Courtesy of Electrolux's Hao Dinh, below is a transcript of his speaking session on 'The Human Side of Digital Process Automation' to Build a Thriving Enterprise that took place at Digital Process Automation Live.
The Human Side of Digital Process Automation
The benefits of Digital Process Automation (DPA) is no longer in question. The priority now is to deliver on the quick execution of DPA initiatives. However, there are challenges to DPA delivery and they are not technology based. The human capital component, specifically the knowledge, social and emotional side, is the obstacle to overcome in order for DPA to succeed.
During this presentation you will gain insights on the following areas:
I am very excited about our next guest joining us.
He is coming from Charlotte, North Carolina in the United States, and I'm talking about how Denn, how is the Director of Global Digital Industry, Industrial Operations, four electrolux.
He has over 20 years of, of leadership digital transformations for Fortune 100 organizations and startups. He has asked choose successful education non-profits focused on nurturing the next generation of innovators, and as if he didn't, he wasn't busy enough.
He recently completed a U S Navy Seals Training Program. How, what a pleasure to have you with us. It's, it's, it's a real blessing for all of us to learn from a leader like you. And I practitioner. So thank you for taking the time to share that expertise of our global audience today.
All right. Thank you.
All right, OK, so, thank you very much for that introduction. I forgot that I did recently completed a navy seal training, and I highly recommend that for everyone else. So, VH did I've got some contact information in and we can definitely talk about how you can also become a certified Navy seal.
But what I want to talk about for the next few minutes is really the human side of digital process automation.
So, before we go into the topic, I just want to highlight my experiences, as, you know, the intro was given. I spent the past 20 years driving digital transformation for various companies. Some of these companies are listed here.
And for sure, I'm going to leverage some of my lessons learned and also best practices around deploying digital process automation for some of these companies in the presentation that I'm ready to go.
Religious three things that I would like for you to get out of my presentation. The first is, I want to explain what a human capital is, and most importantly, you want to talk about how you should make addressing human capital as a priority when you deploy digital process automation. So that it can help you drive success with your automation initiatives.
And I want to talk about why companies are not focusing on human capital. And elastic go through a few examples how, during my deployments of DPA, how when I focused on human capital, it really helped out driving success associated with that automation.
So, with that said, let's actually, based on ourselves, on what type of automation I'll be talking about. So, today, automation is a hot topic and listed here are three of the terminologies that are being used today. All three of these focus on the same goal, which is to reduce costs and also increase efficiency.
one of the hot terminologies that are being used right now is robotic process automation.
This is where you look at a process and you identify any type of repetitive processes that a human does, and, and use software to actually automate that process So that humans no longer have to do that, again, repetitive process.
Business, process automation is actually the oldest terminology of the three listed here, and this is where you have to use technology to refine your business processes.
And then this is where you still use a human operator as you go through your automations.
Today, I'm going to talk about digital process automation, or DPA. This is where in today's world, where we have these digital platforms, where you use a standard digital platform that would enable you to digitize your processes. And then, as I mentioned earlier, I'm gonna talk about the human side of doing digital process automation.
If you actually, Google, does digital process automation and look at the market opportunities, you'll see that It's in the billions. And you also see here a couple of examples that I got off the internet, where it's double digit growth for the forthcoming years, are associated with digital process automation.
So for sure, the opportunities are there around using PPA too, to automate and digitize your operations.
But as all of us are aware, when there's this type of opportunities, there's also going to be a lot of challenges, and these challenges are really associated with change that you're deploying when it comes to DPA.
So you really think about what you're doing around EPA and you're taking a process and you're digitizing, you, automate it, and you're changing the status quo. So that is causing change. And change is difficult for organizations. My argument is that the challenges that you have around BPA is not going to be related around the technology.
And the reason why I say that is because EPA has been around for awhile now. And also BPA and RPA are also around subsets of BPA. where it's been proven that the technology works. And we've got proven use cases on how to use that technology to benefit your organization around automation.
So, my argument is, the true change or obstacles that you need to address doing DPA is not around technology, but it should be around what I call your human capital.
In my definition, or actually, the definition of human capital is the economic value that's associated with your workers experiences and their skills.
Um, and there are actually a lot of components that make up human capital.
Some of those key components are education, training, intelligence, skills, and health are associated with your employees.
