![Trisotech.com
Automation helps eliminate repetitive manual tasks
and improve local efficiency
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Automating and Orchestrating Processes and Decisions Across the Enterprise
The document discusses the importance of automating and orchestrating processes and decisions within enterprises to enhance efficiency and maintain competitiveness. It highlights the need for a unified platform to manage both process and decision automation, emphasizing that traditional automation methods and generative AI are insufficient without context and situational awareness. Effective orchestration and integration of these technologies are essential for organizations to adapt quickly to market changes and improve decision-making processes.
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Automating and Orchestrating Processes and Decisions Across the Enterprise
- 1. © 2023 S&PGlobal. Permission to reprint or distribute any content from this presentation requires the prior written approval of S&P Global. Automating and Orchestrating Processes and Decisions Across the Enterprise Carl Lehmann Senior Research Analyst S&P Global | Market Intelligence September 14, 2023 © 2023 S&P Global. Permission to reprint or distribute any content from this presentation requires the prior written approval of S&P Global.
- 2. © 2023 S&PGlobal. Today’s speakers Denis Gagne CEO/CTO Trisotech dgagne@trisotech.com Carl Lehmann Senior Research Analyst 451 Research | S&P Global Market Intelligence carl.lehmann@spglobal.com 2
- 3. © 2023 S&PGlobal. © 2023 S&P Global. Process and decision orchestration • Needs and challenges • A new approach 451 Research findings • Processes, decisions, events and data Orchestrating processes and decisions • Intelligent process automation • Intelligent decision automation • A unified platform Business impact Agenda 3 © 2023 S&P Global.
- 4. © 2023 S&PGlobal. 4 Process and decision orchestration
- 5. © 2023 S&PGlobal. © 2023 S&P Global. 5 The need to orchestrate process and decision automation Process automation is a high priority among the formal digital transformation strategies of many enterprises Serious investments made in next generation – Digital automation platforms – Low-code application development environments – Robotic process automation technology – Process discovery tools Decision management is often an afterthought – When included, it uses dated rules management technology Decision-making must go beyond simple rules management – Means to assimilate and understand complex relationships – Harness the predictive capabilities of AI/ML to automate, rather than manage, decision-making processes Decision and process automation are different and disparate platforms Decision automation is becoming a priority and a differentiator 5 © 2023 S&P Global.
- 6. © 2023 S&PGlobal. 6 Needs and challenges Must remain in control and competitive. Business Objectives • Profits • Cost control • Return on assets • Risk management • Resource optimization • Competitive differentiation • Opportunity cost management
- 7. © 2023 S&PGlobal. 7 Needs and challenges Must execute with speed & accuracy, efficiently & consistently. Business Objectives • Profits • Cost control • Return on assets • Risk management • Resource optimization • Competitive differentiation • Opportunity cost management • Customer experience • Order management • Accounts payable/receivable • Production management • Supply Chain management • Financial management • Operations, scheduling Process Execution
- 8. © 2023 S&PGlobal. Must simplify, reduce variability, understand constraints. • Number and type of variables • Rules, policies, constraints • Weights and measures • Limits, capacities • Roads, routes • Regulations • Climate • Privacy • Skills • Time 8 Needs and challenges Sources of complexity • Customer experience • Order management • Accounts payable/receivable • Production management • Supply Chain management • Financial management • Operations, scheduling Process Execution Business Objectives • Profits • Cost control • Return on assets • Risk management • Resource optimization • Competitive differentiation • Opportunity cost management
- 9. © 2023 S&PGlobal. 9 Needs and challenges 9 Need a better way to orchestrate decisions & processes during execution. • Number and type of variables • Rules, policies, constraints • Weights and measures • Limits, capacities • Roads, routes • Regulations • Climate • Privacy • Skills • Time Sources of complexity Decision-making processes • Experience • Data analysis • Guesses/hunches • Metaheuristic algorithms • Heuristic algorithms • Predictive modeling • Decision modeling • Customer experience • Order management • Accounts payable/receivable • Production management • Supply Chain management • Financial management • Operations, scheduling Process Execution Business Objectives • Profits • Cost control • Return on assets • Risk management • Resource optimization • Competitive differentiation • Opportunity cost management
