In an increasingly digital world, smart algorithms, bots and AI tools have made their way into organisations. Orchestration tools intelligently analyse the nature of work and available capacity, before deciding to pass it on to a human or to a machine, for processing. Work packets get passed between machines and humans seamlessly.
Voice recognition software monitors quality of interaction between humans and the external world and has the ability to escalate matters and intervene in real time. Gone are the days where supervisors walked the aisles to troubleshoot.
While it’s hard to argue against the productivity gains, industrial bots, along with the associated price tags and lack of local support in countries like India, are less likely to effect mass replacement of blue-collar human talent. However, the services sector, with its largely higher cost talent pool, is a different ball game altogether, especially the BPM industry. The G2000 clientele, that outsourcing companies address, are perfectly amenable to experimenting with intelligent automation. The BPM industry has now truly entered unchartered territory.
Production capacity Vs thinking capacity?
Traditional mindsets are wilting. Outsourced BPM operations today are less about cost centre management and more about revenue generation. Production capacity is being replaced by thinking capacity, as a measure of scale. Rule based work is making way for judgement-based activity. The epicentre is moving away from efficiency of operations to effectiveness of outcome and is heading in the direction of creating better experience for end clients. The call centre, that since long ago had morphed into a multi-channel contact centre, is now intelligent enough to toggle the interaction with live customers across multiple channels, and requires less and less human intervention.