In conjunction with Cloudorizon (a Workato Platinum Service Partner), investigated the prevailing practices in each of the company’s business units to single out those for digitalization and those in which to devise novel business outputs attainable only due to digital technologies. The group discerned that in order to deliver more innovative solutions for better customer experiences, operational processes should be improved as well. At the time, automation had been random and concentrated mainly on individual tasks instead of full-scale procedures.
Subsequently, an evaluation of present abilities highlighted gaps and discerned what Novuna could utilize or repurpose to reach its digital objectives. The outcome exposed constraints related to automation and integration capacities. Hence, Novuna picked Workato from a brief list of first-class integration platform as a service (iPaaS) providers including Boomi and MuleSoft) because of its capacity to provide trials for each automation in a test environment prior to making a financial investment for activation. In addition, the user-friendliness of the technology corresponded to an internal need to expand access to the system. As such, business and IT users were able to speedily apply and integrate automations in their initial proof of concept within days. Despite having the technology, Novuna had to ask different questions in order to spot and design value-building solutions. For instance, it was no longer about ‘What could we automate?’ but rather ‘How could we create a cohesive backlog of requests, working holistically across the business?’ and ‘How could we measure and deliver financial benefits based on added-value volume transactions?.
Consequently, a fresh dedicated team was set up to introduce a new technique to discover possibilities, guiding high-level discussions to walk through related end-to-end business processes. This strategy supplied a superior comprehension of the upstream sub-processes and all pertinent inputs, like which systems were in use, where the hand-offs were, and what gaps could be shut through automation and integration to achieve successful end-to-end results. In addition, process mining was utilized to help determine processes to improve with automation. The selection of Fluxicon’s budget-friendly Disco tool was chiefly due to the fact that it could be situated on a desktop computer, sidestepping the necessity to obtain internal approvals for cloud access. This strategy demonstrated to be invaluable when Novuna’s business area proposed to outsource part of its invoice processing task. However, process mining uncovered that the actual invoice volume was more than twice the estimate and most manual interventions were duplicated, almost quadrupling the initial predicted number of touchpoints. With this greater awareness of the procedure, automation and integration were established to be a workable substitute to outsourcing.
Hence, Novuna engineered a novel process utilizing smart data extraction from Evolution Al (which had a guaranteed 99.5% accuracy, significantly higher than Novuna’s existing optical character recognition (OCR) provider) and deploying Workato as the connective tissue and conductor of every phase of the process. It incorporated picking up the file, passing it through Evolution Al, extracting data back into Workato, executing verifications with third parties, validating company names, addresses, and VAT registrations, and transmitting the outputs to the accounts payable system.