What I'm going to do in the next couple of slides go through a bit of detail around what each of these human capital components are, and they talk about how addressing the Andy is going to be critical for you when you want to drive success associated with your digital process automation.
So, to get started, let's talk about education and training.
If you look on the left-hand side, you see that. it's the traditional way that we provided education and training or For our employees and for people in general, right?
You go to school, you graduate from school, you get your first job, and then you get some additional training, your job. They'll enable you to get a promotion, your job, and you go through some additional training to accelerate your career and and get promotions to a point where it's time for you to retire, OK?
So, that's the traditional way of re education and training for our employees, but as all of us know, in today's digital world, is not as linear as it was in the past when it comes to education and training.
On the right hand side, you see the actual education and training that's happening today in the workforce. You go to school, and then you come out of school, and you could possibly actually get a job that's related to the, to the area of focus that you have when you're in school.
And also, it could be that after a few years of working, you realize that you might jump into a different career.
And all these moves associated with, with today's workforce, require some additional education and training, more frequent than what was experienced in the more traditional education that I mentioned earlier. That's illustrated on the left-hand side.
So when you're focusing on BPA, you need to keep in mind that you have to provide more types of education and training associated with the automation and the digitalization that you're trying to do for your organization.
So next, I'm going to talk about intelligence and skills.
Let's talk about the way it was in the past, where it's OK for employees to have what we call a fixed mindset.
We brought in employees for eight hours a day. We asked them to do the same type of work right here, and we asked you to do accounting for your salesperson, who asked me, do sales type activities? So in that type of activities, you, you counter challenges, but you don't really care challenges that are outside of your scope of work. So if you do encounter challenges outside your scope of work, you kinda avoid them. And you really don't pay attention to them, you let them fall to the side, because, again, you're brought in to do a certain set of asked every day.
But everyone realizes that, in today's world, our job descriptions are not what we actually do.
There's a lot more to it, and that's why we should help our employees transition from a fixed mindset, to what we call a growth mindset.
And a growth mindset is one where we embrace challenges. So, think about what you're trying to do around digital process automation.
You're telling your employees, look at your processes and identify those processes that aren't working, and then look at ways to automate them and digitize them.
And by doing so, they're gonna encounter a lot of setbacks because driving this type of automation digitalization is not easy. So we need to get our employees get comfortable with setbacks and actually give them the confidence so that when they encounter a setback that they continue forward and persevere, you get the job done. So, again, when you do DPA, think about the mindset and the challenges, and the skills that your employees have do, they have a fixed mindset. If so, help them get to this growth mindset. Because when you're in this growth mindset, it really helps accelerate your success associated with. Yeah.
Quickly, some numbers: McKinsey and Company did some research.
And they concluded that, if you doing your automation projects, focus on making automation skills, a brewery and in, and in regards to making sure that whatever automation, skills and digitization skills, gaps that you've identified, the skills you resolve them, then by doing so, actually improves your chances of having success when you deploy your automation or digitalization. So, again, going back that, as I mentioned, for these human capital components focused on them, because they will increase your chances of success, and McKinsey has done surveys and research to show that that is true of the case.
Lastly, I want to talk about your employees help.
And in this case, I want to talk about mental health.
Think about, again, what you're doing when you're asking employees to digitize or deploy digital process automation in their minds, what they think is, Hey, you're asking me to digitize and automate my work processes to a point where you're not going to need me.
And that's something that you need to address upright because if the employees or employees that are involved in DPA had that mindset, they're not going to be fully engaged in making sure that your DPA process or initiative is successful.
What you need to do is highlighted them that we are working on digitizing non value and automating non value work that you do, so that we can free up time, so that you can actually, do more of the Bible, or that the organization wants you to do, so that you can make your job more valuable to the firm. So, again, a dressing: The Human Capital Link comes to mental health.
Also around health, let's think about the emotional components associated with by digital process automation.
Very similar to what I talked about, when it comes to mental health is, there's going to be certain emotions that employees have when it comes to automating and digitizing their tasks, they're gonna get scared. Concerned, as I mentioned before, these emotions are not good emotions for employees to have.
