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Separating Fact from Fiction: 5 Biggest AI Myths Debunked

There’s a ton of hype surrounding the topic of artificial intelligence, and unfortunately, where there’s hype, there’s also usually a good amount of misinformation. Sadly, many of the mistruths being perpetuated are causing undue fear and trepidation. The good news is, these myths and misconceptions about AI can easily be debunked. Let’s tackle a few of the more common ones below.

Myth #1 – AI is going to eliminate the need for humans in the workplace.

This is, by far, the biggest fear around artificial intelligence, and thankfully, it’s mostly false. Yes, AI is going to automate mundane, boring and repetitive tasks. Yes, intelligent automation is even capable of taking on complex and multifaceted processes and workflows. But the reality is, for every job AI replaces, several more will be created in its place. After all, someone’s got to manage and oversee all that advanced technology, right?

(Note: if you’re a worker who is concerned about how AI will impact you, our free Automation Academy is a great way to shore up your skills and future-proof your career.)

Myth #2 – AI is smarter than people.

Another frightening idea that’s being perpetuated is that artificial intelligence is somehow capable of outsmarting its human counterparts. This is simply not true. In fact, AI is really only as smart as you program it to be. You see, intelligent automation requires data. And not just any data, either. It requires a steady stream of high-quality, relevant information. As long as you provide this, the outcome will be successful. But don’t worry. Robots are not about to go rogue and take over the workplace autonomously. That’s the stuff of science fiction.

Myth #3 – AI is nice to have, but not really a necessity.

Perhaps this was true a few years ago, but today, organizations that are not prioritizing a plan for artificial intelligence will undoubtedly find themselves behind the curve before they even realize it. In fact, experts predict that over the next decade, there will be no company or industry that isn’t touched by AI in some way. The fact is, AI and intelligent automation make it much easier to innovate, scale and quickly pivot based on market changes. Failing to have a strategy in place is a risky proposition, especially since your competition likely does.

Myth #4 – There’s no way to know what AI is up to, and therefore, it’s impossible to trust.

When the concept of AIOps was first introduced, admittedly there was a sense of ambiguity surrounding it. For early adopters, it was this mysterious system that somehow produced results without providing any real insight as to what its underlying algorithms were doing and why. As time passed, however, these solutions have matured and become much more transparent. In fact, AIOps platforms like Ayehu place a significant emphasis on providing insight and maximum visibility. The result is a solution users can easily understand and – more importantly – trust.  

Myth #5 – As long as I test well, my AI project will be successful.

All AI initiatives should start with test projects. But it’s important to recognize that just because the results are great during the testing phase, doesn’t mean they’ll stay that way once you deploy AI into production. Remember that point we made above about the importance of quality data. The truth is, real world data changes often, and sometimes at a breakneck speed. If your AI and machine learning models aren’t being continuously fed up-to-date and accurate information, your accuracy level will begin to decline. The key to consistent, sustainable success with AI is ensuring that your training data is the same as your production data.

Have you fallen victim to one or more of the above AI myths or misconceptions? It’s never too late to learn the truth and course-correct. Get started with intelligent automation, powered by AI and machine learning, by downloading your free 30-day trial of Ayehu today.

How Intelligent Process Automation Can Help You Scale at a Moment’s Notice

Imagine how much your organization could accomplish if you had an army of employees at your disposal. More importantly, what if these employees were perfectly happy waiting in the background for the next time you needed them? That’s essentially what you’ll get with intelligent process automation. Let’s take a look at the surprising way AI can provide your business with the scalability you need to stay on top of your game.

Instant Access

With human workers, it’s not feasible to drastically increase your workforce whenever the need arises, nor is it easy to decrease your numbers when things get slow. There’s a complicated process behind all of this and time is not on your side. With intelligent process automation, however, you have a team of AI-powered robots who are ready, willing and able to get the job done at the flip of a switch.

Consistency

Bringing different employees up to speed via on-boarding and training can be challenging and time-consuming, especially in today’s fast-paced, digital age. Not to mention the fact that you have to initiate the entire process over again every time someone new joins the team. Intelligent robots, on the other hand, can be “trained” in groups of any size with the outcome being routine and perfect consistency across the board.

Cost Savings

Recruiting, hiring, training and retaining talented employees costs money. In addition to intelligent automation providing the ability to scale up or scale down instantly as well as train and deploy thousands of bots while maintaining complete consistency, all of this can be done at a reduced cost to the business.

Now, let’s take a look at a few real-world applications that put these benefits into action.

Scenario 1

Your business is launching a new product or service and, as a result, will incur a substantial increase in transactions. Your current workforce is already maxed out and you don’t have the time or the ability to hire any additional employees. Intelligent process automation can step in and bridge the gap, handling the influx of work at any capacity necessary without the major hassle and expense of staffing. Then, once things settle down, you can scale back down to normal as needed.

Scenario 2

Business has been particularly lucrative as of late and you’ve had to increase output significantly to meet the increased demands of your customers. Suddenly, the market takes a turn for the worse and your numbers start to rapidly decline. With intelligent process automation in place, you won’t have to face the possibility of laying employees off. Rather, you could just scale back the number of robots you’re deploying.

