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With the NHS Nursing Crisis, the Need for AI Cognitive Agents Becomes Even More Critical
AI in Healthcare Blog The well-publicized nursing shortage in the NHS is now a true crisis, according to a report this week from the BBC, with the number of leavers outpacing joiners and the NHS insisting action is being taken to reverse the trend. Whatever recovery plans the NHS maps out, this development is perhaps the clearest signal yet that the very nature of nursing across the UK needs to change, and AI-enabled cognitive agent technology can play a critical part in that transformation in the UK and indeed globally. According to figures from NHS Digital provided to the BBC, more than 33,000 nurses left the profession last year, an..
David Champeaux, Director, Cognitive Healthcare, IPsoftJanuary 19, 2018
Digital & Human Health Care – ‘And’ not ‘Or’ - David Champeaux
Q&A: Scot Whigham, Director Global IT Service Support, InterContinental Hotel Group
[caption id="attachment_7483" align="alignnone" width="625"] Scot Whigham of IHG addresses the audience about his experiences with Amelia at the IPsoft Digital..
January 16, 2018
Now that you’ve used AI technology, what were your biggest surprises, and what were the biggest challenges? Three things in particular. This is new technology and the necessary skill sets are few and far between. How do you scale up those skills? IPsoft has significant skills to deliver on the platform, but the key is also having the expertise on our internal business processes and how they would work in this platform. It’s critically important to understand the soft skills you need and understanding the business processes necessary to execute on different tasks. What was surprising was how poorly we documented the business process day in day out, and working with Amelia provided us a much greater understanding of all of our processes. Second thing that was the level of training. We should have engaged in training before the [implementation] process even started, in order to get both sides [IHG and IPsoft] to speak the same language and terminology so we can effectively communicate in deploying this technology. The third was how to let the technology’s true capabilities come forward, and not try to programmatically determine every little step in the process. We did not leverage the technology’s ability to learn and to map out conversations, to help build out the BPMs (best practice models), and to help us establish a baseline and a framework where we could quickly deliver. Due to the way we originally deployed, we slowed ourselves tremendously and we limited the amount of data we fed into Amelia. If we were to start all over again, we would change that up and try and feed all the data that we could to Amelia in terms of process, knowledge base and actual conversations that were taking place. We would allow Amelia to start mapping out as quickly as possible and allow her to build that baseline framework, that we could then hone those experiences we wanted our customers to have with Amelia. How do you push culture change in an organization when implementing AI technology? The cultural challenge that we had to meet with our tech organization was the fear that this was job-killing technology. That’s the fear we faced the most and what we’ve had to face in this technology. We didn’t want to overly promote this technology, saying that it was going to solve all challenges – it’s not a panacea or a silver bullet to any problems that you have. It should be part of your overall business strategy. It was critical to overcome the fears we had internally, so we flipped that on its head to demonstrate how staff would fit into the business strategy and how their jobs would fit into higher-level roles. What you see is our employee engagement scores remain extremely high within the support organization. Make sure this technology is part of the overall strategy, and make sure that people are included in the strategy and explain how they’re going to work together with the technology. What metrics do you have or think are important for measurement of success? First and foremost, does Amelia help our customer? Is she successfully assisting the customer? We pay very close attention to her capability to execute on individual tasks and the different situations we train her on. For the initial business cases that we trained her on, she has had success rate in the 80-85 percent range. It’s the same experience if you measured individual agents, they’re ability to execute on tasks they’ve been trained on. One great advantage with Amelia is you train at one point, then for every interaction she has going forward, and because she can do transactions simultaneously, that means we have one point to change and she can execute on that change. It’s a critical metric that we use. We’re deploying some other technology in order for us to understand the satisfaction of the experience with our customers, and how they feel about the technology. We’ve seen high satisfaction rates so far with those customers that have engaged with Amelia. What we’ve been hearing from our customers is that “it’s about time” – they’ve been expecting this technology and our culture is embracing it.
Make sure [Amelia] is part of the overall strategy, and make sure that people are included in the strategy and explain how they’re going to work together with the technology.
Scot Whigham, Director Global IT Service Support, InterContinental Hotel Group
CIO: How AI Will Impact Your IT Career
IHG's Scot Whigham discusses the company's deployment of Amelia, IPsoft's virtual agent, and explains how AI is part of a transformation strategy, Read more.
Computer Weekly: Robots are Needed to Manage the Automation Robots
Karl Flinders of Computer Weekly looks at Chetan Dube's perspective on how robotic process automation and artificial intelligence are at odds. He says, "Today’s..
January 25, 2018
Karl Flinders of Computer Weekly looks at Chetan Dube's perspective on how robotic process automation and artificial intelligence are at odds. He says, "Today’s software is able to perform many repetitive tasks of workers that were traditionally seen as being safe from losing out to machines. Robotic process automation (RPA) is now mainstream. But although RPA is proving its worth, grouping it in with AI, as many analysts and industry commentators do, is doing AI a disservice: RPA actually needs a lot of human intervention." Artificial intelligence holds the promise of systematic learning and automated fixes. In this article, Flinders explores the possibilitiesfor AI that Chetan Dube sees coming to fruition as well as the advice he shares for today's business climate. Read more.
Consumers to Financial Services Firms: Do More in CX
AI in Financial Services Blog Regular readers of IPsoft blog posts know that we often publish entries focused on customer experience (CX) – how important it is for a..
John Madden, Senior Manager for Content, IPsoftJanuary 12, 2018