It will be a fine balance. But the good news is that the technology is not only available to address these areas but is also mature enough to be cost-effective. Of course, this will require the organisation to view technology as a strategic investment.
Another aspect of technology-led transformation that will benefit BPO organisations is the transparency that technology can provide and the opportunity to build better trust. This will be driven by full visibility of what is actually happening and the ability to provide real-time progress reports on issues raised. This means that quarterly site visits by clients to “show and tell” can be avoided. The discussions can be about specific points of interest and improvement rather than the “feel good factors” that these visits usually provide.
So, in many ways COVID-19 has accelerated the evolution of the “New Age BPO sector” and the intersection of this wave with the digital transformation wave will have a positive long-term impact on the BPO sectors in popular destinations such as India, the Philippines, Brazil, Mexico and others across the world.
Without this transformation, BPO organisations will keep pushing themselves into a tight corner and eventually be replaced by nimble and technology-savvy competitors that are focused on process and industry differentiation.
The relevance of this is around the terminology that Peak AI has introduced. They call what they offer “Decision Intelligence” and are crafting a market space around it. Peak’s basic premise was to build AI not as a business goal for itself but as a business service aided by a solution and limited to particular types of added value. The goal of Peak AI is to identify where Decision Intelligence can add value, and help the company build a business case that is both achievable and commercially viable.
For example, UK hard landscaping manufacturer Marshalls worked with Peak AI to streamline their bid process with contractors. This allows customers to get the answers they need in terms of bid decisions and quotes quickly and efficiently, significantly speeding up the sales cycle.
AI-as-a-Service is not a new concept. Canadian start-up Element AI tried to create an AI services business for non-tech companies to use as they might these days use consulting services. It never quite got there, though, and was acquired by ServiceNow last year. Peak AI is looking at specific elements such as sales, planning and supply chain for physical products in how decisions are made and where adding some level of automation in the decision is beneficial. The Peak AI solution, CODI (Connected Decision Intelligence) sits as a layer of intelligence that between the other systems, ingesting the data and aiding in its utilisation.
The added tool to create a data-ingestion layer for business decision-making is quite a trend right now. For example, IBM’s Causal Inference 360 Toolkit offers access to multiple tools that can move the decision-making processes from “best guess” to concrete answers based on data, aiding data scientists to apply and understand causal inference in their models.
Implications on Business Processes
The bigger problem is not the volume of data, but the interpretation of it.
Data warehouses and other ways of gathering data to a central or cloud-based location to digest is also not new. The real challenge lies with the interpretation of what the data means and what decisions can be fine-tuned with this data. This implies that data modelling and process engineers need to be involved. Not every company has thought through the possible options for their processes, nor are they necessarily ready to implement these new processes both in terms of resources and priorities. This also requires data harmonisation rules, consistent data quality and managed data operations.
Given the increasing flow of data in most organisations, external service providers for AI solution layers embedded in the infrastructure as data filters could be helpful in making sense of what exists. And they can perhaps suggest how the processes themselves can be readjusted to match the growth possibilities of the business itself. This is likely a great footprint for the likes of Accenture, KPMG and others as process wranglers.