Getting hyperautomation right

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A lot has changed in the last two years. As the pandemic threw operations across enterprises out of gear, a slew of trends, including distributed (remote) working, have thrust themselves into the limelight. However, in the broader scheme of digital transformation, hyperautomation, after making the first appearance in the pre-pandemic era as the top 2020 strategic trend by Gartner Research, continues to be a hot topic in 2022.
And it is so for a good reason.
Hyperautomation is not just about technologies but about combining them to achieve the strategic objectives as defined by the organization. Gartner has even redefined hyperautomation as “a business-driven, disciplined approach that organizations use to rapidly identify, vet and automate as many business and IT processes as possible.” Moreover, as per Gartner, hyperautomation involves the orchestrated use of multiple technologies, tools, or platforms to achieve their goals.
That’s where it differs from other technological trends. Unlike specific technologies, such as robotic process automation (RPA), for instance, the goals for hyperautomation can vary significantly from enterprise to enterprise. The manner in which an enterprise goes about implementing hyperautomation can also diverge widely from another.
Since hyperautomation is a broader approach, it comes with its own challenges. And most of these challenges involve establishing clarity on multiple fronts:
These challenges are intertwined. A clear vision of the end goal helps.
Let’s take the example of a financial institution that intends to transform its account opening across products and services. 
Depending on the key driving factors or the chosen objectives, the vision for the transformed process varies. These goals may be any of the following or a combination thereof:
Having identified these goals, it is critical to establish a roadmap, which includes identifying and acquiring various technologies with good justification and defining a long-term architectural stack. After all, account opening in this case is only the starting point, and the real value of hyperautomation lies in leveraging the stack for multiple processes and applications across the enterprise with speed.
This brings us to various technological capabilities that combine to make hyperautomation powerful. It is critical to define how they come together to deliver digital account opening in this case. Here is one effective way to piece them together:
Through the example above, it is easy to see how hyperautomation can make a real impact by leveraging a combination of technologies. However, this is only one example. Enterprises are replete with thousands of applications and processes ranging from small supporting applications to large and deep mission-critical processes.
That’s why Gartner emphasizes on the “approach” bit. It’s not only about doing it once but achieving this over and over again, for various processes and applications, with speed.
That’s where a digital transformation platform comes in. Let’s consider the following:
While it is possible to do all this by building an architectural stack or appending technologies such as RPA to existing processes, it is time- and risk-intensive, not to mention all the opportunity costs associated with any delays. A lot of times, it may not even yield the desired results to only implement AI or RPA with incremental improvement over existing processes because the broader silos still persist. 
A platform approach not only provides a kickstart but also mitigates the long-term risks of technical debt. Additionally, a digital transformation platform with low code capability helps realize the true potential of hyperautomation with speed and across lines of business enterprise-wide, as promised.
Anurag Shah is head of products and solutions for Americas at Newgen Software.
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