Helping the Overwhelmed Employee: How to Navigate the Flood of Challenges
•Descargar como PPTX, PDF•
1 recomendación•88 vistas
Learning Objective: To discover how businesses can reinvent employee work experiences to increase productivity and increase employee brand Today’s employees are overwhelmed with a high influx of daily tasks that include phone calls, emails, meetings, and projects that affect work productivity. With modern technological advances, we have trouble disconnecting. This is not a new problem in the workforce since 35% of managers are dealing with the issue themselves. Retention and engagement are interrupting motivation, attention spans are decreasing, and deepening the leadership pipeline has becoming a global issue. This is a wake-up call for individuals and businesses to address the way we live and change the way our organizations function. Completing simple tasks is becoming an imposition, and employees are feeling frustrated. What can be done to manage the distractions that are overwhelming our company assets? This seminar will discuss what companies are doing to address this issue and how they are developing solutions for filling the leadership pipeline. At this seminar, participants will: a. Discover what’s causing today’s employees to be overwhelmed at work. b. Learn how organizations have created the workplace of the future by redefining the employee experience. c. Discuss what organizations are doing to increase productivity, increase retention, and fill the leadership pipeline.
Recomendados
Recomendados
Más contenido relacionado
La actualidad más candente
La actualidad más candente (20)
Similar a Helping the Overwhelmed Employee: How to Navigate the Flood of Challenges
Similar a Helping the Overwhelmed Employee: How to Navigate the Flood of Challenges (20)
Más de Career Communications Group
Más de Career Communications Group (20)
Último
Último (9)
Helping the Overwhelmed Employee: How to Navigate the Flood of Challenges
- 1. Click to edit Master title style
- 2. Helping the Overwhelmed Employee: How to Navigate the Flood of Challenges CREATE THE WORKPLACE OF THE FUTURE: REDEFINE THE EMPLOYEE EXPERIENCE Panelists: Ida Byrd-Hill, President Uplift, Inc. Celena Noel MBA, CISM, CRISC/TSA Application Support Project Manager Dawn Treece, Department Manager, Raytheon Company
- 3. 2 types of Overwhelmed Employees Juggling too much work Juggling Personal Issues
- 4. Click to edit Master title style Workload Undervalued Health Retention Talent Disconnect
- 5. Click to edit Master title style
- 6. Work Life Balance • Minimize the Energy Drainers • Prioritize Energy Generating Activities to get more done with less effort • Beware People Can Be Energy Drainers Too • Imperative: Choose Your Roles Wisely, Like what you do… • Health First Approach • Physical activity, healthy eating, plenty of rest, positive mindset • Prioritize • The key is not to prioritize what's on your schedule, but to schedule your priorities. • Identify the Big Rocks of Life https://www.youtube.com/watch?v=zV3gMTOEWt8
- 9. Overwhelmed States May Look or Feel Like… • Emotional volatility • Inability to concentrate or listen • Difficulty making decisions (analysis paralysis) • Numbness • Withdrawal from other people and activities • Aloneness • Physical symptoms; headaches, fatigue, insomnia, etc. • Inauthenticity • Fear (Imposter Syndrome) • Demands on Limited resources – time, money, energy • Exhaustion • Accountability absence Perspective factors into to extent of one’s overwhelmed state
- 10. Optional Steps to Overcoming Overwhelmed States • Simplify work environment • Build resilience • Manage thoughts • Develop trust • Establish accountability • Improve work life balance (Live to work or work to live) • Monotask – eliminate chronic multitasking • Manage stress • Become proactive • Attend to important matters • Manage stress • Maintain emotional boundaries • Seek Support • Only do what you can do • Make meetings count • Stay conscious • Question your assumptions • Find time to think • Get real support • Say No – diplomatically and graciously Overcoming an overwhelmed state requires a change of mind and action
- 12. Task Execution Impact/Prioritization Long Term Full Compliance 80-20 Rule Significant Compliance Short Term Limited Compliance Immediate Compliance Not Required Today This Week This Month This Quarter This Year SUCCESS ACTION/DEPLOYMENT TIME LINE COMPLIANCE
Notas del editor
