SIG University Certified Intelligent Automation Professional (CIAP) program graduate David Romo-Garza discusses how discipline and organizational changes will create efficiencies throughout the lifecycle designed to implement Intelligent Process Automation.
Automating processes is still a challenging endeavor for multiple organizations. Lines of Business (LoB) continue to struggle to understand the steps that it takes to implement and manage Intelligent Automation efforts effectively. Bringing discipline to an undisciplined culture creates a multitude of barriers that have a trickle effect that prevents organizations from effectively automating their processes.
Navigating the Lines of Business and Processes
During my last position at my current organization, I experienced the pains and aches from both perspectives, the LoB and the Process Owner. On one end, I represented the LoB, who was trying to automate the due diligence procedures related to vetting our third parties. While the process was considered automated, it was ineffective and broken. It required countless manual tasks, including requiring end-users to save their assessments in an excel spreadsheet.
Additionally, the system design contained a detrimental limitation that prevented users from partially completing an assessment and returning later. The system did not have the ability to save progress prior to completing and closing their official assessments. Further, the system did not effectively introduce business controls designed for preventive nor detective error/compliant applications.
David E. Romo-Garza, Director of Business Risk and Controls
After a reorganization within his company, a SIG University graduate applies lessons learned in the Certified Supplier Management Professional (CSMP) program to facilitate a people- and culture-driven change management approach to bring his company into regulatory compliance.
The CSMP program exposes students to leading-edge training on contract administration, compliance, risk mitigation, performance, governance operating models, talent management support, transformation and more to help companies put effective governance programs in place.
The Certified Supplier Management Professional (CSMP) program from SIG University discussed the importance of GR&C and provides samples of governance models with roles and authorities, its relationships, and communication structures in relation to the procurement or sourcing strategies of an organization. I was glad to see these topics discussed as it confirmed the need for reorganization within my company, which now has clearly defined roles and responsibilities between governance and third party risk management and the sourcing department.
David E. Romo-Garza, Director of Business Risk and Controls
Intelligent Automation Implementation: A Matter of Discipline
SIG University Certified Intelligent Automation Professional (CIAP) program graduate David Romo-Garza discusses how discipline and organizational changes will create efficiencies throughout the lifecycle designed to implement Intelligent Process Automation.
Automating processes is still a challenging endeavor for multiple organizations. Lines of Business (LoB) continue to struggle to understand the steps that it takes to implement and manage Intelligent Automation efforts effectively. Bringing discipline to an undisciplined culture creates a multitude of barriers that have a trickle effect that prevents organizations from effectively automating their processes.
Navigating the Lines of Business and Processes
During my last position at my current organization, I experienced the pains and aches from both perspectives, the LoB and the Process Owner. On one end, I represented the LoB, who was trying to automate the due diligence procedures related to vetting our third parties. While the process was considered automated, it was ineffective and broken. It required countless manual tasks, including requiring end-users to save their assessments in an excel spreadsheet.
Additionally, the system design contained a detrimental limitation that prevented users from partially completing an assessment and returning later. The system did not have the ability to save progress prior to completing and closing their official assessments. Further, the system did not effectively introduce business controls designed for preventive nor detective error/compliant applications.