- 10. © 2023 S&PGlobal. 10 A new approach Orchestrated process and decision automation! • Number and type of variables • Rules, policies, constraints • Weights and measures • Limits, capacities • Roads, routes • Regulations • Climate • Privacy • Skills • Time Sources of complexity Decision-making processes • Experience • Data analysis • Guesses/hunches • Metaheuristic algorithms • Heuristic algorithms • Predictive modeling • Decision modeling • Customer experience • Order management • Accounts payable/receivable • Production management • Supply Chain management • Financial management • Operations, scheduling Process Execution Business Objectives • Profits • Cost control • Return on assets • Risk management • Resource optimization • Competitive differentiation • Opportunity cost management
- 11. © 2023 S&PGlobal. 11 451 Research findings
- 12. © 2023 S&PGlobal. Drivers of digital transformation strategies Q. Beyond traditional revenue and cost-saving metrics, what are the primary drivers to adopt a digital transformation strategy at your organization? Q. Beyond traditional revenue and cost-saving metrics, what are the primary drivers to adopt a digital transformation strategy at your organization? (Check all that apply). Base: Respondents whose organizations have a formal or are developing digital transformation strategy (n=222). Source: 451 Research's Voice of the Customer: Macroeconomic Outlook, Business Trends, Digital Transformation. 12
- 13. © 2023 S&PGlobal. Decision intelligence platform adoption Q. Which of the following best describes your organization's adoption plans for a decision intelligence platform? Q. Which of the following best describes your organization's adoption plans for a decision intelligence platform? Base: Respondents who are familiar with analytical products and services in use at their organization (n=397). Source: 451 Research's Voice of the Enterprise: Data & Analytics, Data Science and Decision Intelligence Platforms 2023. 13
- 14. © 2023 S&PGlobal. Digital transformation technology priorities Q. Which of the following software technologies are a part of your organization's current digital transformation efforts? Q. Which of the following software technologies are a part of your organization's current digital transformation efforts? (Check all that apply). Base: Respondents whose organizations have a formal or are developing digital transformation strategy (n=222). Source: 451 Research's Voice of the Customer: Macroeconomic Outlook, Business Trends, Digital Transformation. 14
- 15. © 2023 S&PGlobal. Real-time decisions through event-stream processing Q. Event stream processing technologies allow decision-makers to harness streams of event data from devices and applications and make decisions in real time. Which of the following best describes your organization's event stream processing adoption plans? Q. Event stream processing technologies allow decision-makers to harness streams of event data from devices and applications and make decisions in real time. Which of the following best describes your organization's event stream processing adoption plans? Base: All respondents (n=382). Source: 451 Research's Voice of the Enterprise: Data & Analytics, Data Platforms, 2022. 15
- 16. © 2023 S&PGlobal. Benefits of being data-driven Q. What are the most significant benefits your organization would expect from being more data-driven? Q. What are the most significant benefits your organization would expect from being more data-driven? Please select all that apply. Base: All respondents (n=477). Source: 451 Research's Voice of the Enterprise: Data & Analytics, Data-Driven Practices 2022. 16
- 17. © 2023 S&PGlobal. 17 Orchestrating processes and decisions
- 18. © 2023 S&PGlobal. A data-driven action-oriented approach • Uses execution data and AI to intelligently design and redesign processes • Makes processes smarter as they execute • Can expose and make recommendations, predictions and decisions 18 Intelligent process automation Intelligently guides developers, users, systems in process design, improvement and proper execution.
- 19. © 2023 S&PGlobal. A real-time data graph relationship approach • Designed to narrow the field of analytic complexity • Reduces guess work and compute resources • Minimizes the need for scarce data science skills • Decisions made within context 19 Intelligent decision automation Intelligently guides decision- making processes to improve speed, accuracy and consistency.