- By Jody Michael, MCC, BCC Are you constantly tired, irritable and/or stressed? Executive overwhelm manifests itself in myriad ways, from emotional volatility to an inability to concentrate or listen, difficulty making decisions, numbness or withdrawal from other people and activities, and even physical conditions — headaches, back pain, digestive issues, fatigue or insomnia. The demands on our limited resources — think time, money and energy, to name the top three — are very real. But overwhelm isn’t driven by an external event or situation; it’s actually caused by a conversation that takes place in our minds. Why do leaders feel overwhelmed at work? Ten executives can sit in the same meeting, hearing the same facts presented by the same person. Seven of those leaders might feel completely overwhelmed, while the other three are virtually unfazed. Why? The difference lies in their respective perspectives. The seven people who feel overwhelmed are having a different internal dialogue than the three who are taking it in stride. Following are several common contributors to executive overwhelm: “It’s lonely at the top”— As the go-to person for your team or company, you’re often the one responsible for having the answers. But what happens when you’re the one with the questions? Many of our executive coaching clients express a sense of “aloneness” in their leadership role. As a leader, you may hesitate to ask for guidance because of an internalized expectation to appear competent — to a superlative degree. That pressure (real or perceived) can exacerbate leadership overwhelm. Lack of authenticity — Executives often feel like they can’t be themselves. Many leaders say that they are forced to portray a certain image, ‘fit a mold’ or engage in corporate politics. Having to carefully calculate what you say, how you say it and to whom you say it can become draining. Fear — Because leaders tend to hide their fears, it’s easy to assume they don’t exist. But they do. From the Impostor Syndrome to a fear of change, fear of failing or fear of upsetting others, leaders often experience apprehension (even anxiety) caused by a variety of internal and external factors. Challenging personalities — Being kept out of the power loop, lacking the information that can help drive performance or make better decisions, puts you at a distinct disadvantage. Whether it’s your boss or an individual on your team, having to work with someone who is passive-aggressive, who blocks your input or who sabotages your efforts can leave you feeling overwhelmed. Exhaustion — Being in a leadership role often means carrying the weight of your team or company — in addition to your own. Fatigue is greater than the sum of its parts; if you’re physically tired and mentally drained, it can be downright grueling. Exhaustion can render even the “strongest” leader unable to cope with the slightest challenges, make prudent decisions or inspire employees. It is not only a quick route to feeling overwhelmed at work, but also at home. Accountability — Leaders are often stressed to the point of overwhelm because of a lack of accountability either in their peer executives or in the direct reports of the executive team. If your team members aren’t carrying out their responsibilities, it can add a layer of pressure. It can become even harder if the company isn’t willing to carry out the consequences — i.e., fire non-performing employees. 9 Strategies to Conquer Leadership Overwhelm Recognizing the signs of overwhelm is progress in and of itself because it puts you on the path to progress. Developing an awareness of the internal dialogue that contributes to feeling overwhelmed is the first step in reversing the spiral. These 9 strategies can help keep prevent — and even defeat — overwhelm. 1. Build resilience — One of the greatest threats to your leadership capability is your mindset. How do you respond when things don’t go as planned? Managing the thoughts that create your moods dramatically increases your ability to lead with intention. Resilient leaders have greater agility; they can move faster and more strategically. They are energetically equipped with the capacity to handle difficult situations and events that may be perceived as ‘difficult’ by others. 2. Develop trust — Do you have a team in place that could take over if you had to take an unexpected leave? Do they understand your brand, vision and objectives? If your employees lack accountability, you’re likely carrying an unfair share of the company’s burden. Take corrective action by putting the right people on your team and conveying clear expectations. 3. Improve work-life balance — Many leaders express frustration over wanting to do it all — giving 100 percent to both their professional and personal lives. Mathematically, that’s not possible. Striking the right work-life balance varies from one person to another, but before you can attempt to achieve it, you need to clearly identify your values and priorities. What matters most to you? Allocating your limited resources (such as time, energy, money) accordingly will help you create — and maintain — work-life balance. Related: Do You Live to Work or Work to Live? 4. Monotask — A laser focus gives you an edge, in life and in leadership. But when you’re being pulled (or pulling yourself) in too many directions, you dilute that focus. Moreover, multitasking has cognitive consequences, especially over time. As the late Stanford professor Clifford Nass found in his research, chronic multitasking actually rewires the brain, evidenced by MRI imaging. People who constantly multitask are actually worse at it than those who occasionally multitask, according to his studies. Multitaskers were found to have difficulty not only paying attention, but also managing their working memory. By forcing yourself to pay attention to one thing at a time, you allow yourself to