Scenario 3

One of your biggest competitors has launched a new product or service and you’re scrambling to develop and implement something similar. Chances are you can’t afford to hire a slew of new employees to help bring your comparable product or service to market. Besides, doing so would take too long. But, putting too much pressure on existing team members could result in costly mistakes and QA issues. Intelligent process automation, on the other hand, is available at the ready to take on whatever is necessary for you to remain competitive.

Without question, intelligent process automation has the potential to bring your business to the next level. Are you ready? Give us a call today or download your free 30 trial now to get started.

Episode #49: How One Man’s Automation Journey Took Him From Accidental CIO to Unconventional VC – Ridge Ventures’ Yousuf Khan

September 24, 2020    Episodes

Episode #49: How One Man’s Automation Journey Took Him From Accidental CIO to Unconventional VC

In today’s episode of Ayehu’s podcast, we interview Yousuf Khan – Partner at Ridge Ventures

Perhaps you’ve heard the famous African Proverb “If you want to go fast, go alone, but if you want to go far, go with others”. Our guest on this episode has gone far, but he’s also gone pretty fast. Yousuf Khan has been CIO for a number of high-profile startups, a couple of them quite notable in the automation space.  His talent and vision led him to those roles, but his networking and outreach allowed him to excel.  Now as Partner with an early stage venture capital fund, he advises both CIOs and startups on how they can work together to bring next generation innovations to market. 

We learn quite a few insights from Yousuf in this discussion, including when it’s better to use artificial intelligence versus automation, how IT executives can prepare themselves to become CIOs, and why the CIO Group Therapy Dinners he started have not only led to better CIO decision-making, but better features in technology products. 



Guy Nadivi:Welcome everyone. My name is Guy Nadivi and I’m the host of Intelligent Automation Radio. Our guest on today’s episode is Yousuf Khan, Partner at Ridge Ventures an early stage venture capital fund. Yousuf is also a former five-time CIO, most recently at Automation Anywhere and Moveworks, two well-known and high-profile automation providers. Yousuf’s unique perspective as both investor and practitioner in the automation space, makes him a highly coveted thought leader. And given the stepped-up adoption of automation due to the COVID-19 pandemic, we wanted to tap into his considerable insights and gain a better understanding of what senior IT executives should be aware of as digital transformations are accelerated for business resiliency, as well as competitive advantage. Yousuf welcome to Intelligent Automation Radio.

Yousuf Khan: I thank you so much for having me here. I’m really excited to talk to you. I know you had 17 other people that you wanted to have on this slot, but when you call me up at 2am in the morning and say you’re exceptionally desperate and you need that extra guest, I’m your man. So I appreciate being over here and thank you for having me.

Guy Nadivi: You were the first one to say yes, and we’re happy to have you.

Yousuf Khan: I don’t want to brag, but that’s how I roll. But thank you.

Guy Nadivi: So Yousuf tell us about your background and how you became a CIO in the field of automation?

Yousuf Khan: So first of all, you’ve made a very generous introduction. I think the long short summary is I’ve been a CIO and the first CIO of five companies. And that gave me the exposure to have a very broad mandate, especially if you’re the first technology leader for a company. When you’re looking at internal functions, you can look at it very broadly. And that allowed me to look at everything for business applications and cyber security, of course build out an automation strategy, look at data management and then also advise on go to market. And so my CIO experiences have really looked at those sort of functions and a little bit more. And after two decades of plans and operating, I decided that it was time for me to be able to aid the next generation of startups in enterprise software in my little way that I can having advised companies in the past. And so I decided to join a great firm in Ridge Ventures and looking to invest between three and 7 million into late seed and series A enterprise companies. And hopefully that will aid the next generation of companies, and hopefully I can be helpful in their journey.

Guy Nadivi: Something very interesting is that you founded a group called the CIO Group Therapy Dinner. I know that therapy sessions are always supposed to remain confidential, but can you share some details about any breakthroughs made by participating CIOs at these dinners?

Yousuf Khan: Very interesting question. And yeah, it was kind of a little bit of a joke, but it, as I like to say, I was the CIO of several companies and the chief dinner organizer for a number of CIOs in what I termed as group therapy. And that’s been going on for several years. It started on the back of me joining a company where I was having a real tough time with a specific initiative, which was pretty highly visible and highly critical. And candidly speaking, I felt a little bit out of my depth and wanted to connect with other peers. And I felt that going to large events was probably not the most useful way, at least for me at the time. And when I set up a dinner between two CIOs, myself and one other, 12 people showed up and discovered that a lot of us were having the same issues and we wanted to have those discussions. So over the years I organized those dinners now ranging in the several hundred, which were either sponsored by a VC or a startup. And the objective of those dinners was really to give candid feedback and have a candid discussion. And a lot of really interesting insights. I think first and foremost, I got to understand personally how to make better decisions as a CIO when it comes to specific initiatives, because I was able to learn the lessons from my peers. Second, I think a lot of the startups which wanted feedback. It wasn’t a pitching session. There was no PowerPoint. There was no presentations or even demos. It was a candid conversation between the founding team and the group of CIOs. Product feedback and I think some of the output and some of the features you’ve seen in some of the products that go out there was directly driven from some of those dinners. And I think probably the most important piece was there was a sense of pretty great camaraderie. I’ve been a big advocate for the CIO role, advising CEOs on their first CIO hire as well as being able to, and so part of that is also about sharing the lessons and being able to create a community. And I think those were some of the benefits that sort of came out of that. It largely was just a lot of fun. I continue to organize dinners even virtually now. And I think one of the things that I’ve learned is that you learn a lot from your community around you, and I think it’s something that we can all benefit from.

