I'm sitting here with Lee Coulter who
you know you have so many titles and
credentials and you know honorifics that
I can't even go through them and I mean
it's just you know he's he is famous
he's wizened he's yeah he's you know
he's the superstar thank you so much for
joining me.
I really appreciate you
taking the time.
One of the things that
you've written a white paper on as part of
your work with with with this group with
SSON of about about some of the stall
points that people get into in in their
implementation of IPA .I'd love to talk a
little bit about that in your experience and how
do you see from your vantage point out
or how are people getting stuck.
Okay I
make this point a lot that intelligent
automation is not a thing you do it is a
way that you do all of the things that
you do yes and that's a transformation
very similar to the Six Sigma or CI
transformation in the 90s okay
and it's a it's a it's a very
significant to enterprise scale this
thing it's a very significant
organizational effort it's change
management for IT for audit for the
business for this new group that
typically is referred to as a CoE a of
some kind right and all of the the
things that need to come together for
successful scale and so I outlined
eleven stall points and every one of
them everybody that achieves scale will
go through them yeah now it's a question
of do you know it's coming and are you
prepared for it to minimize the length
of the stall and some of them are
excruciating the important production
readiness is is one of them right so and
this has implications all the way
upstream into your original use case
definition so the the paper was really
trying to outline kind of you know what
what they are at a high level it doesn't
really tell you what you need
about them because that's you know
that's another 300 pages of material but
there every one of them is inevitable
that to some degree and if you're really
going to scale this thing to enterprise
levels you have to you have to climb
through them so tell me something how in
your view how do how are shared services
changing as a result of this kind of
technology of IPA let's let's back up a
step what what has shared services what
what is the purpose of shared service so
the IT group and all these smart
software makers out there have attempted
to encode business logic to maximize
straight-through processing right that's
what all of the software packages all of
the systems record and enterprise pieces
of software that we use are intended to
do maximize straight through processing
so the shared service organization is
there for two things when the
transaction or process doesn't fit in
the machine or when it falls out of the
machine okay right yeah in both cases
those are exceptions they aren't going
to follow STP so so shared services as
as you think about the purpose what's
changing is the cognitive load
concentration and let me give you a bit
on that so our studies in human behavior
say that on average one in 13 minutes
is spent in cognition that is
interpretation decision-making or
synthesis and the other 12 minutes are
spent in collection preparation and
formatting of the problem so when you
ask the question what is it why did it
fall out of the machine and what should
I do with it the the first two steps
what is it fall out of the machine that's
all task work yeah the assessment of the
artifacts from that investigation take
one out of 13 minutes and the decision
on what should I do with it again is
part of this one out of 13 minutes
so what we do is create far greater
engagement with the work we'd like to
move cognitive load to 55 65 75% yeah and
use automation to do the what is it why did
it fall out of the machine because you
can you can define specifically all of
the assets that you might gather to tell
you what is it and why did it fall out
of the machine absolutely and there's a
finite number of what should I do with
it so on both ends of the cognitive
moment of of the the synthesis of the
information and the decision-making
that's where that's where humans find
engagement at work so what's changing
about shared services is really this
move to much greater engagement much
greater cognitive load in the day-to-day
work.
Well, Lee I can't tell you how much
I appreciate you taking the time
spending with us, really appreciate a
great conversation.
Yeah.