such as auditing, advertising, and banking, where innovative input from employees is particularly valuable. Employees understand very well which tasks require the human touch, and they know where and how automation can do a manual routine job better. And they often have stake in automating routines, which frees them up for more interesting knowledge work.digital kaizen,
Employees seldom perceive their idea’s evaluation and selection as transparent, and often it is not clear why an idea received low scores or has been rejected. And although frontline employees are best positioned to sense changing business conditions and opportunities, they are generally the least heard . In a nutshell, getting employee engagement for kaizen improvement is hard, even if companies have digitized processes already.
To date, PwC citizen developers, as platform contributors are called, have created over 7,000 automations on their digital kaizen platform. In the U.S. branch alone, more than 95% of partners and staff are active on the platform.Another problem with frontline innovations is that solutions do not easily spread between locations or separate units.to their specific customer, the specific creator, and the specific process characteristics.
But that functionality alone isn’t enough. A key condition for scalability is that the solution solves a problem shared by multiple target users and meeting this condition usually requires the idea contributor both to check with their peers’ interest in automating a certain task and to understand how the task is executed by different users. It also requires an additional development effort to ensure that the solution can accommodate multiple and varying uses.