Guy Nadivi: Since you’re now on the investment side, let’s talk a bit about startups. The vast majority of innovation in automation, AI, and other digitally transformative technologies comes from startups, which can be challenging for enterprises accustomed to working with larger players. Yousuf, how should CIOs work with startups?

Yousuf Khan: One of the things that I’ve found in talking with CIOs has been that they are risk averse in some cases about talking to startups. They’ll happily take a meeting. In some cases, some will not take a meeting, but very few really want to engage at the early stage. I think I’ve definitely been on the opposite side of that having been a design partner of a number of startups. I’ve been early advisor, I’ve been an informal advisor to a number of companies. And so what the way I think CIOs should think about this is as follows. I think if you want to innovate at scale fundamentally and you’re trying to solve a problem in a very creative way, the high chance is that there’s a startup that is focusing on the exact same problem to a certain degree. And so therefore tapping into that with a very focused effort and collaborating and partnering on that is really beneficial for you, number one. Number two is by engaging with startups, it’s a very good development opportunity and professional opportunity for each of your teams and your direct reports. IT teams don’t get enough credit, and that’s why I’ve been such an advocate for the CIO role and mentor IT directors and IT managers. Being able to help even in the infancy of building out a product at an early stage and being able to say that, it’s a great exercise for professional growth. It’s a great opportunity for that. And it allows people to figure out and discover different skills. I think the third piece is that, I would go on to say make a resolution that you want to engage with one startup or two startups a year that you can choose. And that basically means that you need to basically spend a little bit of time connecting with VCs. And sure, I can say that from a vested interest standpoint and hopefully I can be helpful to my CIO peers, but I think being able to say, “Here are the one or two problems that I care about most, and I want to be able to talk to companies in this space,” and you’d be very surprised that you’d actually be able to see some very creative approaches. You haven’t got much to lose by being able to engage. And I think it’s a very, very good use of time. So that’s my recommendation typically.

Guy Nadivi: Interesting. Given your extensive experience Yousuf, where can automation be most useful to an organization and how can a CIO best lead that automation journey?

Yousuf Khan: So the most key thing that you’ve pointed out in your question is that it’s a journey. Automation is a journey in a company and people need to start that journey for a very good reason. Number one is the compute power is now available for us to be able to really be able to drive automation into our businesses. Number two, the data sets are now there. And number three, the innovation and the thinking is there, both internally and externally with companies like Moveworks and Automation Anywhere, which I’ve had the honor to work with in the past. And so understanding that is a journey is the first step. The second part is to be able to think about where you can get a very clear visible win, and that requires you to be able to spend time being able to think about your processes just a little bit more, and then being able to drive that further forward. Third, and probably most important piece is, when you think about RPA, you think about repetitive work and you’ve seen companies, and that’s why companies like Automation Anywhere have been successful, because they’ve been able to drive and deliver customer value consistently by being able to take repetitive processes and being able to completely reduce the human effort of them and automate them entirely. Moveworks has fundamentally been able to understand that you can apply powerful techniques, like natural language understanding and machine learning to be able to resolve IT support issues and IT operational issues in a very, very great user experience using messaging systems like Slack and Teams. And they’ve done that super well. And so, all of those started off in a journey by being able to understand a problem and framing that. Number two, being able to understand that you can do it differently. And number three, understanding that this is the start of the journey that it could basically lead on to. And that’s been pretty consistent with a lot of the CIOs I’ve spoken to as well as being able to look at the number of different solutions.

Guy Nadivi: Artificial intelligence and machine learning are becoming more common in enterprises, especially with all the digital transformation initiatives out there. Yousuf, where is it best to use artificial intelligence and machine learning and where is it best to use automation?

