Published on November 8, 2023, 10:56 pm

Hyperautomation is a topic that I frequently come across in conversations with people, and it often elicits two common types of questions. The first type of question is, “Hyperautomation, that’s the same as RPA (Robotic Process Automation), right?” The second type of question is, “I don’t understand how business process automation and hyperautomation apply to the I&O (Infrastructure and Operations) space.”

To address these questions, let’s examine what hyperautomation truly is and what it isn’t. Hyperautomation is not a product or set of tools; instead, it represents an approach or framework. It embodies the evolution of automation’s contribution to businesses by expanding the scope and impact of automation. While individual tasks can be automated, hyperautomation goes beyond that to encompass processes, cross-domain orchestration, and even the development or reinvention of business models. In essence, hyperautomation delivers more than just automated tasks; it provides value to your organization.

Now you might wonder if there are specific products available to implement hyperautomation. While there are numerous vendors who offer solutions that contribute to delivering hyperautomation value – such as RPA, process mining, intelligent document processing, service orchestration, analytics, and decision support tools – very few vendors provide a holistic product for implementing hyperautomation. This stems from the fact that hyperautomation is highly responsive to organizational needs. What works today may not be suitable tomorrow due to changing circumstances. Therefore, organizations require flexible solutions and an ability to adapt their technology stack accordingly.

So where does this leave I&O leaders? There are two crucial considerations for I&O leaders when it comes to hyperautomation: contributing to the overall success of the initiative and leveraging capabilities for their specific tasks within I&O.

Firstly, being willing to collaborate on exposing more services and workflows traditionally under the purview of the I&O organization to external tools and processes is vital. For example, integrating workload automation or service orchestration workflows into broader business processes. By utilizing RPA bots to interact with legacy systems at the core of business activities, organizations can reduce integration requirements or human ticket handling.

Secondly, I&O leaders have an opportunity to enhance their services and drive improvements based on the organization’s success with hyperautomation. The same RPA bot that interacts with one system can potentially be expanded to support multiple systems once sufficient trust and success have been established. This scalability extends to the service desk as well, enhancing support for both internal and external users. By leveraging hyperautomation effectively, I&O leaders can free up resources, improve service quality, reduce the cost of service delivery, and position themselves as valued partners and collaborators rather than mere service providers.

In conclusion, hyperautomation presents a significant opportunity for I&O teams to bring about transformative changes in how they engage with the broader business activities of their organization while also revolutionizing the way the I&O function operates. It is not just a buzzword or a trend; it represents a tangible avenue for enhancing efficiency, effectiveness, and overall value within IT operations.


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