A recent study by Pegasystems Inc revealed that in order to have successful intelligent automation deployments, businesses need greater executive buy-in, implementation across the organization, and more robust governance.
It was then found out that organizations need to master three crucial aspects if they want to become intelligent automation leaders.
The first thing is to have secure executive buy-in. Indeed, 81% of intelligent automation deployments today are led by only one individual at the C-level, and these projects might not even be reaching their full potential. On the other hand, the 18% of respondents that report across-the-board C-suite buy-in of these projects showed better collaboration between the business and technical sides of their enterprise, as well as stronger governance, more cross-department strategies, and more platforms on which to build out new applications.
Hence, it was also noted that businesses that are running projects with the full support of the C-suite consider low code and intelligent automation helpful for digital transformation. Indeed, 72% of these organizations are stated to be running low-code projects that are considered intelligent or mature.
Moreover, the study encourages enterprises to develop as many champions as possible. It was highlighted that having the support of both IT and multidisciplinary business units for true transformation was essential. 53% of respondents who had this kind of support in their intelligent automation projects resulted in developing applications that work with everyone in mind and not just one siloed department.
Finally, implementing a strong governance framework is of great importance. Indeed, when implemented properly, low code can bring business users into the intelligent automation development process. Yet, it was noted that only 30% of respondents have a formal governance structure in place for all their intelligent automation projects to help minimize the risk of inconsistencies and maximize business outcomes.
Hence, the importance of executive buy-in must not be forgotten, especially as almost 50% of projects that are driven by the entire C-suite reported as more likely to have formal governance structures, which can lead to successful projects, compared to 26% with CEO-driven projects, and just 24% with CTO-led projects.