Hyper-automation is the future of BPM automation: WNS’ Sanjay Jain

Hyper-automation is the future of BPM automation: WNS’ Sanjay Jain

Organisations today are striving to digitise their businesses to stay ahead of the competition and increase productivity. Similarly, business process management (BPM) companies are utilising various technological advancements to meet the needs of these enterprise clients. In an exclusive interaction with TechCircle, Sanjay Jain, Chief Business Transformation Officer at WNS, a global BPM company headquartered in Mumbai, explains how the company is leveraging hyper-automation, along with other technologies like artificial intelligence/machine learning (AI/ML), generative AI (Gen AI), and cloud, to enhance its capabilities and remain competitive in the market. Edited excerpts:
What exactly is hyper-automation and how does it benefit BPM companies like WNS?

Hyper-automation, which includes process mining, intelligent document processing (IDP), workflow orchestration using low-code/no-code platforms, and robotic process automation (RPA), has been used to implement bolt-on automation solutions. The trend has shifted towards rapid deployment of hyper-automation technologies, moving away from high-code development in core software platforms. To align with this shift and enhance capabilities, WNS has partnered with hyper-automation and RPA platform providers. For example, the acquisition of WNS-Vuram in 2022, a hyper-automation service provider, was crucial for scaling up and delivering comprehensive transformation services. WNS-Vuram's expertise has strengthened WNS' capabilities, enabling the implementation of solutions using multiple hyper-automation platforms and solidifying its position as a leader in the BPM sector.
What challenges do CIOs and CTOs face with advanced technologies like AI and hyper-automation?

CIOs and CTOs face three key challenges when dealing with Gen AI and hyper-automation. First, justifying the return on investment (RoI) in a use case incorporating these technologies. Evaluating the investment required against the expected ROI is critical. Often, solutions are deployed without adequate timelines for realising ROI, making it challenging to justify these technological investments. The second concern is related to data confidentiality, security, and ownership of Intellectual Property (IP). The third challenge is ensuring the accuracy of the output, considering bias and hallucination issues where Gen AI generates unreal outcomes. These complex hurdles add to the difficulty of integrating Gen AI into operational frameworks.
How are you using technologies like AI/ML, analytics, and automation to help clients accelerate digital transformation?


WNS has traditionally used AI and ML in its AI, Analytics, Data, and Research Practice, WNS Triange, to provide actionable business insights and foresight to clients. These capabilities have been expanded to develop approximately 80 use cases across various industries, allowing seamless integration of analytics, AI (including Gen AI), and hyper-automation into workflows. With the emergence of Gen AI, there has been a significant shift in hyper-automation, reimagining workflows through harmonious collaboration between humans and AI as copilots. This collaboration, driven by cognitive tasks using Large Language Models (LLM), streamlines processes and empowers agents and associates to focus on strategic aspects of their roles, enhancing business efficiency, effectiveness, and client experience.
How do you address the challenge of human capital?

At WNS, we have a three-pronged approach to Gen AI training. The “Gen AI for Analytics” training equips data scientists to curate, chunk, and virtualise data before using Gen AI. This training is crucial for handling data-related tasks efficiently and optimising analytics processes. The ‘Gen AI for Applications’ training focuses on reimagining workflows for collaboration between humans and AI as co-pilots. Our software professionals undergo comprehensive training to configure workflows and implement hyper-automation solutions where AI functions collaboratively. Our BPM workforce is trained to use Gen AI within confidentiality and security constraints, enhancing skills and capabilities across various domains within the Gen AI framework.
Which technology areas will be your focus this fiscal year and why?

WNS will focus on Hyper-automation, which indeed is the future of BPO automation, alongside AI/ML, Gen AI, and Cloud this fiscal year. Hyper-automation strategy is anchored in four pillars: process mining, Intelligent Data Document Processing (IDP), no-code/low-code workflow platforms, and task automation with RPA. These initiatives have streamlined workflow deployment, boosting operational efficiency. AI/ML technologies provide valuable insights for informed decision-making and process optimisation. Cloud technologies are essential for offering cloud-native solutions across service providers. WNS’ proactive approach to technology is evident through the Technology Evangelist Group, exploring emerging technologies and creating Proof of Concepts (POCs) and Minimum Viable Products (MVPs).
In the crowded BPM market, what sets you apart from competitors?


As a digital-led business transformation partner, WNS is entrusted with critical processes by clients across multiple domains. WNS nurtures specialists and uses digital technologies and analytics to deploy transformational solutions. This domain-centric approach, combined with comprehensive digital technologies and data, analytics, and AI capabilities, strengthens its marketplace strategy. WNS stands out in the competitive market with its transition to output and outcome-based pricing models, signalling a commitment to delivering tangible results.

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