>> from New York City. It's the cue covering automation anywhere. Imagine, brought to you by automation anywhere you >> were in midtown Manhattan, at the automation anywhere. Imagine Crawford's twenty nineteen really psyched to be here. Fifteen hundred people talking about our P A. But really, the Rp story is much more than just robotic process. Automation is really a new way to work, which we hear about all over the place and really reimagining what this technology can do. We're excited to have our next guest. She's Shelly Kramer, an analyst and partner for feature research. Shelley, great to see you. >> Great to see you, too. And you got it. >> I got a right. >> You got it. >> Well, you're a very busy lady. Got all kinds of stuff going on, which is what we like. So first off, just kind of Have you been here before? General impressions of the show. >> This is my first, Uh, this is my first, uh, automation anywhere event. And so it's exciting. I write a lot about our PPA and about the future of work and work force transformation. So it's great to be >> here. Yeah. And you just wrote not a super uplifting article linked in about, you know, employee dissatisfaction and some of the issues with employee retention. We talked before. We turn the cameras on about things like calling him human resource is, you know, and human capital there, they're people. And I thought my here really touched on it. Well, in the keynote today that this is not a rip and replace technology for people. This is a tool to help us do our jobs better, just like our laptops and our mobile phones and our application. So are you excited about the opportunity? See, it is this transformative. >> I do see this transformative. And I think that before you talk about what we talked about, the technology that we have to talk about people and Simpson and I'm pulling this out of my memory banks. So on average, about eighty two percent of employees within any organization are disengaged. OK, eighty two percent. >> So the ping pong tables and the tables are not doing it. >> And so when you think about it and engaged workforce are people who wake up in the morning or whatever it is, they go to work and who are excited about what they're doing excited about their company. They're working for love, the culture that they're working within. I love all those things that they're doing. And so when you realize that eighty two percent of people are disengaged, that's problematic. Right then, you're talking about the toughest talent acquisition markets that we've had in a really long time. So we're all fighting for top talent, not just top tech talent but any kind of talent. And so focusing on how we can make the workforce better and create better cultures and put systems and processes in place that can make people do their jobs more efficiently, more productively and actually like them. That's to me. That's the beginning of where we get to this technology piece and what our P a Khun Dio How? Aye aye plays a role in there and how you can. How employees can partner you think of technology as a partner, as opposed to worrying about technology replacing them. So I think it's an exciting time in the workforce, and when you think about it that way, it makes a lot of sense. >> Do you think the difference in kind of the expectations that people have when they Goto work to be engaged as a function of the millennials who are looking for something that's more mission lead. Is it a function of just the competition? It's so robust that before people could get away with having, you know, maybe a less compelling work experience. What do you think is driving? The changer hasn't changed, and maybe now we're just paying more attention to it. >> You know, I think it's changed in a little bit. I think that you and I are old enough that when we were coming of age and we were working our way up the corporate ladder, you know, you kind of sold a little bit of your soul to the company store. No matter. I mean, I gripped in advertising, right, and, you know, I work crazy hours, and I loved it. But I never questioned that there were dues that I had to pay, and that's what you think. And I think that people don't necessarily expect the world on a platter. But I think especially the more skilled you are, whether it's a knowledge of tack or whatever it is in today's market, I think that ueno and again it could be someone my age. It could be someone that's twenty five. It could be someone that's forty. I can find something else. So minute, this isn't doing it for me, right? I can go find something else right now. That said, there are also people who are punching a clock. You know what I'm saying? And I don't mean ship workers. Necessarily. As much as I need to pay the mortgage, I need to get my kid's bed. You know, I don't love this job. Maybe it's a path to something. One of my daughters works for an insurance company. She has a very non glamorous job. She doesn't love it, but she knows she has to do it for X amount of time before she can be considered for this different promotion. And she is watching the clock on literally. I'm getting to that milestone and asking for her promotion. And if that doesn't happen, she'LL leave. So so I think that when you can, people don't feel like they need to be stuck, right? So I think that way. As a CZ leaders and his executives in the workforce, I think you always have to be mindful about what the work environment that you're creating is and focus on. How do we keep how do we get people? And how do we build the value props that we used when we entice them to say yes to our offer? How do we get them to stay? >> S o many things there, But But, you know, what things you just mentioned is is I don't think they accept it like we did. Maybe when we're coming up, which is, you know, you hire somebody and you hire them for the act tributes that they're bringing in the organization than it used to be. Then you give him the employee rulebook and you basically squash, you know, kind of all the individual creativity and ingenuity and enthusiasm, which is why you hired him in the first place. And we don't see