CIOs responsible for governance with increased adoption of Automation

CIOs responsible for governance with increased adoption of Automation

Enterprise leaders say that with the increased adoption of automation technologies, CIOs are expected to be responsible for the accurate implementation of governance policies

CIOs say that while automation tech has been highly interwoven virtually in every enterprise architecture; it raises doubts regarding the role of IT in managing such features. C-suite leaders can and should be capable of providing measures to ensure proper deployment of the automation technologies. It requires acceptance from business too.

Acceptance from the business is the most critical factor. Most businesses acquire technologies from the team’s involvement with IT. IT leaders and CIOs welcome such freedom and independence, and a minority of such leaders consider the responsibility as one that courts risks. In spite of this, the democratization of tech services supported by artificial intelligence (AI), Machine Learning (ML), and low code/ no-code solutions are becoming omnipresent across all business lines.

CIOs say that the end goal is to adopt the best enabler for the business; this entails removing the hurdles out of the way. Sometimes removing humans from the way is one of the major goals of the automation revolution, for businesses globally. This is achieved with the help of automation of routine business tasks like the population of insurance forms with information that humans generally entered on paper forms with pens, then shifted to keyboards.

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Physical robots are used to move all sorts of merchandise and parts; the robotic co-workers place them in boxes, and machines are used to clean floors. AI-powered chatbots are used to harvest low-level data for answering customers during the customer support and service value chain. High-caliber AI and ML algorithms are used to automate more complex tasks.

CIOs explain that most leaders believe that with such significant automation, human involvement is highly reduced. However, entrusting too many features without a governing body can prove to be dangerous for the enterprise.

Two main categories of CIOs

C-suite leaders believe that CIOs are of two main types: those with business backgrounds in consulting or sales and those with technology backgrounds with computer science backing. The former tends to be permissive, and the latter likes to lock things down. Custom software is generally under the thumb of IT. However, the increased adoption of the SaaS model has made it better for business lines to acquire features and capabilities without depending on IT.

The situation may change if business teams decide to integrate SaaS tools with the ERP system; IT departments need to be involved. CIOs are exploring avenues to implement low-code tech that allows business users to create automated solutions for conventionally manual tasks. They wish to experiment with the possibility of rolling back the changes in case of less-than-favorable outcomes or failures.

Enterprise leaders believe that technology springs up apart from the CIO’s governance as the obvious solution to an unsatisfied need, and thus, automation features are no exception. CIOs are required to understand that end-users are enthusiastic about self-service IT features. They should help route the business use cases rather than suppressing them.

Developing an automation playbook

CIOs point out that most organizations that met success with automation tech leveraged a ‘center of excellence’ model, a partnership between IT and business to detect business cases where automation can be of help. These centers help develop a continuous feedback loop so that models are updated rapidly and governance is ingrained right from the project’s initial step.

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C-Suite leaders acknowledge that automation has become vital, as enterprises rely increasingly heavily on software that needs continuous updates to run the business. Software is required to define how businesses run, the process of competition, and engagement structure with clients. Organizations are running out of the tech talent and resources needed to operate the hyperscale systems that most of them depend on.

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Megana Natarajan is a Global News Correspondent with OnDOt Media. She has experience in content creation and has previously created content for agriculture, travel, fashion, energy and markets. She has 3.9 years’ experience as a SAP consultant and is an Engineering graduate.