Very good. I just wonder what proportion of your 19,000 tasks relate to handling authorisation checkpoints inside end to end process steps. My gut says that automating component tasks won’t generate any overall productivity benefits as seen by an organisation, just that the choke points will change. Unless of course process flows are already getting redesigned.
There are tasks that are specifically related to verifying steps and outputs like "Verify and analyze data used in settling claims to ensure that claims are valid and that settlements are made according to company practices and procedures." But I do see your point.
There are still productivity benefits even if the choke point changes. A personal example, I continually look for companies to invest in. My capacity to funnel a long list to a short list increased from dozens to hundreds with AI. The choke point increasingly moved towards building relationships with the executives of shortlisted companies - but productivity still markedly improved since I was able to find more right companies faster.
My questions were based on the work of Sangeet Paul Choudary in his book “Reshuffle”, especially the shipping containers on long distance travel (one contract for the end to end trip and no losses or delays or per trip leg contracts to negotiate). So simplifying the system has the major productivity benefits. Not just AI, but in places where use of AI components can grease the North Star led key processes through timely data flows.
Usually it’s the startups that force through the changes. Most orgs are not designed to handle disruptive changes well.
Very good. I just wonder what proportion of your 19,000 tasks relate to handling authorisation checkpoints inside end to end process steps. My gut says that automating component tasks won’t generate any overall productivity benefits as seen by an organisation, just that the choke points will change. Unless of course process flows are already getting redesigned.
There are tasks that are specifically related to verifying steps and outputs like "Verify and analyze data used in settling claims to ensure that claims are valid and that settlements are made according to company practices and procedures." But I do see your point.
There are still productivity benefits even if the choke point changes. A personal example, I continually look for companies to invest in. My capacity to funnel a long list to a short list increased from dozens to hundreds with AI. The choke point increasingly moved towards building relationships with the executives of shortlisted companies - but productivity still markedly improved since I was able to find more right companies faster.
My questions were based on the work of Sangeet Paul Choudary in his book “Reshuffle”, especially the shipping containers on long distance travel (one contract for the end to end trip and no losses or delays or per trip leg contracts to negotiate). So simplifying the system has the major productivity benefits. Not just AI, but in places where use of AI components can grease the North Star led key processes through timely data flows.
Usually it’s the startups that force through the changes. Most orgs are not designed to handle disruptive changes well.