that as much anymore. But at the same token, you know, not everyone's worried about robots taken their job at the same time. There's so many unfulfilled Rex out there. And as you said, it's the most competitive labor market out there. How our employers supposed to kind of square that circle because they need to bring the automation they want to keep the people happy. It's a hyper competitive market, and they need mission. But, you know, we gotta pay the bills and get the products out. >> I think that So I think that we can never forget that people that work for our companies need to pay the bills too. Right? So when you can give them something that they could be excited about, Tio dio that helps. Right? But it just kind of like I'm thinking back Teo, uh, presentation and I can't remember his name. But the V p of product did a presentation about today on a loan mortgage loan application. Okay, that has to be like one of the most boring things, right? If you're in that mortgage loan processing, do this. Do this. Do this villain this spreadsheet love about, By the way, I hate creating spreadsheets. I just want to look at a finished one. But anyway, it was so cool to just look at this, and I shot a video of it, shared it on Twitter. If you want to see what I'm talking about, but which is so cool that you can do this and do this and do this and you know you create this process. And in no time the technology has done all the work and all the calculations, and you've got a recommendation approved, not approved. And so if you're in the mortgage loan business, way to think about that leased, the way that I think to think about it is, doesn't mean that your job is going to go away. It's just like my daughter doing that not very exciting job that she's doing. If automation could fuel some of the mundane, repeatable, banal tasks so that she could focus on the other part of the equation where it's more interesting and more exciting, I think then that's really the value equation there. But I think as I think, what businesses have todo is be transparent and very honest with their employees and tell them, you know, this is our This is why we're doing this. This is what our means, and this is how it's going to add value. It we're not doing this to necessarily replace humans. This is so that we can make this work better, efficient more, you know. And I think that you know, I'll step back and say for a personal example. We went through a process last year where we evaluated all of our business processes, and we looked at how much time our employees were spending sweet track time doing certain tasks. And then we were realizing, you know, the value there. We were actually paying too much in terms of the time, investment or tasks that didn't make sense to. Then we set out integrating automation into our processes, and it was it was a big project, right? And people were kind of worried, you know, and they were kind of worried about it. But one of the things that way told them early on with, like, This is not so that we don't have work for you. This is so that we can make what it is you're doing more efficient and you could do things you like better, >> right? Right. >> And so and that has happened and way didn't lose any of our team. And a lot of those task that they were doing are now automated. They're doing stuff that they like more. So I think that I think that's really the challenge for businesses. Two is the messaging right and then involving your teams in the process, appointment of any kind of >> technology. I think it's just the soul crushing. You know, expression is so it's so valid for for these types of activities. And I think again may hear had a great stat. Four percent of US jobs required a medium level of creativity, which you know people want to get out from under that. But if we can define it as a tool and is a thinking like personal digital assistants, my body will. That used to be just my palm three was my p d. A. Right wow how no. One No one was threatened by the Palm taking the job away. So I think you know, you're right. If we can put it in the context of it's just another tool that's just gonna help you get your job done. That's a very different way to frame the problem versus kind of just ripping replace narrative, which we hear kind of over and over again. >> Well, and I think it also goes beyond Jeff. It's goes beyond, and I think that employees at every level have to understand this. It goes beyond just helping you get your job done. It really is about, you know, cos that survived today and tomorrow are the companies who transformed. And, you know, we talk a lot about digital transformation. And you know, I'm out there on the front lines all day, every day, and I can promise you there are many, many companies who are far from really understanding and embracing this and understanding what it takes from a technology standpoint and the value, that data ad and how to use that data and and the impact that that has on customer experience and all that sort of thing. So So I think it's really is about much more than this will make your jobs suck less >> right, right, Right. >> I think it's about this is how our company stay successful. This is how you helped make your job in the role you play within our organization, what you want it to be, right? And I think that you could probably telling, you know, I've been marketing because I'm always thinking about you know how I know how you spend something and I don't mean in a spin like a PR way, but I think we all have to step back and think about it in terms of the whole equation. And there are a whole lot of companies that don't exist anymore, right? You know whether you're talking about the financial services sector and you know and every business everywhere is being disrupted. I told this story. I was I was talking with me here earlier this morning and I was telling him a story about how my husband, I just bought a new car and we expected to get a loan for that car from our community. It's not a community from our our local bank local. Our local bank has been recently purchased by a bigger bank in the last