become immersed in it. 5. Manage stress — Stress is the physiological reaction to a perceived threat. From the “threat” of running late for a meeting to the threat of looming budget cuts, leaders are bombarded with workplace stress. Contributing factors run the gamut, from insufficient resources to deadlines, employee conflict and external pressures — including the demands of home and family life. 6. Become more proactive — Leaders often feel overwhelmed because so much of their energy is spent reacting to crises. Taking a proactive stance shifts control back into your court, allowing you to weigh risk versus reward and make more intentional decisions. Instead of feeling like the proverbial wheel-spinning hamster, thinking and planning ahead paves the way for increased productivity and a feeling of mastery. 7. Attend to important matters — When you’re in a leadership role, you can’t ignore matters marked by urgency. From missed deadlines to employee disputes, many challenges crop up throughout the day, adding to your already overflowing cup of responsibility. However, it’s essential to recognize “urgent” versus “important,” prioritizing accordingly. 8. Maintain emotional boundaries — Executives are often viewed — by employees or upper management — as the scapegoat for company problems, even if that blame is completely unfounded. Taking things personally can be a quick route to feeling overwhelmed. Leaders who over-empathize are also easily drained because they carry the weight of other people’s problems. Achieving a “just-right” emotional balance allows you to lead with greater finesse. 9. Seek support — In our executive coaching practice, we find that many leaders crave opportunities to hone their leadership skills, but few actively seek it out — until an external event pushes them into action. A survey conducted by Stanford Graduate School of Business found that nearly 66 percent of the 200 CEOs surveyed don’t receive any type of external coaching or leadership advice, but 100 percent would be open to making changes based on feedback. Wherever the source, support is essential to keeping overwhelm — and burnout — at bay. Looking to dramatically reduce your stress and increase your energy? Tactical strategies fall short. Our Accountability Mirror™ and MindMastery™ workshop programs dig below the surface to help you explore the ways you might be standing in your own way
- By Jody Michael, MCC, BCC Are you constantly tired, irritable and/or stressed? Executive overwhelm manifests itself in myriad ways, from emotional volatility to an inability to concentrate or listen, difficulty making decisions, numbness or withdrawal from other people and activities, and even physical conditions — headaches, back pain, digestive issues, fatigue or insomnia. The demands on our limited resources — think time, money and energy, to name the top three — are very real. But overwhelm isn’t driven by an external event or situation; it’s actually caused by a conversation that takes place in our minds. Why do leaders feel overwhelmed at work? Ten executives can sit in the same meeting, hearing the same facts presented by the same person. Seven of those leaders might feel completely overwhelmed, while the other three are virtually unfazed. Why? The difference lies in their respective perspectives. The seven people who feel overwhelmed are having a different internal dialogue than the three who are taking it in stride. Following are several common contributors to executive overwhelm: “It’s lonely at the top”— As the go-to person for your team or company, you’re often the one responsible for having the answers. But what happens when you’re the one with the questions? Many of our executive coaching clients express a sense of “aloneness” in their leadership role. As a leader, you may hesitate to ask for guidance because of an internalized expectation to appear competent — to a superlative degree. That pressure (real or perceived) can exacerbate leadership overwhelm. Lack of authenticity — Executives often feel like they can’t be themselves. Many leaders say that they are forced to portray a certain image, ‘fit a mold’ or engage in corporate politics. Having to carefully calculate what you say, how you say it and to whom you say it can become draining. Fear — Because leaders tend to hide their fears, it’s easy to assume they don’t exist. But they do. From the Impostor Syndrome to a fear of change, fear of failing or fear of upsetting others, leaders often experience apprehension (even anxiety) caused by a variety of internal and external factors. Challenging personalities — Being kept out of the power loop, lacking the information that can help drive performance or make better decisions, puts you at a distinct disadvantage. Whether it’s your boss or an individual on your team, having to work with someone who is passive-aggressive, who blocks your input or who sabotages your efforts can leave you feeling overwhelmed. Exhaustion — Being in a leadership role often means carrying the weight of your team or company — in addition to your own. Fatigue is greater than the sum of its parts; if you’re physically tired and mentally drained, it can be downright grueling. Exhaustion can render even the “strongest” leader unable to cope with the slightest challenges, make prudent decisions or inspire employees. It is not only a quick route to feeling overwhelmed at work, but also at home. Accountability — Leaders are often stressed to the point of overwhelm because of a lack of accountability either in their peer executives or in the direct reports of the executive team. If your team members aren’t carrying out their responsibilities, it can add a layer of pressure. It can become even harder if the company isn’t willing to carry out the consequences — i.e., fire non-performing employees. 