Yousuf Khan: Well, that’s an excellent question. I think it’s really important that we take a little bit of a step back, because the buzzwords have been out there for a little while and I think a lot of people get enamored by them. And so, my biggest advice is when you think about use cases, I would break it down into a couple of things. Number one is, are you solving the business problem first and foremost? And what that business problem is will help you try to figure out whether it’s a problem of manual repetitive work for which automation is a very good use case, versus one which requires more automation using more creative techniques, such as NLU and machine learning or otherwise. And so I think framing that problem is probably the most important first step. Second is thinking about use cases from an industry standpoint, which could be beneficial. So if you think about things like fraud prevention, fraud prevention that’s been very common for people to look at statistical processes and techniques and pattern matching to combat fraud prevention for large say telcos or retailers, because that’s a use case that has been sort of beneficial, versus something which is overly creative where the data sets are too varied, machine learning becomes a huge problem. If you think about companies like Moveworks, Moveworks was successful because it understood the business outcome which was being able to resolve IT support tickets. It understood the goal of being able to do that across some very specific areas and then grow it its impact. Automation Anywhere looked at repetitive processes and then built onto intelligent automation. And I think that was important to be able to think about from a use case standpoint. The use cases for each varied, right? If you think about automation, well there’s a lot of repetitive process. So use cases that are typical for automation can range from data entry where you are, I was experienced, for example, migrating one system to another. And the data structures for those were completely varied. And so rather than having to convert them through human effort, being able to do that through a bot designed by Automation Anywhere was great. If you think about a contract order process, which runs in the back end between connecting two systems, you could use automation for things like that. Whereas if you think about chat bots, and if you think about being able to have user experience, then solutions like Moveworks are a great outcome and they’re focused on an end goal, which applies across the entire company. Everyone needs IT support, and so that’s where ML and techniques like NLU become really beneficial. I think the important thing to think about is, one, think about the clear outcome that you’re trying to solve. Number two, the method that you’re basically using, and probably number three is, what is the incremental journey that you’re on being able to continue to add value by using either one of machine learning or automation techniques?

Guy Nadivi: Specifically with regards to automating processes like some of the ones you just listed, how do you think CIOs can best manage teams for automation?

Yousuf Khan: I think probably the most important thing is to actually have that as a focus area. And I do think that there’s a function within companies that should be focused on automation and automation teams should be created. Number one, I think it’s a huge opportunity for professional growth and development. Number two, I think it’s a huge business need, and number three I think it requires dedicated focus. And I think one thing people have not really appreciated, the benefit of automation is it empowers people. It’s much better for morale in a lot of cases where you’re able to take away manual repetitive tasks. And it’s a great sign of innovation for IT teams. And so definitively they should be thinking about building an entire function for that. And that’s one aspect. The second is you’ve got to re-think differently about your processes. I said that earlier, I think it’s important to not be able to migrate. That requires a fresh set of thinking. Companies expand, they grow. In some cases they contract, they take on more technology than they’ve ever done before. Companies are now becoming more technology-driven companies. Software is not just driving companies. It is being embedded in companies. And so therefore you can’t just simply take your old process and put them into this new way of thinking. And probably the third thing is they’ve got to be very focused on goals and put kind of measurements around success. And I think that’s important to do. I think you can be in a journey and it could be a very long journey unfortunately, and you’ve got to be able to iterate along the way. And I think that’s very, very important as well.

Guy Nadivi: Having worked for some automation vendors Yousuf, you’ve seen a lot of automation deployments. I’m curious, which industries did you see that had particularly successful results from deploying automation?

Yousuf Khan: It’s important to basically point out that the opportunity for automation exists across multiple verticals, I think number one. Number two is in terms of the functions, there are some that do really, really well. And some that require a little bit more effort and a little bit more thinking. Let me give you some examples. If I think about customer service, well the opportunity for automation there has really been when you have a high level of demand and you’re not able to, for example, scale-up your customer service center like an airline, for example, may have done over the last several months or a hotel chain. You can’t hire people fast enough, but their processes are very much specifically the same. Refunds, cancellations, otherwise. Could that process be automated? And so definitively the answer to that is yes. And that’s been proven, that’s been done. In some cases in financial services I’ve seen those verticals work well. We’ve experienced that myself. If you want to basically, you’ve gone away from being having to call and actually speak to someone about a lost or stolen credit card. You’re able to fundamentally run through that function through a combination of voice commands, but also candidly speaking through text and be able to basically get a new card ordered without any friction in the process whatsoever. And so I think those things, again, fundamentally if it’s repetitive that’s going to be easy to do, and it’s going to apply across a number of different verticals. I think it’s important to think about the fact that there’s a lot of opportunities which automation is not just about a customer experience. It’s really just about being able to get the work done. That’s a simple way of basically saying is, if you think about a data entry work across different systems, being able to just eradicate that because you understand the type of data going from one system to the other and being able to convert that could be easily done simply because you’re able to train a bot to do it. That’s a definitive value. And that applies across any company because systems are being changed and upgraded all the time. If you are looking at supply chain and inventory management, being able to track those and being able to not just automate the reordering of something, but also to be able to send out warnings and notifications is definitively of value. All of these fundamentally say that automation is a very, very big opportunity for enterprises and companies, and they should be thinking about very deeply about how to be able to benefit from that.

Guy Nadivi: Let’s talk about cybersecurity, which is always a topic of paramount importance to CIOs. And you’ve been CIO of some cybersecurity companies as well as automation vendors. Yousuf, what should CIOs be aware of and concerned about when it comes to the security of their automation initiatives?

