How to design a winning move?
In the digital economy, every company benefits from using digital technologies, including powerful machines. The key is to design organizational structures at the intersection of humans, machines, software, Hardware and Digital Transformation Strategy.
- Classify the organization into 3 clusters: automation, augmentation, and amplification. Start by systematically examining the tasks, processes, and jobs carried on inside the company, the key partners’ organizations, and the ecosystems. Identifying which of them are—or could be—automated, augmented, or amplified with machines is the first step to taking advantage of the possibilities.
- Benchmark the 3 clusters against industry incumbents and digital companies. Look at what others in the industry are doing (particularly with automation), what other similar companies are doing (particularly with augmentation), and what experiments are being carried out with big data and cognitive computing. Are there experiments with new technologies or in other industries that might be instructive?
- Refine and revise the 3 clusters. Keep reviewing not only the potential of new powerful machines but the human talent that’s working with them. Assess the skill set that is pushing the innovation in this area, and find a way to acquire it.
- Reframe the human talent profile. Create a business that allows employees to frame and solve big problems. Only a small percentage of workers may be superstars whose output and value are truly exceptional. But create the environment for them—and average employees (2/3 to 3/4 of the company’s hires)—to work with powerful machines. Only then can they compete (and cooperate) with talent working for digital giants and tech entrepreneurs.
Remember, the 3 winning moves are not independent. Orchestration and participation define how companies work across ecosystems to capture value, build capabilities, and work together to solve big problems. They guide where to play and how to play. Coopetition is about who to play with to create more value and get a fair share of it. Using robotics and artificial intelligence to augment and amplify human talent creates companies that are more attractive to potential partners and more relevant in the digital economy.
Three questions are important:
- What tasks could be automated, requiring little human intervention? The goal is competitive efficiency and effectiveness for routine tasks. A company that automates faster than its competitors, and across a wider range of tasks, will have a competitive edge. Think not only payroll accounting but tracking cars on the road and monitoring their performance in real time.
- What processes could be augmented with smart assistants? The goal is to add value by sifting through volumes of data, pulling out key numbers and ideas, and using algorithms and actions with analytics to draw key insights. A company that mines its data more broadly and deeply than its competitors, and over a longer period of time, will have a competitive advantage. Think carrying out first-order diagnostics for cancer based on established criteria or evaluating bids for new TV shows based on past viewing habits.
- What jobs could be amplified with active interactions between humans and machines? The goal is to take advantage of complementarity (areas in which machines are superior to humans) and singularity (areas in which intelligent machines can progressively interpret new information and redesign themselves accordingly). A company whose employees work at the frontier of machine technology to create and capture value more quickly with machines will have outperform those that don’t. For more on what this future might look like, read “Amplify Human Talent with Powerful Machines”
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