9 Strategies to Conquer Leadership Overwhelm Recognizing the signs of overwhelm is progress in and of itself because it puts you on the path to progress. Developing an awareness of the internal dialogue that contributes to feeling overwhelmed is the first step in reversing the spiral. These 9 strategies can help keep prevent — and even defeat — overwhelm. 1. Build resilience — One of the greatest threats to your leadership capability is your mindset. How do you respond when things don’t go as planned? Managing the thoughts that create your moods dramatically increases your ability to lead with intention. Resilient leaders have greater agility; they can move faster and more strategically. They are energetically equipped with the capacity to handle difficult situations and events that may be perceived as ‘difficult’ by others. 2. Develop trust — Do you have a team in place that could take over if you had to take an unexpected leave? Do they understand your brand, vision and objectives? If your employees lack accountability, you’re likely carrying an unfair share of the company’s burden. Take corrective action by putting the right people on your team and conveying clear expectations. 3. Improve work-life balance — Many leaders express frustration over wanting to do it all — giving 100 percent to both their professional and personal lives. Mathematically, that’s not possible. Striking the right work-life balance varies from one person to another, but before you can attempt to achieve it, you need to clearly identify your values and priorities. What matters most to you? Allocating your limited resources (such as time, energy, money) accordingly will help you create — and maintain — work-life balance. Related: Do You Live to Work or Work to Live? 4. Monotask — A laser focus gives you an edge, in life and in leadership. But when you’re being pulled (or pulling yourself) in too many directions, you dilute that focus. Moreover, multitasking has cognitive consequences, especially over time. As the late Stanford professor Clifford Nass found in his research, chronic multitasking actually rewires the brain, evidenced by MRI imaging. People who constantly multitask are actually worse at it than those who occasionally multitask, according to his studies. Multitaskers were found to have difficulty not only paying attention, but also managing their working memory. By forcing yourself to pay attention to one thing at a time, you allow yourself to become immersed in it. 5. Manage stress — Stress is the physiological reaction to a perceived threat. From the “threat” of running late for a meeting to the threat of looming budget cuts, leaders are bombarded with workplace stress. Contributing factors run the gamut, from insufficient resources to deadlines, employee conflict and external pressures — including the demands of home and family life. 6. Become more proactive — Leaders often feel overwhelmed because so much of their energy is spent reacting to crises. Taking a proactive stance shifts control back into your court, allowing you to weigh risk versus reward and make more intentional decisions. Instead of feeling like the proverbial wheel-spinning hamster, thinking and planning ahead paves the way for increased productivity and a feeling of mastery. 7. Attend to important matters — When you’re in a leadership role, you can’t ignore matters marked by urgency. From missed deadlines to employee disputes, many challenges crop up throughout the day, adding to your already overflowing cup of responsibility. However, it’s essential to recognize “urgent” versus “important,” prioritizing accordingly. 8. Maintain emotional boundaries — Executives are often viewed — by employees or upper management — as the scapegoat for company problems, even if that blame is completely unfounded. Taking things personally can be a quick route to feeling overwhelmed. Leaders who over-empathize are also easily drained because they carry the weight of other people’s problems. Achieving a “just-right” emotional balance allows you to lead with greater finesse. 9. Seek support — In our executive coaching practice, we find that many leaders crave opportunities to hone their leadership skills, but few actively seek it out — until an external event pushes them into action. A survey conducted by Stanford Graduate School of Business found that nearly 66 percent of the 200 CEOs surveyed don’t receive any type of external coaching or leadership advice, but 100 percent would be open to making changes based on feedback. Wherever the source, support is essential to keeping overwhelm — and burnout — at bay. Looking to dramatically reduce your stress and increase your energy? Tactical strategies fall short. Our Accountability Mirror™ and MindMastery™ workshop programs dig below the surface to help you explore the ways you might be standing in your own way
