Abstract
Abstract : Intelligent Automation (IA) entails advanced knowledge-based technologies associated with the so-called Fourth Industrial Revolution (4IR). In this study, the phrase “IA journey” refers to the processes of knowledge-based automation and new workforce implementation. The study’s unit of analysis is not as much the IA journey itself, rather it is an analysis of what constitutes a balanced approach to IA implementation and adoption within an organisation. For example, employees’ feelings of uncertainty during an organisation’s IA journey could cause an imbalance in staff morale and resistance from employees to adapt to the changes. Therefore, the main research question of this study is: What are the components of a balanced approach to knowledge-based automation and new workforce implementation of a financial institution? The research question aligns to the world of service delivery that is changing at an alarming rate, with customers expecting fast, personalised, digital service. The landscape for financial institutions is changing, for example, traditional competitors are taking steps to meet customer demands and non-traditional competitors are entering the market place, threatening the existence of traditional financial institutions, commonly referred to as banks. The literature reveals that the evolution of Internet usage and the influence of social media and smart phones have increased the significance of technology and digital service in the financial services industry. Adoptions of these technologies is vital if traditional banks want to remain relevant in the market where financial technologies companies (Fintechs), and small, digitally nimble start-ups can provide the quick, personalised service that customers expect. Already many financial institutions have started to investigate the opportunities that technologies such as IA and chatbots provide. The potential of chatbot technology to improve customer experience and reduce operational costs make it an attractive option for organisations to consider. Literature reveals that the cost of implementation of this technology is a fraction of the cost of legacy system re-writes. The ability of this technology to integrate with existing systems and improve turnaround time and service to customers makes the IA journey a favourable choice. The IA journey of one South African Financial Institution (SAFI) formed the focus of this study. Research was conducted within the SAFI into the application of this technology across the organisation to understand the impact that the changes experienced had on the employees of the organisation. Understanding how these changes impact employees helps in determining the best ways to manage the changes in order to develop a balanced approach to implementation and adaption of IA within an organisation. The empirical study followed a qualitative research design, featuring qualitative data collection and analysis techniques. Secondary data were collected and displayed in order to show case v hoe IA project were implemented into the organisation. The philosophical paradigm that suited a study of this nature was interpretivism as the research was socially constructed in its aim to understand the adoption processes of the organisation implementing an IA programme. The research followed an inductive approach as the study’s conceptual framework was developed based on data collected and conclusions drawn through the analysis of this data. The study involved the collection of data through the use of interviews conducted across junior and senior management levels within the business units impacted by the changes associated with the IA journey. The aim of these interviews was to gain an understanding of employees’ perceptions of the IA journey across the organisation as well as understand the experiences of those involved in the IA programme. Secondary data was also collected from five SAFI use cases, which provided a rich source for quantitative data. The presentation of results regarding the outcomes of use cases implemented across the organisation is in accordance to the University of Johannesburg Code of Academic and Research Ethics. The research findings informed the development of a conceptual framework, which can be used to encourage a balanced approach towards IA implementation and adoption throughout an organisation that is experiencing major changes. This study reveals that employees’ fears of the changes need to be identified and managed early in order to avoid resistance to the changes and negative perceptions of the technology being created. The conceptual framework identifies the components that a financial institution can use in its balanced approach to increase adoption and reduce fears. Moreover, the study revealed the need for organisations to invest in technologies of the future and the benefits that this technology can have for the organisation. Customer experience and expectations form a vital part of any organisation and the lessons learnt in the value this technology can provide in creating a great customer experience are invaluable. The study revealed that there is a difference between digitisation and automation and that knowledge-based automation technology plays a key role in enabling a digital customer experience...
M.Phil. (Information Management)