Yousuf Khan: I think there’s a couple of things here. First of all, I think, cybersecurity is gone from being kind of something to be discussed, which is something that people will get round to talking about to now being very much in the mainstream and being discussed at boardrooms on a regular basis as an agenda item. Right, so it’s evolved over time. And so I don’t think it’s as specific as saying, “Well, should we think about security in the automation space?” Fundamentally you are buying software or you’re building software from leading vendors. I think that the vantage point that you would apply is really about what are the key areas that that automation is touching. Number one, it’s having access to your systems and being able to touch a number of different systems. So being able to make sure that the APIs are secure and robust. Second, if it’s touching sensitive data, then you’ve got to be very diligent about figuring out how that actually is happening and how you’re able to test that out. Number three, probably most importantly is to really think about the testing that goes into it. Automation use cases can vary from as simple as an email notification to data migration, to financial transactions happening. And it’s really, really important to be able to make sure that you understand that there’s going to be regulations around that, and you have to provide that vantage point as well. So I don’t think it’s massively different to what a CIO would look at when they look to buy a software solution. I think the difference is because this is something that you’re more deeply involved in from a creative standpoint, it’s important to take that extra step to be able to understand what parts of your infrastructure the automation is actually touching and how is that basically protected. And of course, how you’re avoiding making misfires by basically being able to send data out accidentally because you’re in control of that.

Guy Nadivi: Yousuf, for the IT executives and others listening in, what advice would you give them if they’re looking to move into a CIO role?

Yousuf Khan: I’m very grateful to have learned from a number of CIOs. I’ve also taken the objective to learn from different members of the C-suite, of what they expect from CIOs. And so with that in mind, I think I would probably give some key piece of advice. Advice number one is fundamentally the CIO role is a leadership role. And so you have to ask yourself a very honest question, which is, what type of leader do you actually want to be? And I think that’s important because people in IT teams are looking for more leadership, for guidance, both in their careers, but also in terms of direction. I think the second is, how do you navigate complex decision-making and prioritization of work? There’s no shortage of work for the IT organizations, the very hardworking IT organizations that I’ve worked with and I’ve met. And I think it’s really important that CIOs understand how they’re able to, if you want to be a CIO, how you are able to prioritize and how you’re able to basically make decisions. I think the third thing is probably, figure out how you’re able to communicate more effectively across, not just your team, but also across the C-suite and other executive leaders and across the company. I think the CIOs who are most effective in their roles are ones who are able to communicate with customers and partners as well as internal to their teams, as well as the company. Because change management enablement is very, very hard. And I think technological change is something which is really happening more and more in companies. And that’s being driven by CIOs and being able to explain that change, being able to drive that change, being able to see the success of it is a CIO’s responsibility. And so being able to do that, communication is one of the key things that they need to be able to focus on. So that would be my other piece of advice.

Guy Nadivi: Great words of advice from a former five time CIO.

Yousuf Khan: Well, yeah, I would say former is good and a want-to-be VC. I’m the accidental CIO and definitely the unconventional VC as I’ve said a couple of times, but I hope it’s been a benefit to many of my CIO peers.

Guy Nadivi: All right.

Yousuf Khan: Yeah.

Guy Nadivi: Well, it looks like that’s all the time we have for on this episode of Intelligent Automation Radio. Yousuf, It’s always great hearing from an investor in the automation space, but especially someone like yourself, who’s got hands on background that affords him a bit of an advantaged viewpoint. I’m sure our listeners found great value in hearing your perspective today. Thank you very much for coming on the show.

Yousuf Khan: Thank you. Thank you very much Guy. And one thing I do want to say is I do want to thank you for all that you’re doing for the community. I think these conversations are important, not just because I’m having them, but I think you’ve done a great portfolio of work, and I think we could all benefit from that. So thank you for all your work in this community.

Guy Nadivi:I appreciate that. Thank you very much. Yousuf Khan, partner at Ridge Ventures, an early stage venture capital fund. Thank you for listening everyone. And remember, don’t hesitate, automate.



Yousuf Khan

Partner at Ridge Ventures

Yousuf Khan is a Partner at Ridge Ventures and technology leader. Prior to Ridge Ventures he spent several years in executive leadership roles as the CIO at Automation Anywhere, Moveworks, Pure Storage and Qualys. He has been the first CIO at these companies where he led teams covering intelligent automation, IT operations, business applications,  cloud operations to information security. In each of these roles, he has held a broad executive ownership of functions ranging from driving cyber security to executive go to market programs as well as customer success.  

He has been an active member of the CIO community as someone who drives collaboration in the community as well as advising CEO’s of fast growth companies about their technology operations strategy. Yousuf has also been involved in advising early stage founding teams on product and go to market strategy.   

Yousuf can be reached at: 

LinkedIn:                   https://www.linkedin.com/in/yousufakhan/ 

Ridge Ventures:        https://ridge.vc/ 

Quotes

“I think if you want to innovate at scale fundamentally and you're trying to solve a problem in a very creative way, the high chance is that there's a startup that is focusing on the exact same problem to a certain degree. And so therefore tapping into that with a very focused effort and collaborating and partnering on that is really beneficial for you…” 

“…I think one thing people have not really appreciated, the benefit of automation is it empowers people. It's much better for morale in a lot of cases where you're able to take away manual repetitive tasks. And it's a great sign of innovation for IT teams.” 

