Introduction - automation or AI?
Automation has become a well understood aspect in the journey to enhance productivity and customer experience for a long time. Efforts to 'automate' have varied widely and examples range from the first fully automated spinning mill driven by waterpower (1771), the automatic telephone switchboard (1892), to Henry Ford's automated car manufacturing (1913).
In some ways, these examples overshadow and detract from the 'everyday' automation that has occurred within households and businesses for generations with little fanfare. The determination to automate has always existed to some extent and has been developed by individuals and organisations to expedite the achievement of important tasks.
It is this practical 'everyday' focus on automation that should also be front of mind when we think about the myriad of opportunities from Artificial Intelligence (AI). Rather than allowing our imaginations to run away with utopian or dystopian future use cases for AI - we need to think about practical and achievable steps towards AI. Many of these everyday AI use cases will occur on the back of automation and we shouldn't lose sight of this.
This GJC discussion explores key ways automation can transform government services and move towards the more targeted application of AI.
Understanding automation
Automation refers to the utilisation of technology to execute tasks traditionally performed by individuals or teams. This can range from basic rule-based software for repetitive tasks for systems handling specific business processes.
Automation offers individuals and businesses enhanced efficiency, productivity, and accuracy by automating repetitive tasks, reducing human error, and allowing employees to focus on more valuable activities. The benefits include reduced labor costs, improved supply chain operations, data-driven decision-making, and enhanced customer experiences through faster and more accurate service.
Robotic Process Automation (RPA) is a form of automation involving software programmed to perform repetitive tasks. While effective, RPA's 'rules-based' nature can however make it hard to adapt in evolving enterprise workflows, limiting its flexibility and making maintenance challenging. Intelligent Automation is where software automation technologies build upon RPA and utilise artificial intelligence (AI).
...why automation may be adequate... and more appropriate than AI...
Automation is typically rule-based and follows predetermined instructions, while AI 'learns' from data and makes decisions based on that data. In other words, automation software operates on a set of predefined rules, while AI can make predictions and decisions based on the data it is presented with. Hence, while AI may be a desirable end state - it may be that for many transactions and business activities, 'automation' may be entirely adequate and appropriate.
This does not mean that full AI deployment options should not be pursued. Instead, AI should be understood as requiring a level of maturity only likely to be attained after progression through several foundational steps. There are a number of models representing the progression towards AI. One version simply reflects the four key steps towards (AI) transformation as being: 'automate'; 'inform'; 'discover'; and 'transform'. Automation is a key first step in this model.
Key benefits from automation for Government
While the final objective may be to deploy 'AI' to support business outputs, there are a number of good reasons why the automation phase has its own value to government. Intelligent automation, particularly through RPA, could significantly lift the performance of government agencies. By saving time and optimising services, automation can enable efficient government. The benefits of automation could include:
1. Streamlining operations for efficiency
Within government agencies, the adherence to rigid rule frameworks can become an 'end in itself' and create obstacles to the actions directly benefiting users. These complex rules can dominate service delivery and impede efficiency. This rules-based approach however can be also turned into as advantage where automation is used to enable better and faster public services and achieve efficiencies.
2. Building public confidence
In the digital age, citizens now expect instantaneous access to information. Unfortunately, government services struggle to match the speed of private services. The adoption of Robotic Process Automation (RPA) can be a means for government organisations to speed up the pace of delivery and by doing so build and maintain the trust of the public by deploying responsive capabilities.
3. Better financial controls through innovative automation
Standard financial and budgetary approval processes can lead to slow processing times, rising regulatory costs, and a superfluous workforce in the public sector. The use of 'digital workforce capabilities' via RPA can be a cost-effective solution to financial processes, allowing streamlining and potentially saving time and resources.
4. Building an enabling culture
Government is often criticised for being process driven and carrying organisational structures that lack impetus for constant iteration and improvement. RPA injects innovation by seamlessly integrating with existing IT systems and processes. This adaptable approach can empower highly conventional government organisations to embark on a journey of continuous improvement and build a culture that embraces innovation without jeopardizing the reliability and integrity of established systems.
5. Dynamic scalability
Government processes, which are notoriously resistant to change, can present challenges when scalability is required. Conventional scaling usually involves extensive planning, substantial resourcing, training, and budget adjustments. RPA, however, can be utilised as a transformative agent that can turn rigid processes into flexible, scalable systems. This flexibility empowers government agencies to dynamically respond to growing demands with efficiency and agility.
