That is what we have created in a SAS based platform. So that piece is more important and we call it a playground. But in order to deliver for them they need a playground where they can just jump in and start DIY ‘Do It Yourself’ Solutions. You can create a corporate training programe where you can let your employees learn about digital technologies. It is basically an intelligence automation coach and playground. We came up with a unique platform, it is called Ohmi. And at the same time there is a gap between the IT and digital stake holders. For more matured organizations, its very interesting that they are already with consultants like us and there is trend of implementing this digitization within the organization, they want to be more self-reliant but the problem here is with the talent, the digital or the technical talent. Once they start getting the benefits, the ROI is realised, we go for some bigger scale implementation. We start with the baby steps, doing some kind of education, doing what is expected out of this digitalization and identifying some small skill implementation. So we help them in the process, understanding where to start, the low hanging fruits, because the stakeholders need to be managed, their expectations needs to be met so we do realize that.
#AIRO DIGITAL LABS HOW TO#
How we are helping them in a way is basically the journey is very different in both the examples, in the first case they have not started their journey, they are looking into getting some advisory, some support in how to start. So at AIRO we come across multiple different organizations, at different digital maturity levels, they are starting their digitalization journey, there are some others who have started this journey 2- 3 years back, are quite mature.
That creates a new skillset that needs to be addressed, that organization needs to spend more in terms of change management, how to bring these changes, how to adopt these changes within the organization and let the employees know that they can continue to learn new skills and start helping the organization in a better way and let this automation led addition to the company take care of the rule based repetitive tasks. So a digital workforce must be treated similarly how you treat a human workforce, they are taking care of a particular business transformation and exactly the same way a human workforce is taking care of. It’s not very easy to adopt new technologies.Įverywhere we go, we see a lot of reservation and insecurity among the people which I feel needs to be taken care of through understanding or spreading the digital culture among the company. They have never been the leaders because of the regulatory environment they work in. Traditionally, healthcare, pharma, biotech they are lagging digitally. This is where the journey started I would say for at least next 4 to 5 years, we would see more adoptions of digital in these particular segments. So organizations, across the globe and specifically in India, we have tested it out in covid vaccination rollout, how to be more regulatory compliant, how to reach out to people, how to manage these huge 1.3 billion people to get vaccinated, so managing those logistics perspective and other details. But post covid, what we have seen is that customer retention being more resilient, figuring out new revenue channels, these are of higher priority today compared to just a cost optimization perspective. Two years back people were thinking of digital implementation or digital intervention more as a cost optimization option or being more productive or improving their efficiency.
Globally I would say, earlier priorities, were much different. Shahid Akhter, editor, ETHealthworld, spoke to Sayak Das, Chief Brand and Innovation officer, Airo Digital Labs, to know more about the lingering challenges in adoption of digital technology in healthcare.
0 kommentar(er)