"Companies are now becoming more technology-driven companies. Software is not just driving companies. It is being embedded in companies. And so therefore you can't just simply take your old process and put them into this new way of thinking." 

“I think it's important to think about the fact that there's a lot of opportunities which automation is not just about a customer experience. It's really just about being able to get the work done.” 

About Ayehu

Ayehu’s IT automation and orchestration platform powered by AI is a force multiplier for IT and security operations, helping enterprises save time on manual and repetitive tasks, accelerate mean time to resolution, and maintain greater control over IT infrastructure. Trusted by hundreds of major enterprises and leading technology solution and service partners, Ayehu supports thousands of automated processes across the globe.

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News

Ayehu NG Trial is Now Available
SRI International and Ayehu Team Up on Artificial Intelligence Innovation to Deliver Enterprise Intelligent Process Automation
Ayehu Launches Global Partner Program to Support Increasing Demand for Intelligent Automation
Ayehu wins Stevie award in 2018 international Business Award
Ayehu Automation Academy is Now Available

Links

Episode #1: Automation and the Future of Work
Episode #2: Applying Agility to an Entire Enterprise
Episode #3: Enabling Positive Disruption with AI, Automation and the Future of Work
Episode #4: How to Manage the Increasingly Complicated Nature of IT Operations
Episode #5: Why your organization should aim to become a Digital Master (DTI) report
Episode #6: Insights from IBM: Digital Workforce and a Software-Based Labor Model
Episode #7: Developments Influencing the Automation Standards of the Future
Episode #8: A Critical Analysis of AI’s Future Potential & Current Breakthroughs
Episode #9: How Automation and AI are Disrupting Healthcare Information Technology
Episode #10: Key Findings From Researching the AI Market & How They Impact IT
Episode #11: Key Metrics that Justify Automation Projects & Win Budget Approvals
Episode #12: How Cognitive Digital Twins May Soon Impact Everything
Episode #13: The Gold Rush Being Created By Conversational AI
Episode #14: How Automation Can Reduce the Risks of Cyber Security Threats
Episode #15: Leveraging Predictive Analytics to Transform IT from Reactive to Proactive
Episode #16: How the Coming Tsunami of AI & Automation Will Impact Every Aspect of Enterprise Operations
Episode #17: Back to the Future of AI & Machine Learning
Episode #18: Implementing Automation From A Small Company Perspective
Episode #19: Why Embracing Consumerization is Key To Delivering Enterprise-Scale Automation
Episode #20: Applying Ancient Greek Wisdom to 21st Century Emerging Technologies
Episode #21: Powering Up Energy & Utilities Providers’ Digital Transformation with Intelligent Automation & Ai
Episode #22: A Prominent VC’s Advice for AI & Automation Entrepreneurs
Episode #23: How Automation Digitally Transformed British Law Enforcement
Episode #24: Should Enterprises Use AI & Machine Learning Just Because They Can?
Episode #25: Why Being A Better Human Is The Best Skill to Have in the Age of AI & Automation
Episode #26: How To Run A Successful Digital Transformation
Episode #27: Why Enterprises Should Have A Chief Automation Officer
Episode #28: How AIOps Tames Systems Complexity & Overcomes Talent Shortages
Episode #29: How Applying Darwin’s Theories To Ai Could Give Enterprises The Ultimate Competitive Advantage
Episode #30: How AIOps Will Hasten The Digital Transformation Of Data Centers
Episode #31: Could Implementing New Learning Models Be Key To Sustaining Competitive Advantages Generated By Digital Transformation?
Episode #32: How To Upscale Automation, And Leave Your Competition Behind
Episode #33: How To Upscale Automation, And Leave Your Competition Behind
Episode #34: What Large Enterprises Can Learn From Automation In SMB’s
Episode #35: The Critical Steps You Must Take To Avoid The High Failure Rates Endemic To Digital Transformation
Episode #36: Why Baking Ethics Into An AI Project Isn't Just Good Practice, It's Good Business
Episode #37: From Witnessing Poland’s Transformation After Communism’s Collapse To Leading Digital Transformation For Global Enterprises
Episode #38: Why Mastering Automation Will Determine Which MSPs Succeed Or Disappear
Episode #39: Accelerating Enterprise Digital Transformation Could Be IT’s Best Response To The Coronavirus Pandemic
Episode #40: Key Insights Gained From Overseeing 1,200 Automation Projects That Saved Over $250 Million
Episode #41: How A Healthcare Organization Confronted COVID-19 With Automation & AI
Episode #42: Why Chatbot Conversation Architects Might Be The Unheralded Heroes Of Digital Transformation
Episode #43: How Automation, AI, & Other Technologies Are Advancing Post-Modern Enterprises In The Lands Of The Midnight Sun
Episode #44: Sifting Facts From Hype About Actual AIOps Capabilities Today & Future Potential Tomorrow
Episode #45: Why Focusing On Trust Is Key To Delivering Successful AI
Episode #46: Why Chatbots Are Critical For Tapping Into The Most Lucrative Demographics
Episode #47: Telling It Like It Is: A 7-Time Silicon Valley CIO Explains How IT’s Role Will Radically Change Over The Next Decade
Episode #48: How Microsoft Will Change The World (Again) Via Automation

