May 19, 2020

The Service Desk: a launchpad for automation

South Africa
Ranjoy Nag
5 min
The Service Desk: a launchpad for automation

Transformation has been a trending word for a while, as businesses across the globe incorporate their own interpretation of the word into their businesses. Digital transformation, in particular, continues to be a topic prioritised in many boardrooms. However, digital transformation is not a button that you press to enable; it’s a journey, comprising many steps and technologies to work for your business.

One of the front runners of digital transformation is automation, and the method and ways in which a business automates can determine the success of their digital transformation strategy. While automation is being affected in various ways and at various levels in organisations across the globe, South African businesses are still at the very early stages of exploration and investment by comparison.

South African businesses are recognising the benefits of automation such as  improving their service delivery to customers. However, despite a desire to automate and streamline wherever possible, most South African organisations are still reliant on legacy systems in which they’ve  made significant investments

Legacy infrastructure isn’t conducive to full automation, so businesses are automating in segments, where it makes the most sense. The level of interest is spurring many organisations to assess what they have, benchmark it against international standards and formulate a transformation strategy accordingly.

This segmented approach is not a bad thing, saying that automation should be a process beginning with automating the more mundane tasks, before working your way to high end, niche skills. This also allows for better integration of automation into an existing environment.

One of the easiest and most impactful areas for businesses (in terms of ROI) to start automating is the service desk, where responders often deal with multiple similar requests and queries on a daily basis.

While IT service providers provide services to their customers, it’s every organisation’s own IT department that is responsible for delivering services to their customers, both internal and external. It’s the first point of contact for anyone experiencing issues or needing answers to a query. IT’s main prerogative used to be helping people to do their own jobs better, however there has been a paradigm shift, where IT is also responsible for delivering value to the organisation and its customers so that the people can focus on their core business. The service desk forms a vital part of IT’s value add.

However, many of the requests and issues that service desks respond to are common and repetitive. Time is almost wasted in addressing the same issues daily, when IT departments could be addressing those issues that are truly problematic and require technical expertise, or building a better value offering to their business.

Automating common issues in such a way that the customer can solve the issue themselves, by interacting with a chatbot or clicking through a menu of options, means that IT need not focus on repetitive requests, and the customers receive an enhanced experience which may often be faster than if they had called a service desk.

An automated service desk delivers seamless, effortless assistance to customers across the board. It reduces the frustration of dealing with the same issues all the time, and also increases ITs productivity as they direct their freed-up time to more pressing or business critical requirements. It also provides the perfect use case for businesses to trial automation and launch it into other areas of the business.

Automation at this level clears the path for users to better adapt to automation. Users are trained to adapt to new processes, and often see the benefits and ease of use immediately. As they grow accustomed to automated interactions, they spot use cases elsewhere in the business and are more accepting, if not enthusiastic, about automation in other areas of the business.  

This helps address one of the key challenges of automation: user resistance to change. Automation introduces a need for change management across the business, to ensure uptake and acceptance. Organisational change management projects are often a learning curve, for the business and users, as both adapt and learn to use new digital channels. A partner with experience in organisational change management can minimise this through working with the organisation to effectively communicate with and guide users, increasing adoption.

Top-down encouragement of automation coupled with immersive, hands-on training is key, as is understanding of - and integration with - a business’s culture. Automation implementors need to work hand in hand with the business to enable and engage users, then enforce use. Once users see the advantages and how it simplifies their lives, they tend to accept the change.

The most commonly cited opposition for automation is the perceived reduction of manpower due to a smaller requirement for human effort, or intervention. However, this is not the case, as people who were involved in contributing to human intervention can be upskilled and redeployed to areas of the business where they are more required. This creates new opportunities for resources to hone their skills other areas, and contributes to an environment of innovation.

For instance, in a service desk scenario, many of the people are technically capable and  have insights into common challenges  making them ideal candidates for working on how IT can better service the business. This knowledge also contributes to a knowledge repository, from people to automation assets, contributing to a leaner, more proactive and consistent delivery framework. Thus, automation is not about cutting back resources, but rather using them more effectively to drive business outcomes and benefit its customers.

Ranjoy Nag, Sales Head of Cloud & Infrastructure Services for Africa at Wipro Limited

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Jun 14, 2021

5 minutes with... Janthana Kaenprakhamroy, CEO, Tapoly

Kate Birch
3 min
Heading up Europe’s first on-demand insurance platform for the gig economy, Janthana Kaenprakhamroy is winning awards and leading with diversity

Founder and CEO of award-winning insurtech firm Tapoly, Janthana Kaenprakhamroy heads up Europe’s first on-demand insurance platform for the gig economy, winning industry awards, innovating in the digital insurance space, and leading with inclusivity.

Here, Business Chief talks to Janthana about her leadership style and skills. 

What do you do, in a nutshell?

I’m founder and CEO of Tapoly, a digital MGA providing a full stack of commercial lines insurance specifically for SMEs and freelancers, as well as a SaaS solution to connect insurers with their distribution partners. We build bespoke, end-to-end platforms encompassing the whole customer journey, but can also integrate our APIs within existing systems. We were proud to win Insurance Provider of the Year at the British Small Business Awards 2018 and receive silver in the Insurtech category at the Efma & Accenture Innovation in Insurance Awards 2019.

How would you describe your leadership style?

I try to be as inclusive a leader as possible. I’m committed to creating space for everyone to shine. Many of the roles at Tapoly are performed by women and I speak at industry events to encourage more people to get involved in insurance/insurtech. Similarly, I always try to maintain a growth mindset. I think it’s important to retain values to support learning and development, like reliability, working hard and punctuality.

What’s the best leadership advice you’ve received?

Build your network and seek advice. As a leader, you need smart people around you to help you grow your business. It’s not about personally being the best, but being able to find resources and get help where needed.

How do you see leadership changing in a COVID world?

I think the pandemic has proven the importance of inclusive leadership so that everyone feels supported and valued. It’s also shown the importance of being flexible as a leader. We’ve had to remain adaptable to continue delivering high levels of customer service. This flexibility has also been important when supporting employees as everyone has had individual pressures to deal with during this time. Leaders should continue to embed this flexibility within their organisations moving forward.

They say ‘from every crisis comes opportunity’, what opportunities do you see?

The past year has been challenging, but it has also proven the importance of digital transformation in insurance. When working from home was required, it was much harder for insurers to adjust who had not embedded technology within their operating processes because they did not have data stored in the cloud and it caused communication delays with concerned customers at a time when this communication should have been a priority, which ultimately impacts the level of customer satisfaction. This demonstrates the importance of what we are trying to achieve at Tapoly in driving digitalisation in insurance and making communication between insurers and distribution partners seamless. 

What advice would you give to your younger self just starting out in the industry?

Start sooner, don’t be afraid to take (calculated) risks and make sure you raise enough money to get you through the initial seed stage.


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