And as I mentioned, we address these early on and let them know that, hey, these emotions and, and and mental thought that you're having around and negativity around digital process automation. Let's discuss that, because, from an organizational perspective, we're not doing this to, you know, to get you in balancing your emotions, or, or your mental state. We're doing this, to improve processes, so that you can actually have a better work experience emotionally, and mentally so that you can add more value for your job to ask that you do have these conversations. So, it will be extremely valuable to make sure that you have accessible digital process automation projects.
And why aren't companies actually focusing on these human capital components because it is shown that when you do focus on them, you have a higher chance of success when it comes to digital process automation.
And the answer is it's not exciting, right? The exciting part about digital process automation is the technology, it's the flashiness. You know the automation tool, the digitalization, and so forth.
The not so exciting stuff is the stuff that I just mentioned around human capital, Education, training, intelligence, skill sets, you know, the mental and emotional health of your employees.
Those are not the, the exciting components of digital transformation, but, they are the very important components that we need to address, and they all involve these cultural changes that we need to drive associated with the digital process automation, So, we're trying to do.
And I just want to highlight that these reactions that we have when it comes to human capital, around negativity around trying to drive digital process automation, it's part of our DNA.
Our brain is structured to keep us safe.
So, anytime you try to challenge the status quo and you're trying to tell people that they need to learn some new skills or do new things, our brain interprets that as a threat.
And it is our job and nurture. Our brains have been trained for thousands of years, to help us get away from threat. So, it's not that the person or the employees or the group people are not trying to change, because, they do see the benefit is that, in our DNA, we see it as a threat, and we, we react importantly. So, it's really up to us, to make sure that we addressed this type of human capital reactions, can make sure that we do the right thing to get us on the right track when it comes to deploying DPA.
So, what I want to do now is talk about or provide some examples of how I focus on human capital to drive successful DPA deployments in my past experiences.
So, just as a baseline, I was asked to go deploy, an enterprise wide DPA solution. We selected. A leader in the digital platform comes when it comes to DPA, and the goal was to get our 10000 plus employees to use that digital platform to actually develop on their own, their digital process automation solutions.
So, with that, use case and framework in mind, what we did was we did pilots, we did a pilot, I'm sorry, and we determined that our European supply chain team was really open to trying out digital process automation, and we definitely focus on the technology piece. But most importantly, we focus on the human capital.
From an education and training perspective, we shorten day one for the project. We provided some Bootcamp training around how they can actually themselves use this low code, no code, digital platform to create their own digital process automation solutions.
And throughout the entire pilot, we ensure that we have continuous workshops to enhance their skills and training around this digital platform, showing them what's possible, so that they're excited, they're trained, and they want to actually do the digital process solutions.
From an intelligence and skills perspective, this relates to, again, that growth mindset.
We realized that we wanted our teams to be more agile, and more into trying prototypes and, and learning from them, and understanding what doesn't work, and improving those components. So we incorporated what we'd call our minimum viable product, MVP, or prototypes.
And what we did was train our employees to say, Hey, let's develop a quick and dirty prototype. Put it out to the world, and is not going to be 100%. But it's going to have, quote, unquote mistakes, failures, and so forth, but that's what we want. We want the world to tell us what they like and don't like about it so that we can come back and modify so that as we go through these MVPs and identifying what doesn't work are our solution gets better and better.
And when we incorporated this type of thinking of fail and learn, it really helped us out when we did our DPA deployments.
And then, lastly, around him, this is, as I mentioned, the emotional and mental mindset around driving BPA. Making sure people understand why we're doing it, not doing it to replace their jobs or eliminate them from the workforce. What we did was, anyone that was involved or be effected by the EPA's were involved in our designs workshops. So, that they can help us develop and co-developed the SDK solution. And by doing so, it helped us calm. The nerves associated with the negative mental and emotional thoughts that are associated with trying to automate their task.
So, with that said, I want to quickly talk about our first MVP.
Our first area of focus was trying to digitize a purchasing process, and it wasn't failure, and the reason why I was a failure, because the data, digital data that was needed to automate and digitize this purchasing process, was not existed.
And, so, this was a, considered a failure, if you think of it. because we, we tried that it didn't work.
But, what we taught the team was the lessons that we learned around what type of data we need to have a successful DPA. We use that to actually deploy on the next slide, A very successful decay solution.
We also highlight to the team that since we learned that the data was not good enough for this automation, early on, we saved the company money.