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Disclaimer Note

Neither the Intelligent Automation Radio Podcast, Ayehu, nor the guest interviewed on the podcast are making any recommendations as to investing in this or any other automation technology. The information in this podcast is for informational and entertainment purposes only. Please do you own due diligence and consult with a professional adviser before making any investment

3 Ways AIOps Can Change the Game for CIOs

3 Ways AIOps Can Change the Game for CIOs

The role of CIO has evolved rapidly over the past few decades. Perhaps the biggest change has been the shift from being primarily tech-focused to playing a pivotal role in driving business strategy. In fact, most organizations now recognize the unique value that the CIO brings to the table, combining technology know-how with in-depth business acumen to provide unparalleled insight and perspective to the enterprise.

Of course, along with great responsibility comes even greater challenges. Because of their unique positioning, CIOs are expected to deal with everything from infrastructure and operations to innovation. On any given day, they’re expected to balance putting out fires in the trenches and handling escalations with things like managing budgets and developing growth strategies. They wear dozens of hats, many of which must be switched in a matter of seconds.

As the CIO’s role becomes even more multifaceted, the demands and expectations they face continue to grow while their time and energy remain finite. At some point, something’s got to give.

AIOps to the rescue!

In the face of increasing complexity, growing demands and ever-changing requirements, AIOps can be a secret weapon for CIOs, freeing up their time and enabling them to focus their efforts on more mission-critical projects. Here are three specific ways AIOps can become an absolute game-changer.

Maximum Visibility

AIOps facilitates end-to-end visibility, offering oversight of the IT infrastructure in its entirety, including on-premises, cloud and end-user environments. It also bridges the gap between the infrastructure and the services being delivered, enabling prioritization of issues based on their business impact. This helps CIOs identify which issues require their attention most. It also provides invaluable, data-driven insight executives need to make more informed business decisions.

Greater Simplicity

Today’s IT environments are becoming increasingly complex by the day. AIOps allows CIOs to not only keep the pace, but actually gain a few extra steps in the process. Rather than wasting countless hours trying to connect thousands of separate events from disparate monitoring tools, IT operations teams can view relevant, actionable alerts and impacted services on one single, central console.

This facilitates faster detection of service issues, eliminates false positives and prevents important issues from potentially being missed. As a result, CIOs receive fewer escalations and are able to offer more timely answers when escalations do occur, saving both themselves and their teams time and energy.

Rapid Resolution

The third most impactful way AIOps can help CIOs is by enabling IT operations to resolve service issues faster. This is accomplished through a strategic combination of root cause analysis, historical and real-time context and automated remediation. Not only does this significantly reduce MTTR and mitigate the impact of major incidents, but it also lessens the amount of time and effort CIOs must commit to escalation management.

At the end of the day, AIOps has the potential to deliver a momentous win-win, improving service quality while also freeing up the CIO to be able to focus his or her precious time on strategic work and innovation.

The great news is, getting started with AIOps is easier than ever. With Ayehu, you can be up and running with AI-driven, intelligent automation in just a few minutes! Click here to download your trial and try Ayehu free for 30 full days.

5 Things the Aviation Industry Can Teach Business Leaders about Being Successful with Automation

It’s not uncommon for business leaders to borrow phrases from the aviation industry when discussing their job duties. “Take charge of the cockpit,” “navigate through turbulence,” and “ensure a safe landing,” are just a few that come to mind. All of these things can also be applied within the context of digital transformation. Specifically, if you’re planning an automation initiative, here are five key things you can learn from a pilot’s point of view.

Be Prepared

In aviation, proper preparation is critical. Prior to each flight, the pilot must meticulously work through a pre-flight checklist. Is it tedious? Certainly. But it’s absolutely necessary to ensure a safe and successful journey. Similarly, business leaders must prepare well in order for their automation project to be “ready for takeoff.” In particular, they must do the legwork to develop a deep understanding of the processes and workflows they wish to improve before attempting to automate them.

Map the Journey

If a pilot were to take flight without knowing where they were heading and how best to get there, the results could be catastrophic. Likewise, it’s essential to adequately map out the specific path you intend to take for automation within your organization. This involves not only determining the processes you want to automate, but also prioritizing them to achieve quick, measurable wins. This will allow you to lay the foundation for more widespread adoption of automation in the future.

Become an Expert

A person cannot simply hop into the cockpit of a plane and fly. Being a successful pilot requires learning, practice and continuous improvement. From a business perspective, automation should never be a temporary solution. It should be fluid and evolutionary. It should focus not only on achieving the desired results as they exist currently, but also with an eye toward achieving ongoing growth and improvement. It should never just be a “set it and forget it” type of project.