- 20. © 2023 S&PGlobal. Digital automation platform capabilities 20 Production Marketing Sales Service Operations Fulfillment Finance Digital Automation Platform – Capabilities Intelligent Process Automation Recipes, Templates Event Processing Modeling, Process Engine UI, Low-/ No-Code Libraries, Forms, Docs AI Policies, Rules, KPIs Analytics
- 21. © 2023 S&PGlobal. Decision intelligence platform capabilities 21 Enterprise Resource Planning Supply Chain Management Customer Relationship Management Business Applications Intelligent Decision Automation Event Processing UI, Low-/ No-Code Algorithms Policies, Rules, KPIs Decision Modeling AI Predictive Modeling Graph Repository Constraint Planning Decision Intelligence Platform – Capabilities
- 22. © 2023 S&PGlobal. Together creates a unified process and decision automation platform 22 Enterprise Resource Planning Supply Chain Management Customer Relationship Management Business Applications Decision Intelligence Platform – Capabilities Event Processing UI, Low-/ No-Code Algorithms Policies, Rules, KPIs Decision Modeling AI Predictive Modeling Graph Repository Intelligent Decision Automation Constraint Planning Production Marketing Sales Service Operations Fulfillment Finance Recipes, Templates Event Processing Modeling, Process Engine UI, Low-/ No-Code Libraries, Forms, Docs AI Policies, Rules, KPIs Analytics Digital Automation Platform – Capabilities Intelligent Process Automation Interoperable capabilities
- 23. © 2023 S&PGlobal. 23 Business impact
- 24. © 2023 S&PGlobal. © 2023 S&P Global. Automating and orchestrating processes and decisions across the enterprise Business impact • On the IT organization: A unified platform for process and decision automation reduces complexity by providing a single environment for designing, developing and managing both automated processes and decision logic. Developers need not switch between different platforms. • On the enterprise: A unified approach can provide data- driven insights that can collect and analyze data from both processes and decisions, providing valuable insights that can inform strategic decisions and process optimizations. • On business outcomes: Business processes and decisions can be aligned with strategic goals. Speeds decision-making to provide quick responses to customer inquiries and market changes can result in a competitive advantage. 24 © 2023 S&P Global.
- 25. Automating and Orchestrating Processes andDecisions Across the Enterprise
- 26. Trisotech.com Automation helps eliminaterepetitive manual tasks and improve local efficiency … doing more with less, but […]
- 27. Trisotech.com We are goingto explore why these technologies are not enough by themselves… ▪Pointwise Task Automation ▪Traditional Rule Automation ▪Generative AI
- 28. Trisotech.com …and explore somekey lesson learned ▪ Orchestrating Business Activities with Business Decisions ▪ Scaffolding not shackling Knowledge Workers ▪ The importance of: oContext (Situational Awareness) oKnowledge Graph oIntegration, Connectivity and Interoperability
- 29. Pointwise Task Automation aloneis not enough When automating in isolation, there's a risk of losing the broader context in which decisions are made or actions are taken.
- 30. Rule Automation alone isnot enough As a traditional rule systems grows and evolves, the number of rules can become unwieldy. Maintaining, updating, and ensuring there are no conflicts or side effects among rules can become a major challenge.
- 31. Generative AI alone isnot enough Generative AI excels in producing a range of outputs based on learned patterns, but it might not always be precise. Answers provided are fundamentally unexplainable.
- 32. Automating Business Decisions iskey Making the right decision at the right time is vital to organizations. Automating business decisions is key for organizations looking to scale, boost efficiency, adapt to market shifts, and stay competitive.
- 33. Explainable Decisions • Explainable AIis required if not mandatory • A Black Box solution will not cut it • Transparency, Provability and Explainability are mandatory requirements of today’s business decisions automation Various legislation require that companies be able to explain to their customers how machine decisions are made.
- 34. Decision Automation What youmodel is what you execute! Decisions as first-class citizen Visual representation of decisions Completely explainable decision automation There is a standard for that: the Decision Model and Notation (DMN)
- 35. Decision Automation needs situationalawareness Decision automation can enhance efficiency, consistency, and speed, it should ideally complement human judgment and expertise, contextual understanding, and holistic strategy.
- 36. Orchestrating Business Activities withBusiness Decisions is Key The coordination and synchronization of business activities with decisions is more than just a good-to-have feature; it's an essential aspect of modern business strategy.