Instead of going down and give me, as you know, large chunk of money to go find out, our data's not good. We got a small portion of money at a minimum viable product. A prototype, realize early and cheaply, that this was not the right thing to do. We stop spending. So, this was a great way for us to save the copy, some money.
Then, most importantly, as we went through these learnings and failures and so forth. It gave our team the confidence that it's OK to go try, you know, inexpensively some new things as long as we learn from it and get better from it then. They gave them confidence to go try some other things: that lead that competence actually lead to a very successful asset tracking solution that we did in our digital platform for BPA. Again, as I mentioned from purchasing our learnings around what type of data we needed to says they deploy DPA. We took that from our purchasing learnings, apply that to the asset tracking, and was able to develop the right data structure. We also provided some additional training because, in addition to the digital platform, we had a lot of new hardware RFID tags, Bluetooth tags, scanners and so forth that we need to make sure that everyone was trained on.
So that when we deploy this solution, there was no skills gap but they'll vented assessable deployment, of this asset tracking solution.
And most importantly, we made sure everyone else wanted to touch this. Technology was involved in the design. Even the people on the forklifts in our factories where their job was to go find using this asset tracking solution group apart. And they move them from Point A to point B, We involve them so that they can tell us what they needed an issue to ensure that they use the solution. And that, again, helped us develop a solution that was very successful during deployment.
So, with that said, I hope I've given you the three key takeaways that I mentioned early on. Describe what human capital is. Again, the soft side of things, the, the intelligence skill, training, the mental and emotional health of your employees, and why that is important to address, and make sure that you have solutions for when it comes to DPA. Because it does help you with your success around, DPA talking about why companies don't focus on it, because it's not easy. It's not ****, but it needs to be focused on and then also talk about some, some solutions that when we did use are focused on human Capital, and by doing so was able to successfully deploy a DPA.
So, with that said, thank you very much for your time. These are ways to connect with me. I have my website. I post a lot about the digital transformation stuff that I do. And I love connecting virtually through LinkedIn, so please connect me through LinkedIn. So, that is all I had. Thank you very much.
How thank you, Thank you for guiding us through your experience set and the insights on, on this transformation journey, I'm gonna bring myself back up here. I'm going to be looking at the questions. We have some more time here to ask questions to house. Oh, keep providing those questions.
I'm going to start with a little bit of the fundamentals and an observation that has come up in some of the, some of the commentary we had, um, know, it's very, you know, companies like to talk about, you know, people are our most important assets. But when you look at, when you follow the money, often there's a contradiction on that. You see multimedia dollars if not multi billion dollars in investments in technology and assets. And you cannot say that the general ledger shows a proportional investment on people who supposedly are our most important asset.
Why does finance why do you think that there is such a, that that those things don't match? Well, what do you think's going on?
from my past experiences, the fact that you can't measure people, right?
I mean, when you measure something around, OK, you know, the ROI, or software deployment, the ROI, or some type of technology, that that is something that is a tangible number. But can you measure the mental health, the emotional state, of an employee when you're trying to digitize their process, and eliminate some of the work that they're doing? That's not easily measurable.
So, so, organizations have a hard time having that discussion, because they don't have a number to look at the way around that is in today's world.And I showed you the Kinsey, did research to say, if you do an automation and you focus on the skillset gaps and resolve them, you will have a 30% higher probability of success. So, so now you've got a number.
So now you can go back to the people that are deploying this solution and say, you know, we've done our I's and cross our T's around the technology. Now we need to start looking at human capital.
Oh, you don't know what that is, here's what it is and, by the way, it is shown, in a number here, 30% improvement, that if we do this right around human capital, we get a 30% amplifier and success. So, so, look at the research that is done everything right now in today's world, digitize and is measured and we can start bringing all these intangibles into the quantifiable discussion.
And I should turn on my microphone.
What do you think that are, if you look at the skill sets, that we can all develop in ourselves and our professionals in our organizations in, in the world that we live in today, with rapid change, non-linear change?
And that likely is to continue, if not increase.
The question is, what are the skill sets that you believe professionals and organizations should be focusing on in terms of development, actual development, of skill sets?
Yeah, that's actually something that I've done research on, and and looked at is the growth mindset. Because to your point, things are changing so rapidly, so we shouldn't be going around and telling people, hey, go, go learn. You know, go learn this programming language, will learn this technology.
