La pandemia ha colocado a las organizaciones en un complicado equilibrio. Con una caída drástica de los ingresos, muchas empresas han tenido que buscar fórmulas que les permitan un ahorro significativo y sostenible en el tiempo a la par que deben abordar una digitalización acelerada del negocio como ‘receta’ para adaptarse a la nueva normalidad.
Descubrir cómo han afrontado las organizaciones este doble reto ha sido el objetivo del debate virtual organizado por ComputerWorld en colaboración con Capgemini, que ha revelado, en palabras de Marga García Águila, vicepresidenta de crecimiento estratégico de ADM (Application Development and Maintenance) de Capgemini, “el papel de la tecnología como tractor para el negocio”. Para Bernardino Beotas, CIO de Securitas Direct, “esta pandemia ha supuesto un back to basics, en la que el departamento de TI adquiere todo el protagonismo para arrancar el cambio”. Beotas reconoce el liderazgo de este departamento para “más que buscar eficiencias en términos de costes ver el impacto para el negocio en término de operatividad”.
En esta idea coincide Rafael Gómez-Acebo, director de aplicaciones corporativas de la Dirección de Sistemas de Información de Bergé y Cía, para quien “siendo un gran problema el momento que estamos viviendo nos ha servido para pensar en cómo la tecnología puede apoyar el negocio”. En este punto es significativa la experiencia de Prosegur. “La compañía ha conseguido que el departamento de TI geste internamente nuevas tecnologías y las aplique en el negocio para luego, dar el salto al cliente”, afirma Manuel Tarrasa, CIO y CTO global del operador de seguridad. Tarrasa habla de “un departamento generador de negocio y que da mucho valor a la compañía”. En esta línea, Federico González, director de organización de personas de SABIS, empresa de TI perteneciente al Banco Sabadell, defiende que “la tecnología debe ser en el medio plazo una ventaja competitiva en el lado de los ingresos y no en los costes”. De hecho, como corrobora Juan Manuel García, director de servicios TI y digital de Repsol, “la búsqueda de eficiencias no es el primer driver de decisión en nuestro proyecto de transformación digital, sino generar impactos positivos en el negocio que aumenten los flujos de caja”.
Pasar los costes a negocio ha sido de gran ayuda para los departamentos de TI en estos momentos. Traducir los costes de los servicios o aplicaciones a un lenguaje que entienda el negocio permite “una mayor eficiencia en el uso y un ajuste claro de su consumo”, afirma Tarrasa de Prosegur. Alejandro Expósito, CIO de Merck, da una vuelta de tuerca a este concepto y propone “hacer acuerdos de niveles de servicio que permitan determinar el esfuerzo que se debe poner desde tecnología para dar respuesta al nivel de servicio que quiere el negocio”.
La automatización ha sido un aliado clave en esa búsqueda de eficiencia. Como muestra, la experiencia de Orange que está aplicando la inteligencia artificial y la automatización en los procesos de decisión, “que está ayudando al operador a reducir los tiempos de decisión”, expone Francisco Huidobro, director de servicios digitales de la compañía, o los proyectos de automatización y robotización de procesos en la banca minorista del Banco Sabadell para, en palabras de su responsable de organización y personas IT, “transformar el negocio y acelerar un movimiento que era absolutamente perentorio hacerlo cuanto antes”. En este contexto, Marga García, de CapGemini, subraya “la hiperautomatización que se está viendo en las organizaciones ya no sólo en los procesos tecnológicos, sino también en los de negocio”.
Fuente: https://www.computerworld.es
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