couple of years, but we run all of our corporate money. I mean, everything that we've ever done is here in this way. You know your spell. ITA loan application. No problem. Give us an interest rate. No problem. But they made every part. My husband I vote travel a lot for business, and they're every part of the process required us to be somewhere together to have an official closing. To do this, to do that and it was just like way could never purchased this car because they were making it so difficult for us. So we enter death talking with the car dealer who said I'm not God. We can fix you up, financed it through their banking partner, which is a huge national bank approved in five minutes. Loan documents in five minutes. Hey, come on out. You sign this tomorrow? He consigned this when he gets, you know. And when I talked to my bank after the transaction, they said, Here's the deal. I wanted to do business with you. But when you make it difficult for a customer to give you their money, they're not gonna hesitate to give somebody else there money, Right? So So I think the banking industry is one example of the these processes that air so cumbersome that in some ways can be automated, but it just it doesn't make sense. And customers today you and I are impatient people as our people younger than we are way. No, there has to be a better way. An analogy could give us a better >> win it right, And, you know, they could use different data sets. And I mean, I've bought himself recently, and you just push the button on the phone and it takes a minute. The wheel spins and then your approved right and you're done if you're done, and it's it's a completely different experience. But the part about the digital transformation I want to follow because it came up today where a lot of times people are the integration point between these systems very similar to the example you just used and you can't digitally transform. If all these automated systems ultimately have the bottleneck through some person to take this piece Veda and stick it over there, right? So it's it's absolutely critical to get those people out of the way, right? So as you look forward twenty nineteen, what are some of the big trends beyond our P A and kind of personal digital assistants not called palm, uh, that you're seeing and that you're excited about? >> Well, I think that, you know, it's hard not to be excited about our p A. Just simply because of, you know, it's predicted to be a one point nine billion this year and to almost double by twenty twenty one. I mean, it makes sense that companies like automation anywhere doubling down on that right. It also makes sense that gigantic companies like IBM and Jo Lloyd and you know why. I mean, you >> know, hearing for >> all here, right? There's a reason for that, right? Because IBM customers want this and Microsoft's customers want this. So So I think that in general I think that technology is fueling our world. Our personal lives are business world, and I think that probably one of the biggest things that I pay attention to to that we pay attention to is that technology alone isn't the answer. It's the partnership of human beings and their skill sets and capabilities and data and automation and artificial intelligence and all those things. So I think that I think that it's an incredibly exciting time. It's kind of like, you know, you you go back to the video that we saw this morning in the bit about the Internet, and I don't know if you remember this. I don't know, probably. I don't know how much older I am than you, but, you know, I remember that Internet machine and wow, this is like I could send an email, you know? And then when you think about right how and those comments, You know that Matt Lauer and Katie Couric we're making it like that weren't down comments we didn't didn't know, right? Know the impact Internet could have would have, you know. And so I think the same is true of this kind of technology today. This this next generation of technology. So there's not just one thing I'm interested. I'm interested in Element. >> Gotta keep learning right because way have a hard time with were very linear and everything is growing exponentially. So you got a got to be willing. Teo learned the next thing because it's right around the corner, >> and I think that's so key. That's that's a great rap. I think that people who are happiest today are people who actually love change and who love learning. And I would say I would posit that most that those air not inherently things that people trades that people possess. I'm lucky because I do. You see what I'm saying? I think it's >> an interesting question, whether that's inherent. If there's just people that liked the learning, our curious all the time, and that and then they got to stick in the muds and Candice stick in the muds, change your attitude and become learners again. >> Maybe they won't. I mean, you know, I think that they're I do think that there are are people who are wired to like change and two are curious and who loved learning. And I think there are a whole bunch of people who are not. And I would I truly believe that for success in today's world and moving forward for young people and not so young people, you better get there if that's not your deal, because I don't think that I did it. And I have stumbled across conversations of people having like, you know, that's not gonna happen, you know? So I don't have to worry about it because I'm gonna be outta here by then. Or and you know what? There are a whole bunch of people that have that mindset, and that's a okay, but especially for young people making their way, >> they okay mindset. But it's not the fact that that's the problem. It's it's happening now. I mean, the future is here, and it's happening at a faster pace. Well, Shelley, we could go on and on and on, but we're going to leave it there. And I appreciate you taking a few minutes out of your day. >> Absolutely. My pleasure. >> All right. She Shelly, I'm Jeff. You're watching the Cube. Where? Automation anywhere. Imagine in Midtown Manhattan. Thanks for watching. See you next time.