Because we all know by next quarter or next year, that could be something different.
So, what we should be training and advising our employees is to have a mindset where you get comfortable being uncomfortable, and then when you're uncomfortable, figure out for yourself, what you need to learn.
Because, unfortunately, organizations, know, organizations have a goal to be profitable, make their goods, do whatever they, their vision statement says they need to do, and, and when they have time, determine what the employees need to go learn. If you're gonna, If you're going to depend on your employer to help you identify what you should learn then. You're going to be behind the eight ball because they're not moving fast enough. So, you need for yourself to go into this, or develop this growth mindset, where you just start identifying, OK, I don't know much about digital process automation.
I know that is growing, double digit, I'm gonna go find out about, In today's world, you can go learn anything on the Internet and get used to that because the DPA could be popular now, and then next month, it could be artificial intelligence associated with DPA. So, then, you got to augment your GPA knowledge with artificial intelligence and knowledge, so that you can, again, part our position yourself to be extremely valuable for the organization.
In your experience with working many organizations across different industries, are there organizations that stand out for you? That you may or may not name them, but are there are organizations there are, there are doing human capital development very well.
And, the most important, what does it look like when they're doing it really well?
Yeah. So, luckily, I'm part of a Think Tank, the Aspen Institute, where we are looking at human capital in, you know, across the board in various industries, because that's what the future for an organization, is to be able to optimize your human capital. Because technology, for sure, gives you a competitive advantage. But we all know within 2 or 3 months, your competitors are going to have that same technology.
But what you don't have that is common across all the employees, is your skill sets and your challenges around your employees. So, to answer your question, I don't think anyone is, again, a silver bullet around this.
But what we are seeing is organization realizing that this is important, because, you know, in order for us to succeed, we need to make sure our employees are happy.
Because our employees are the ones that are coming out with these new, innovative ideas. These new things that are making a stand out in the in the workforce is not the technology. Is the people that are bringing technologies into the organization, and applying it. So, so I don't think there's a silver bullet, because it's still something that all of us need to work on. I don't think they ever going to be, it is a one size fits all, but every organization needs to reflect back on what I've mentioned around those categories, around training intelligence. The skills that you need, and then the mental, you know, the health of your employees. focus on that. Because if your employees are are strong in their human capital, there are unstoppable.
Those are, those are grading sites. How thanks for that? 1, 1 or maybe a couple more questions. Your left we have with them fuller asks, how are so many of our organizations should they missing now, on this potential? Why do you think organizations overlook the human capital potential that you're describing?
Yeah, I mean, I go back to the fact that it wasn't easily measurable And now it is. So, so, you know, early on in my career, I was taught, in order to get things done in an organization you gotta measure.
And, I'm telling you, every organization that I work for, if you don't. If you don't put some type of auditing process around it, to, say, I need to improve by 10%, 20%, is not going to get done. So, so, so, now that we can measure it, people are focusing on human capital. Then also, you know, it's just society in itself, is migrating towards the importance of humans. You know, we talk about automation, we talk about digitalization and it's driving a lot of disruption.
But what we're learning is you can go disrupt and drive technology and a company. But if you don't have the people to actually use it and have the people to be evangelists to say, this is the right thing to do, and I'm gonna, I'm gonna use it and actually make sure it's benefiting. Then what's the purpose of doing the technology, if you don't have buy in from the people that you're affecting? So, so I think there's a couple of things now that we're able to measure it.
And then, secondly, people are, are actually, companies are realizing that people, not the technology, is the true success when it comes to successful digital transformation, and companies are focusing on it now.
Very good. How a final question, here: you are, you're a leader who is clearly, you know, very big on continuous improvement or self improvement on challenging herself to become better. I think your Navy seal training is just one of the many different estimates to that.
What is your advice for those who are in the audience right now, for them to remain relevant, but also not only remain relevant, but, you know, lead positive change for their organizations? What are what would you suggest they do? How do they improve themselves? Is there something that you would suggest they do to to lead positive change in the in the decade ahead?
Yeah. You know, we talked about early around what type of mindset we need, this growth mindset, so my recommendation, and I give this to all the people that I interact with is, You know, lead by example.
