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Back in 1990, Michael Hammer, a former professor of Computer Science at MIT published an article in the Harvard Business Review where he claimed, “Most of the work being done does not add any value for the customers and hence this work should be removed not accelerated through automation.” Companies must, therefore, reconsider their processes in order to maximize customer value and minimize the use of resources.
A business process is the DNA of a company. It is either going to make the company more efficient and effective or push it down to abysmal limits. As future managers, we need to have a panoramic view of the working of an organization with good cross-functional analysis. This mandates a manager in today’s world to be abreast with the disruptions and innovations available in the emerging economies.
Futuristic CEOs have restructured their businesses with high-end technology disruptions for E.g:- Tesla’s Model, where they cater to a niche market which paved way for high-end disruptions and that produces innovation, making their business model arduous to imitate.
When you enter Tesla’s shop floor the first thing you notice is transformer like red bots working meticulously over a Sedan Model S at a factory in Fremont, California. The workforce is made of robots who carry out the processes of manufacturing the car whereas the best team of designers work on the next model that the company would launch. The effectiveness of the business process has thereby been achieved through re-engineering the way that organizations work along with the use of automation.
The Systems domain in my MBA curriculum of XIM Bhubaneswar has enthralled me with such case facts and made me aware of the Business Process Re-engineering and Automation practices that exist globally. This has equipped me with both knowledge and courage about how to imbibe automation in the correct direction and be forever ready for changes and new learnings that come your way.
As Michael Hammer says, “It’s okay to break away from old rules.”