- 402,740 viewsMay 29, 2014, 07:10pm 7 Things To Do If You're Feeling Overwhelmed Erika Andersen Contributor i Opinions expressed by Forbes Contributors are their own. Too much to do, too little time to do it; too many people making demands upon your time, all with conflicting agendas. Sound familiar? Twenty years or so ago, at the dawn of the electronic age, people were prophesying that less paper and more technology would free us to work less and pay more attention to the most important things in our lives. Unfortunately, those predictions seem to have been dead wrong. We may not be getting paid for working more hours than we were twenty years ago, but given smartphones, email and colleagues in a variety of time zones, many of us seem to be spending a lot more time in work-related activities than ever before. People in leadership and management positions seem to be particularly squeezed. Especially since the recession, spans of control have broadened, and at the same time, managers are expected to accomplish more with fewer resources. One of the CEOs I coach, newly promoted to her position, has been feeling enormously overwhelmed and has been wondering how she can possibly do everything she’s supposed to do and still have some kind of a personal life. Here are some approaches that have helped her and others to turn down the dial on "overwhelm": 1. Only do what only you can do. I encourage leaders to make this their personal mantra. Most leaders of my acquaintance spend way too much time doing things that other people can and should be doing. Sometimes it’s because they like doing it; a particular task can feel comfortable or fun, and so they don’t want to let it go - but it should now be someone else’s job. Or perhaps they don’t trust others to do it in the way they do it, or as well - but if they keep doing it themselves, it will create a bottleneck. Sometimes it’s simply a habit - and yet now somebody else is ready, willing and able to do it. All of these kinds of tasks should be handed off, and doing so will reduce your load. Try this. For the next few days, before you do anything, ask yourself: Am I the only person who can do this? Should I be the only person who can do this? If the answer to either question is no, don’t do it...and if the first answer is yes but the second answer is no - hire or train someone to do that task, and then delegate it to them. 2. Make meetings count. A recent study from the London School of Economics and Harvard Business School shows that most CEOs spend about a third of their time in meetings. That’s a lot of time – about 18 hours a week. It can be wasted time, or extremely valuable time. It’s your responsibility as a leader, both to yourself and to those you lead, to make meetings as worthwhile as possible. Here’s a suggestion: make sure that everyone in a meeting knows “TTOG” – topic, time, owner, goal. That is, What are we talking about? How long are we going to spend on it? Who’s responsible for it? (that is, who’s ‘on point’ for moving it forward), and – this one’s important – Why are we discussing it? If you make a habit of clarifying these things (or asking others to clarify it for meetings they own) everyone’s time will be much better spent. 3. Stay conscious. The same study I referenced earlier shows that execs spend even more time – 20 hours a week, on average – in “miscellaneous” activities. And that executives thought they spent their time differently than their actual time use as recorded by their assistants. I suspect that a good deal of leaders’ time every day gets sucked up into self-generated tasks and conversations that are simply not productive. Now, don’t get me wrong. I know that taking a rejuvenation break, or having a lighthearted, fun conversation with a colleague, or getting outside for a few minutes can all be worthwhile, even necessary. Just choose wisely, grasshopper: make sure that when you are engaged in ‘miscellaneous’ activities, they actually support your mental, physical and emotional health, vs. being a mindless zone-out. YOU MAY ALSO LIKE 4. Question your assumptions. Too often, we do things - both professionally and personally - because we just assume "we have to" or "we've always done that." Really? Think about the things you do regularly that feel like a waste of time. It may be that they yield so little value for you and others, given the time spent, that you should just stop doing them altogether. Ask yourself: Does this really need to get done? What would happen if I didn't do it? One person I coach asked himself these two questions, and he immediately 1) stopped balancing his checkbook, 2) stopped writing a detailed monthly report mandated by his former boss (it was pretty easy to convince his current boss that it was unnecessary), and 3) stopped going to two weekly meetings (instead he got a quick download from employees of his who also attended). 