So so if you want your organization to be more of a growth mindset, where people are identifying the skills that they need on your own and go and get those skills, then go do it yourself, right?
Go spend some time today and say, hey, what, what are some of the things that I'm seeing in my industry, my job? Or maybe? As I mentioned, a lot of people are jumping from one career to other. Maybe you're, you want to go to, you want to be a data scientist now, right?
Because a lot of people now are transitioning from, from many different backgrounds to be a data science, and and This science is not it's, it's a point now where you can actually learn the basics and actually go into an organization would be a very good data scientists. It is not, it's not as difficult as it was prior, so, so my recommendation is lead, by example. Go, find an area that, that you want to improve on, go do it, have that growth mindset. And I guarantee you, after you do it 1 or 2 times, you know, Oh, my gosh, I can actually do this. You get so confident that, next time, you're like, oh, yeah, let me go, Try to do X, Y, Z now, and you've gotten that confidence behind you that you can do it.
So, just go do it.
Excellent. Learn by doing well done.
..., thank you so much for sharing your expertise and leadership. If all of us in our global community today, we really appreciate, and we wish you continued success on this transformation, and the, and the leading this transformation journey, for many organizations like you do.
Awesome. Thank you very much. Have a great day, everyone.
Thank you, ladies and gentlemen.
That was How Deen, Global digital transformation leader at Electrolux Industrial Operations, and directly from Narf Charlotte, North Carolina today, to our global audience.
Time does go by fast when you're having fun, and we are already at the end of day one of digital process automation life. So, I want to thank you, all of you, for a wonderful engagement today. I want to have you back tomorrow to engage with four tremendous global stock and industry leaders who are presenting tomorrow, again, same format.
Short presentations, followed by 10 minutes Q&A, where you ask the questions that are most relevant to your context so they can look ahead, looking forward, should they choose.
We are going to start tomorrow with the co-founder and chief technologist for commander, a technology company directly from Germany. We're going to have Burton Rucker here with us talking about practical process automation. Let's demystify process automation. Let's look at, from a practical standpoint, we're gonna do that with an expert in the field. We're gonna follow that up by two liters of intelligent automation and transformation hammer Gandhi, who is the CEO of Late and Bridge, and also, Robert Scott, who is the Head of Market Services for Commerce Bank. They're going to be talking about intelligent automation as a transformation agent for organizations.
We're going to follow their Dual X presentation with leading business transformation in times of disruption from Cov at 19 to the fourth Industrial Revolution.
We're going to have Larry Boyer, who is an advisory board member for Open BDA, discussing with us what? Look, cross industry, digital transformation looks like for a successful companies, and how they are doing effective digital process automation.
And we're going to wrap up tomorrow with a great speaker and practitioner from Toronto, Canada, who is applying this: who is applying these approaches of digital process automation to the metro system in the City of Toronto. And I'm talking about Steve Setup Navasky, who is a leader of cap of the Capital Projects Group for metrolink's in Toronto. Canada. He's going to talk to us about the journey on how do you get a very traditional organization to adopt new approaches new mindsets, these new methods, for value creation and chewing enhance the customer experience on the On the transit system in Toronto. So, wonderful leaders and practitioners of digital process automation speaking directly with you tomorrow, I'm excited to see you back at this same channel tomorrow to meet this wonderful leaders.
And in the meantime, you have questions, you have comments, you want to thank those who participated today. Please look up under josep here is on LinkedIn. Go there, make your comment, share. Invite others to participate. We are over 2000 right now, and nearly 3000 participants, hopefully, by the end of this week, who are learning directly from this experts. So thank you for your spend, your day, or morning, afternoon, or evening with us today. And we look forward to seeing you at the same time tomorrow. Bye, Bye for now.
Director Global Digital Industrial Operations,
For two decades, Hao has led digital transformation initiatives for IBM, Unilever, GE, Ford, GM & collaborated with IDEO & the Aspen Institute to drive social innovations.
Also, he’s successfully started two non-profits that partner with the education systems in the United States and China to nurture the next generation of innovators. Lastly, to strengthen his physical, mental & spiritual self, Hao recently completed a US Navy Seals training program.
September 07-09, 2021
October 12-14, 2021
June 22, 2021
11:00AM - 12:00PM ET
July 06, 2021
11:00AM - 12:00PM ET
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