The kinds of tasks that can be automated in government
Streamlining document workstreams: The traditional method of ushering documents (physically or virtually) from the creator and through an approval process can be time-consuming and inefficient. Automating workflows can streamline processes, reduce steps, and ensure the right checkpoints and authorities are provided. An automated system allows the focus to be on the content of the document and not the process.
Reducing errors and gaps between processes: Automation can minimise common human errors and ensure the linkages between processes are not missed thereby reducing mistakes and enhancing accuracy.
Expediting payment processes: The automation of payment processes is a well canvased area in the private sector (i.e. within FinTech) and this can be applied with the government context too. This could range from the automation of remuneration payments for employees, employee expenses, to the payment of benefits and entitlements.
Enhancing human resource processes: The automation of human resource processes within government has a number of possible applications. This could range from the hiring process, which could utilise structured forms, the workload to process the applications, scheduling interviews, sending reminders, and managing the rejection process. This could expedite the process for both the agency and the candidates. It is noted that human resource processes inherently require a layer of human oversight to ensure fairness and sound outcomes.
Standardizing employee induction and training: Connected with the core human resource processes that can be automated, is the induction and upskilling of employees. Once the employee is inside the agency, automated courses can be used to meet compliance requirements, track employees development needs, and lift the capabilities of these employees.
24/7 customer support: Most customer support models within government offer assistance within business hours and to a limited range of services. Automation of customer service processes can enable quick and easier access to information at any time. This could include voice assistance, chat bots, or guided processes.
Recent technological advances have created a new era of automation in which repetitive and predictable tasks are increasingly undertaken by robots, either in the form of software or devices. For the public sector, automation has significant potential for supporting cost reduction, meeting citizen expectation, boosting productivity and freeing up employee time.
To assess the potential for automation, occupations can be divided into three types:
1. Administrative or operative roles in which activities are mostly repetitive and predictable. They can be desk-based such as administrative jobs or roles that are physically repetitive.
2. Interactive or frontline roles which require a high level of personal interaction, such as teachers, social workers and police officers. These roles frequently have a supporting case management layer that could be supported by technology.
3. Cognitive roles that mostly require strategic thinking and complex reasoning, such as finance directors and chief executives.
Research suggests that within the public sector context, administrative and operative roles are most likely suitable for automation in the coming decades whereas frontline roles or those requiring complex thinking – will be highly resistant to complete automation but will be enhanced by use of such technologies.
Risks of Automation
Despite its benefits, automation does poses some risks. These can include job displacement, over-reliance on technology, disruptions due to technical malfunction, cyberattacks or data breaches, and negative impacts for employees.
Arguably, adequate planning and implementation of automation systems can mitigate these risks. Investing in training programs for workers transitioning to new roles, implementing robust cybersecurity measures are crucial steps in ensuring a smoother integration of automation technologies.
Conclusion
Automation is a potent tool for transforming the customer experience of government services. By focusing on reliability, simplicity, empowering the workforce, and delivering personalised services, automation can significantly improve citizen satisfaction.
Importantly, automation is a significant step toward the possibilities AI offers. By undertaking the thinking and practical steps required for automation, government agencies can make tangible steps towards AI readiness.
Key differences between automation and AI
The nature of the shift required for automation does however highlight the need for comprehensive change management, emphasizing the importance of committed leadership, clear purpose, coordination, communication, and capability development. As governments navigate the complexities of implementing automation, they have the opportunity to meet evolving citizen expectations and build trust through efficient, reliable, and personalized service delivery.
References
Ajayi-Nifise, A. O., Odeyemi, O., Mhlongo, N. Z., Ibeh, C. V., Elufioye, O. A., & Awonuga, K. F. (2024). The future of accounting: Predictions on automation and AI integration. World Journal of Advanced Research and Reviews, 21(2), 399-407.
Burgess, A., & Burgess, A. (2018). Starting an AI journey. The Executive Guide to Artificial Intelligence: How to identify and implement applications for AI in your organization, 91-116.
Prasad, R. T. Accenture: An Automation Maturity Journey.
Rana, J., Jain, R., & Santosh, K. C. (2023). Automation and AI-enabled customer journey: a bibliometric analysis. Vision, 09722629221149854.
Thomas, R., & Zikopoulos, P. (2020). The AI Ladder: Accelerate your journey to AI. O'Reilly Media.
Yarlagadda, R. T. (2018). The RPA and AI automation. International Journal of Creative Research Thoughts (IJCRT), ISSN, 2320-2882.
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