5. Find time to think. This may seem entirely counter-intuitive when you’re uber-busy, but I’ve seen it work wonders for myself and others. No matter how slammed you are, if you carve out some time – even 15 minutes a day – to step back from the fray and look at your life and work from a distance, it will help you use the rest of your time much more effectively. First of all, that 15 minutes can feel like a little mini-vacation, lowering your heart rate and your blood pressure in a way that can feel truly rejuvenating. And that can free you to see your way through a challenging situation, or to think fresh about a problem that’s been stumping you. 6. Get real support. Often when we're feeling under the gun, we vent to friends, family, and even colleagues; complaining and - dare I say - whining about our difficulties. In small doses, this can be a welcome relief. However, a steady diet of complaining can make you feel even worse - like a helpless, angry victim. Instead, ask those folks to help you figure out how to reduce your overwhelm: get their support to think through how to do the five things above, and ask them for any insights or advice they have about what's worked for them. Involving others in resolving your overload will ultimately be more satisfying for both of you - and far more useful. 7. Say no. Learning how to say no - diplomatically and graciously, but still no - can be a life-saver. Many of the people I coach and work with who are the most overwhelmed simply don't know how or aren't willing to set reasonable boundaries for themselves, and so end up committing to much more than they can reasonably accomplish. Whenever someone makes a request of you, before you say yes, think about whether or not you can actually deliver on the commitment you'd be making, without crowding out other commitments or leaving yourself burning the midnight oil. If a 'yes' would put you over the line, let the requester know and respectfully decline. And even if the requester is your boss or your client, you can still say a version of no: just frame it as "that would be difficult, given my current priorities; let's find another way to get this done." Now, off to your next meeting… __________ Find out how Erika and her colleagues at Proteus support leader readiness. I'm the founding partner of Proteus, keynote speaker, business thinker and author of Growing Great Employees, Being Strategic, Leading So People Will Follow and Be Bad First. I'm insatiably curious. I love figuring out how people, situations and objects work, and how they co... MORE Print Site Feedback Tips Corrections Reprints & Permissions Terms Privacy ©2018 Forbes Media LLC. All Rights Reserved. AdChoices Why AI Isn't As Scary As You Think Video Player is loading. Play VideoReplayUnmute Current Time 1:04 / Duration 1:04 Loaded: 0% 1:04 Progress: 0% Stream Type LIVE Remaining Time -0:00 SharePlayback Rate 1x ChaptersChapters Descriptionsdescriptions off, selected Captionscaptions settings, opens captions settings dialog captions off, selected Audio TrackUnknown, selected Fullscreen This is a modal window. Beginning of dialog window. Escape will cancel and close the window. TextColorTransparencyBackgroundColorTransparencyWindowColorTransparency Font SizeText Edge StyleFont Family Reset restore all settings to the default valuesDone Close Modal DialogEnd of dialog window. Close Modal DialogThis is a modal window. This modal can be closed by pressing the Escape key or activating the close button. PlayMute Current Time 0:00 / Duration 0:00 Loaded: 0% Progress: 0% Stream Type LIVE Remaining Time -0:00 Playback Rate 1x Fullscreen Close Modal DialogThis is a modal window. This modal can be closed by pressing the Escape key or activating the close button. 6,170 viewsSep 25, 2018, 02:35pm Intelligent Automation: Ready, Set ... Fail? Cliff Justice Brand Contributor KPMG BRANDVOICE Paid for by the brand. Share to facebook Share to twitter Share to linkedin Intelligent automation (IA) is ready for its star turn. The challenge now is that many companies are still struggling to figure out how to scale IA’s digital-first operating model and create that starring role for IA in their enterprise’s Big Picture. Put another way, IA will move from rules-based, to learning-based, to reason-based—from acting like a human to thinking like a human.iStock This gap between expectations and execution is one of the key findings of a comprehensive new study from KPMG that assesses the promises and pitfalls of IA through interviews with executives from numerous industries and geographies worldwide. Most emphasized that IA is poised to digitally transform their companies and industries and profoundly affect their people. But the executives also identified several challenges: the extraordinary pace of change, hundreds of technology options, the need for effective data and analytics, defining their future workforce and just generally prioritizing where to focus on IA overall. A Fundamental Change That significant divide between business goals and on-the-ground execution stems