- 37. Trisotech.com Combining efficient Doerswith effective Thinkers Orchestrating Business Activities with Business Decisions Leading the Decision Automation Revolution
- 38. Scaffolding not shackling KnowledgeWorkers is key The goal of integrating automation in the workplace should be to elevate the capabilities and roles of knowledge workers. Automation should serve as a robust scaffold that allows them to best contribute to the organization success, rather than as chains that limit their potential.
- 39. Context (situational awareness) is key Whileautomation offers numerous benefits in terms of efficiency, productivity, and scalability, it's crucial to ensure that it's contextualized to the specific needs, challenges, and nuances of the environment in which it's applied.
- 40. Trisotech.com Process Management Process Management and Case Management providecontext to Decision Management Case Management Decision Management
- 41. Variable Every work effortinstance looks slightly different Unpredictable The exact course of action is unknown and highly situation specific Emergent The exact course of action only emerges during process execution when more information becomes available Trisotech does it all using standards
- 42. Knowledge Graph iskey, not Data Knowledge Graphs provide context to data, connecting disparate pieces of information and showing how they relate to each other.
- 43. Trisotech.com Digital Enterprise Graph Semantical layer powering the intelligencefabric A semantic model of your organization
- 44. Integration, Connectivity and Interoperabilityare Key More than just buzzwords; they are essential paradigms that underpin the seamless functioning of the digital ecosystem. Organizations that prioritize these aspects are better positioned to thrive, innovate, and stay competitive.
- 45. Cloud First Strategy PublicCloud On Premise Private Cloud It’s a Hybrid World We have reached the cloud tipping point Internal APIs B2B APIs Public APIs API API API API API API API API API API API API API API API API API API
- 46. Trisotech.com IoT AP I AP I AP I AP I AP I All logos,trademarks and registered trademarks are the property of their respective owners. Integration and connectivity from Trisotech
- 47. Becoming an AdaptableDigital Enterprise is the Ultimate Goal To quickly and effectively respond to shifts in the market, technological innovations, and changing customer behaviors by leveraging digital tools, methodologies, and mindsets.
- 48.
- 49. What you modelis what you execute ! The Model is the Decision Requirements The Model is the Decision Logic The Model is the Decision Documentation The Model is the Decision Code The Model is Verifiable
- 50. Orchestrating Everything across theEnterprise is Key Order2Cash Marketing2Lead Opportunity2Order Procure2Pay Hire2Retire Procure2Pay Concept2Launch Recruit2Hire Strategy2Operations Inside-out2Outside-in
- 51. Trisotech.com Trisotech brings itall together
- 52. Let Trisotech helpyou become an Adaptable Digital Enterprise
- 53. Trisotech.com ▪ Financial Industryexamples: o One of the largest provider of Mortgage Automation software uses the Trisotech platform to create its mortgage automation applications. o A large Bank uses the Trisotech platform for onboarding, Credit Card and Incentive programs, fraud detection, credit scoring, … ▪ Healthcare industry examples: o A world-renowned Cancer Treatment Center creates cancer treatment side effects management application(s). o Intermountain Health Case Study: They created their ePneumonia application using the Trisotech platform. https://www.trisotech.com/intermountain-health-case-study/ Concrete Examples of Value Added
- 54. Trisotech.com To be anAdaptable Digital Enterprise ▪ Pointwise Task Automation alone is not enough ▪ Rule Automation alone is not enough ▪ Generative AI alone is not enough ▪ Automating Business Decisions is Key ▪ Orchestrating Business Activities with Business Decisions is Key ▪ Scaffolding not shackling Knowledge Workers is key ▪ Context (Situational Awareness) is Key ▪ Knowledge Graph is Key, not Data ▪ Integration, Connectivity and Interoperability are Key ▪ Orchestrating Everything across the Enterprise is key ▪ Becoming an Adaptable Digital Enterprise is the Ultimate Goal
- 55. Generative AI alsoneed to be Orchestrated While generative AI models possess impressive capabilities, their true potential can be harnessed only with effective orchestration. Prompt engineering plays a pivotal role in this orchestration, guiding the AI to produce relevant, accurate, and valuable content that aligns with specific objectives.
- 56.