Finding new ways to redefine expectations

As a committed MAMIL (middle aged man in lycra) I am somewhat proud of having, on more than one occasion, ridden 200km in a single day. I was blown away to read about the Transcontinental Race in a report at  https://www.bbc.co.uk/sport/cycling/52151401

4000km in around 10 days with no support is truly in ‘mind melting’ to someone who has experienced a tiny fraction of exhaustion and undercarriage pain that is involved.

The 2019 edition was won by 24 year old Fiona Kolbinger, a German medical student, who finished 8 hours ahead of second place and days ahead of many very accomplished ultra athletes who were rightly proud to just finish. 

How do you find ways to break down such a challenge and execute when needing to make decisions in such a physically exhausted and sleep deprived state? 

Clearly Fiona redefined what is possible

It seemed to me that it must have a lot to do with the cumulative effect of many actions and decisions taken during the planning, training and race phases of the endeavour. I am a fan of James Clear’s Atomic Habits book which analyses how remarkable outcomes are achieved through consistent execution of many seemingly small actions and decisions

Would your business benefit by adopting this way of thinking?

Research has shown that organisations typically have 30% of their back office resources performing low skilled, repetitive tasks which are essential to the smooth flow of information across their processes. Despite deploying software applications to improve productivity, humans are needed to connect some of the different applications together. 

What if there was a way to redefine how these mundane tasks could be completed and, in doing so, release the potential of humans who spend 20% of their time doing them?

Just like Fiona had access to the same equipment as her competitors, Robotic Process Automation (RPA) technology is available to perform these manual tasks requiring little or no judgement that hold back office teams back (typically equivalent to 30% of the typical organisation’s back-office costs – as outlined in Productivity Lock). The conventional implementation approach requires up front commitment and the acquisition of design and deployment expertise – putting use of the technology out of reach for many organisations

We use the technology to ‘Micro Outsource’ these tasks, making it accessible to organisations who have 5 or more people in their back office function.

Micro-Outsourcing in Action