Use Your Tools

The beauty of modern aircrafts is that they are loaded with advanced technology designed to assist pilots and make their jobs infinitely easier. The same can be said for the right automation platform. IT teams can and should leverage technology to help guide and support their efforts. For instance, artificial intelligence can be deployed to identify potential problems so they can be remediated right away, before they have the chance to wreak havoc. Meanwhile, machine learning and predictive analytics can be used to help business leaders make better, more data-driven decisions.

Learn from Your Mistakes

Just as every pilot will face turbulence at some point, even the most successful automation initiatives will experience a few bumps in the road. How you navigate those turbulent times will make or break the outcome. Like pilots – wise business leaders know that drawing from their past experiences will help them better handle future uncertainties. The pressure to get everything perfect the first time will be great, but acknowledging, preparing for and learning from the snags that will inevitably occur along the way.

While experience in the cockpit can teach business leaders a lot about success, winning the race for automation doesn’t require a pilot’s license. By following the five key lessons above, you should be able to coast your way to a perfect landing.

Want to see what automation can do for your organization? Download your trial of Ayehu NG today and experience the full power of intelligent automation free for 30 full days.

Leveraging AI to Level-Up Your CIO Career

Leveraging AI to Level-Up Your CIO Career

If you look up “stressful career choice,” the role of CIO would probably be at the top of the list. Not only is there the task of overseeing current day-to-day IT activities, but today’s IT executives are also facing mounting pressures to consistently identify and deploy cutting-edge, game-changing innovations. It’s enough to drive even the strongest of individuals over the brink. Thankfully, there’s one technology that could easily become the secret weapon for sustainable career success. That technology is AI. Here’s how to get started.

Recognize the key difference that AI brings to the table.

The first thing that needs to happen in order for a CIO to take full advantage of what AI can do for them is to take on the right perspective. Specifically, unlike a survey or file-sharing tool, AI isn’t simply a tactical technology. Instead, it’s strategic – particularly in that it’s capable of not only enhancing the current way a business operates, but it’s also capable of paving the way for new revenue streams.

Provided it’s fed an adequate amount of data that is both relevant and of high quality, AI can provide targeted predictions and support complex business decisions that can shape the direction a company moves in.

It’s also important not to fall into the trap of viewing AI as solely a solution for everything that’s going wrong in an organization. Rather, this technology can and should also be used to identify vulnerabilities that may have otherwise gone undetected. AI is capable of sifting through massive amounts of data, prioritizing it and even exposing unknown biases that might have caused issues down the road.

These important disparities are not mere nuances. If leveraged properly, they can become key differentiators, both for the company as well as the CIO’s career.

Start small, win quickly.

With so much pressure weighing on their shoulders, it can be incredibly tempting for an ambitious CIO to attempt AI adoption on a grand scale. Go big or go home, right? Not necessarily – at least not as it relates to being successful with artificial intelligence.

Because the technologies that drive AI are constantly evolving, it’s best to focus primarily on experimenting and learning. This enables a more close alignment with the underlying business needs that are being addressed. It also allows greater control over the scope and results of the AI initiative.

The most effective way to get started with AI is to target opportunities that are the most ripe for optimization. Because these are likely to be smaller initiatives, they are also more likely to quickly produce measurable results.

These initial projects will have the best chance of succeeding if you:

  • Experiment on smaller issues with the potential to produce higher ROI
  • Start with existing workflow templates rather than building your own model (i.e. resist the urge to “reinvent the wheel”)
  • Use data that is of the highest quality and relevant
  • Incorporate AI into existing business processes where disruption will be minimal
  • Maximize productivity by automating highly repetitive and well-defined decisions

Bottom line is this: quick wins will help build confidence and gain traction for larger initiatives that have greater impact and visibility.

Think like a CEO.

As mentioned, artificial intelligence is a strategic technology. Therefore, to get the most out of it, there must be strategic thinking. The path to widespread permeation of AI is paved with many challenges. Taking more of a CEO-like approach to these initiatives can help CIOs become more proactive in recognizing and addressing evolving priorities, misaligned strategies, and the obstacles that stand in the way of true and effective collaboration.

Furthermore, because the goal will inevitably be to deploy AI across the entire organization, developing a deeper understanding of all business departments (like a CEO would have) is critical. Working with each business segment to identify those smaller issues that represent the highest and fastest return will make enterprise-wide adoption of AI much easier to achieve. 

A great way to start is to approach each LOB and pose a simple question, like “If we can do X, then we can accomplish Y.” In other words, for the sales department, this question might look something like, “If we can score leads better, we can make our sales team more efficient.” In customer service, it might be, “If we can automate commonly asked question, we can improve customer response rate and optimize our support staff.”

With this information in hand, the CIO can then determine how AI can be applied as a solution to as many of these scenarios as possible and then begin tackling them one by one, ultimately delivering value across the entire organization.

Accept that the time is now.

The tech industry is notorious for tossing out buzzwords and fly-by-night concepts that gain instant notoriety but then never really seem to go anywhere. AI is not one of these terms or concepts. In fact, it’s become abundantly clear that artificial intelligence will soon become an integral part of global business operations in every field and industry.

Don’t be the last one to jump on the bandwagon. Find out what AI is capable of doing for your organization and your career by starting your free 30-day trial of Ayehu today.