from two critical issues that—until addressed—will challenge any company’s ability to get an adequate return on its IA investment: First, IA funding decisions need to be C-level strategy imperatives; and second, IA is about business and operating model transformation, and not simply another enterprise technology deployment. To help illustrate this fundamental shift in the operating model, the KPMG research maps this transformation across a three-phase intelligent automation spectrum: Basic or robotic process automation: This covers the primary IA applications in use today, such as factory robotics, optical scan-to-text readers and straight-forward workforce automation tools like expense report management. Enhanced automation: Here IA starts to “learn” through pattern recognition, natural language recognition, and the ability to read and absorb both structured and unstructured data. Cognitive automation: This is the full expression of artificial intelligence, with the ability to continually learn from a wide variety of data sources, process big data sets, and handle predictive analytics and even evidence-based learning. Put another way, IA will move from rules-based, to learning-based, to reason-based—from acting like a human to thinking like a human. Ultimately, this means shifting the business and operating model from one of people supported by technology to one of technology supported by people. (Check out “Ready, Set, Fail?” for the full report and more information on Intelligent Automation.) Navigating the Challenges The KPMG report found growing evidence that companies that take a strategic approach to IA early on—and understand its potential to create new business models—can deliver 5X to 10X in dividends. But to get there, executives will need to understand the current landscape and challenges. Among the top issues cited by the business leaders interviewed in KPMG’s survey: Expectations: Enterprises have high hopes for IA but also acknowledged little readiness, especially on areas like change management and governance. Talent: Many survey respondents cited a lack of in-house IA expertise as one of the biggest barriers to harnessing its full potential. Investment: Significant spending increases in IA over the next 5 years are planned, but a number of those surveyed were already concerned that more investment may be needed. Culture: IA’s promise is to empower the workforce to be more productive and creative—and not to cut jobs—but managing employee expectations during the transition will be critical. Focus: IA offers opportunities across all functional business areas, but executives will want to set clear overall priorities and be mindful of units trying to deploy IA in silos. A Transformational Framework To help guide and measure IA’s traction within an enterprise, KPMG has developed a framework that describes an organization’s progress with IA along a continuum, from static to incremental, disruptive and transformative. Based on this framework, the KPMG survey suggests that most companies still fall within the static and incremental/fragmented categories. Further complicating the picture is that different stages of adoption can exist across an organization – transformative in one part of the business and incremental in another. So, what’s an executive to do to sort out these challenges and meet the marketplace’s high expectations? The survey identified five bottom-line recommendations: Recognize that IA will be transformative. Companies will want to consider entirely new blueprints and architectures for their operating and business models. Formulate a comprehensive approach to automating the service-delivery model, including centers of expertise, shared service centers, and business-partnering. Drive prioritization by designing 2-by-2 structures on automation activities that show the trade-offs between preserving value and reducing risk compared to those that are creating value and improving product and service quality. Consider the “operating model” in all of its forms: Operational and technology infrastructure, organizational structure and governance, and people and culture are all critical to IA deployment. Think about ways to disrupt business from within—special new entities or development groups—while maintaining uninterrupted business operations. Visit KPMG to get the full survey results and more information on Intelligent Automation. © 2018 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. The KPMG name and logo are registered trademarks or trademarks of KPMG International. The information contained herein is of a general nature and is not intended to address the specific circumstances of any particular individual or entity. Some of the services or offerings provided by KPMG LLP are not permissible for its audit clients or affiliates. Cliff Justice Brand Contributor Follow Principal, Innovation & Enterprise Solutions, KPMG LLP Cliff leads KPMG's cognitive technology, artificial intelligence and automation initiatives. He is also a leading authority on global service delivery model design and sourcing, with more than 25 years of experie... Read More Print Site Feedback Tips