perform repetitive tasks. Imagine that your company has a ‘digital brain’ with comprehensive and strategic thinking, which optimises processes by speeding up tasks and also makes them smarter, better coordinated, more accurate and more agile.
Cutting-edge technologies are combined with others we were already using (AI, ML, RPA, LowCode/no-Code) to digitise end-to-end workflows, tasks or steps in each identified process.
In short, it is a key lever that drives digital transformation by increasing operational efficiency in companies.
What is the relationship between hyperautomation and AI?
AI is the engine that makes it possible. Thanks to AI, this hyperautomation strategy transcends the simple execution of repetitive tasks to solve much more complex processes.
It enables smarter and more tailored decision-making, identifying new processes that can be optimised and reaching places that were previously impossible.
What specific examples are there?
Well, if we’re talking about internal experience, at Telefónica we’ve applied hyperautomation to processes in different areas. In customer service, we’ve implemented chatbots and virtual assistants. In network planning and other platforms, we’ve optimised the creation and management of network capacity, reducing times. Another example I’ve been involved in is improving the preparation of offers.
All these examples show how the combination of technologies transforms complex workflows into automated processes, directly impacting productivity.
What are the benefits?
In my opinion, the most important is the profound change in the way we operate and interact with customers, but I have a long list that comes to mind that I would like to share:
- A more satisfying customer experience, thanks to faster processes, greater personalisation and fewer errors.
- Greater ability to anticipate needs and improve decision-making.
- Operational efficiency through cost reduction.
- Agility and scalability: the company becomes more flexible to adapt to the market thanks to data analysis.
- Comprehensive optimisation of business processes and smarter customer service.
- Boost to innovation and service development by freeing up time.
- Better risk monitoring and management, minimising surprises.
What are the challenges that come with hyperautomation?
Above all, cultural change forces us to work differently, which is why change management and internal communication plans are a fundamental component of any hyperautomation project. Another important challenge is the governance of these new tools, which until now have been able to work individually and will now be managed in an integrated manner, including the data and processes they manage.
How does hyperautomation link to other emerging technologies?
It relies on them. RPA, Low Code, AI and Cloud Computing, used in combination, are the basis for intelligent process automation.
How can hyperautomation be developed?
First, you need to have a business vision, identify a process and understand it from end to end. From there, you can use the technology that best fits your needs to achieve your goals, accompanied by corporate cultural change management.
To help our customers, at Telefónica we draw on our internal experience.
To put it in order, I would say there are four phases:
- Business vision. End-to-end analysis of the business and its processes.
- Prioritisation of processes to start automation (repetitive flows, etc.).
- Technology selection. In other words, defining the strategy and smart technologies that, when combined, will meet the most complex needs.
- Monitoring and continuous improvement. Process metrics will ensure fluidity in the face of bottlenecks and operational excellence.
