We are so excited to welcome Soman Nair to the Turbotic team as our Director of Client Success. Soman has more than 16 years of experience in end-to-end solution architecting and planning collaborative sales strategies for Fortune 500 customers and extensive knowledge of consultative solution selling, relationship management, and complex transformation.
We asked Soman some questions about the expectations on Turbotic and where he believes the automation and AI market is heading;
What is the most exciting part of AI and Automation right now?
AI is a technology that is transforming every walk of life. AI and automation are proven gears in the Digital Transformation blueprint to energise businesses and help them drive towards success. Enabling better-informed decisions by augmenting human intelligence with powerful computing and precise data analysis and automating the tasks.
Some unique use-cases of Automation and AI are implemented at Aravind Eye Hospital, SpaceX, and Tesla, which is a huge inspiration for me. Elon Musk further describes that the future might have a probable scenario where the only job that will remain for human employment is writing an AI software. This implies that AI would overlay and control all automation and AI, which is an apt scenario of having Composite AI.
Why did you decide to join Turbotic, and what are your expectations?
Futuristic vision and a great leadership team to handhold this thought towards reality, thereby solving the challenges faced by growing Hyperautomation organisations, is something that fascinated me towards Turbotic.
At Turbotic, I foresee adding value to the ecosystem by understanding and optimising the customer journey map, solving customer issues & communicating business decisions. The greatest satisfaction is when the client achieves value from our product by facilitating product adoption, resulting in client loyalty and long-term customer retention.
What would you recommend to companies that are new to AI? How should they begin their journey?
Automation and AI will continue to expand tremendously in the foreseeable future. I’m optimistic about hybrid combinations of AI that combine automation or AI with another science to solve applied or scientific problems in those disciplines.
The knowledge and methods in this domain grow fast. Organisations should have a great deal of passion and perseverance for long-term goals, as “insanely innovative” technology takes trial and error. Constantly seeking to learn and experiment while expecting to fail, companies can learn from those lapses and ultimately succeed.
Understand the opportunity and kick-off early, hence start taking advantage of automation and AI by assessing the opportunity, identifying the high-impact use cases, and laying out the capability and governance groundwork. Balance quick tactical wins with long-term vision by Identifying quick wins to automate activities with the highest automation potential and radiate out, freeing up capital; in parallel, have a long-term vision for comprehensive transformation, with automation at the core. Since 60 percent of all jobs have at least 30 percent technically automatable activities, redefining jobs and taking an end-to-end process view are necessary to capture the value.
An end-to-end lifecycle mapping of automation ideas, discovery process, code-development with business value mapping using Business Insights with tightly mapped KPIs would ensure organic and systematic growth in technology adoption, optimization, and scalability. In this process of solving complex problems and making people’s lives better, it’s also equally important to maintain a judicious balance of innovation and fundamental human values.
What would you recommend for companies that have already started investments in AI & automation?
It’s vital to have proper lifecycle management right from the data input phase, data modeling, presentation, management, continuous improvement, and value realization, ensuring governance compliance across each module of this transformational journey in any growing business.
Collaboration and coordination with other silo business units, creating a corporate business-process management group, blueprinting the architectural implications, treating employees as problem solvers, and enabling them to use solutions to solve their problems can be culturally very transformational. Agile development or continuous delivery will ensure continuous improvement and employee participation. These are just some of the ways I look forward in companies to deal with the issue of scaling the proofs of concept successfully.
The executive team should have a clear vision for its Hyperautomation programs. Technological effectiveness needs to be closely mapped with the operational metrics, and this data should be presented in centralized business insights for overall profitability cum value realization.
When done right, automation has proven to deliver real benefits. The executive team needs to integrate technology into core business functions, build AI and other advanced technologies into the operating model to create transformative impact and lasting value, support a culture of collecting and analysing data to inform decisions and build the muscle for continuous improvement.
The landscape is ever-changing, and new technology today will be the talk of the past tomorrow.
