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Top 4 Pain Points For A Modern Access Management

For decades, one of the basic tasks of IT has been to ensure whether the data and resources are only accessed by authorized employees or not. In an increasingly digital and mobile landscape, IT jobs has become more challenging, they need to continuously verify all users and devices at all entry points. They must enable secure access for everyone to all applications no matter their type or where they live (public cloud, private cloud, on-premises, enterprise, third-party, mobile). They must accommodate access across cloud, mobile and APIs. Therefore, effective access control is more important than ever today due to the amount of enterprise critical data.

 

However, very few companies have developed their practices with existing infrastructure. On the one hand, because there was no need for security issues that have not yet occurred, and, on the other hand, because technology has evolved so fast that other areas had priority when it comes to innovation and modernization. As a result, administrators face a number of hurdles that they have to master in order to be able to set up up-to-date solutions and processes.

 

Top Characteristics of Identity And Access Management Solution

 

  1. Excessive costs and expenses

Over the years, IT environments have grown into multiple applications whose data silos require access to different people and roles. The larger the company, the more heterogeneous the IT landscape is. Tasks such as password resets in case of loss of login, the creation of different accounts for new or temporary, or the removal of former employees leads to a huge administrative effort and high costs. Remedy here is the consolidation of fragmented individual solutions and the integration of a central administration. However, this must first be integrated with extensive effort.

 

  1. The new user lifecycle

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Employees today are moving much more dynamically in the company than before. Instead of pursuing linear career paths, they increasingly work project-related in other departments or change roles within the company. In addition, external consultants or partners are increasingly involved, so that access rights are granted at much shorter intervals than previously.

 

  1. Outdated authentication

Username and password have been the standard form of authentication for enterprise applications for decades. However, security experts have been preaching for years that this form can no longer compete with today’s requirements. The proof is ironically provided by the pioneers in the tech industry itself. Twitter, Apple, Uber and the veteran Yahoo are among the prominent names that made headlines in the past through password glitches. Even the half-hearted attempt to use complex passwords with special characters and numbers is a small obstacle for cyber criminals. Using simple tools, they can calculate countless combinations in no time. More up-to-date and much safer is the use of multi-factor or biometric authentication.

 

  1. Recognize and respond to digital intrusions

Even the best security practices today cannot provide complete protection. Therefore, appropriate solutions must be in place to notice as quickly as possible if unauthorized people gain access to the system. Since employees cannot track all login attempts at all times, they must resort to the help of analysis tools and automatisms. An effective approach is to document real-time traffic and analyze disparate user behavior. If an access is made several times from different locations within a short time, or if unusually large amounts of data are downloaded by one employee – ie if the behavior differs from the standard – this can mean that a user account has been taken over. There are two ways in which the system will respond: either the account is locked, or an alarm is triggered.

 

The path to a modern access control strategy is diverse and defining a royal road is difficult. Especially in this day and age companies have to decide which technological measures and internal processes they choose to meet the individual requirements of their systems. After all, safety does not have to be perfect, but sufficient for one’s own requirements.

Traps To Avoid On the Road To The Industry 4.0

 

The four industrial revolutions Source Kagermann et al 2013

We are in the middle of the digital revolution. Now smart business decisions are needed to respond to the rapid changes. Companies must change from analog to digital and those digital processes must be optimized. The term industry 4.0 stands for the fourth industrial revolution, a new level in the organization and performance management of the entire value chain across the lifecycle of products.

 

As the promise of Industry 4.0 is real, new digital technologies enable manufacturers to capture significant value through improvements in flexibility, productivity, quality, speed and safety. Indeed, it is essential for companies to implement these technologies in order to reach the highest levels of operational excellence andto stay fit for the future.

 

But as Industry 4.0 solutions become less expensive and more powerful, many manufacturers have fallen into the trap of wasting time, money, and resources on implementations that fail to address the most fundamental points in their operations.There are many traps along the way. Here below are the list of traps to avoid in order to save your digitization processes:

The four characteristics of industry 4.0

 

  1. Have clear goals

The basis for every digitization project is clearly defined goals. These must be precisely determined; only then can solutions be worked out from the requirements. In order to create clear differentiations, it is important to name not only the goals but also the non-goals.

 

  1. Define the captain

A project must clarify who has the responsibility. Mostly the IT department is responsible. Without support from the executive suite, however, it does not work. Especially in industries that have nothing originally to do with IT, such as medicine or manufacturing industry, the IT and its innovation proposals are often more annoying and seen as biggest cost to the company. But one must not ignore the fact that a functioning IT is the backbone of every company.

 

  1. Forget the crew

It’s always about people. Only about half of our work is expertise, the other half is communication and interpersonal problem solving. Only with a high degree of empathy and common sense, it is possible to think in the role of all stakeholders and to bring meaningful solutions.

 

  1. Ignore employees’ fears and worries

Often employees are afraid that their workplace will be replaced by software. In most cases this is untrue. It’s extremely important to talk to people and take their concerns seriously. What they have to understand is that technology isn’t killing jobs but it’s creating them.

 

 

  1. Hope for less work

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Work does not become less, but different, through digitization. Rarely, in fact, is less work done directly and at short notice. The documentation is improved, knowledge building and utilization are optimized. This type of knowledge management is the basis for a subsequent evaluation of the data, e.g. through artificial intelligence, and thus for long-term success.

 

  1. Do not ask questions

The most successful projects are those in which the customer thinks, ask question and criticize the work.  Only then the expert knowledge of any software developer can be paired with the know-how of customers to achieve successful results. The customer should be critical, strict and demanding. At the same time, of course, they have to trust their IT when they believe that all the ideas of customers are not feasible.

 

  1. Bad communication = Bad results

Working with state organizations, can be a big challenge as every single authority/department cooks its own soup and works independently. This leads to communication blocks, is inefficient and ultimately exhausting for all involved. The vast majority of IT strategies can only work if they capture the complete structure of the company and everyone are on the same page.

 

  1. Go until the end

Sometimes projects are started and then not done or left in the middle way. Customers are fired up and highly motivated at the beginning, but sometimes lose motivation. For a fire you need a spark and a good fuel. If this is missing, a good, evenly blazing fire cannot arise. Such fires are frustrating for all sides. So only the good will of IT department isn’t enough, both parties must be equally motivated to see the results.

 

  1. Innovation and training

Two areas in which you should not save on a digitization project are the dialogue with people and time. The employees must understand and accept the innovation and management must be open to offer training sessions. Because trained employees work more effectively and more motivated, which always pays off in the end.

 

  1. Do some savings

There is always potential for savings. For example, the license costs by working with open source solutions. There are still a lot of companies with security concerns and brand beliefs, but leaks are also in the source code of Microsoft and Apple. In addition, the choice of open source software also has an ideological aspect. Knowledge grows when you share it. It should not only depend on the budget, whether you can afford knowledge or not.

 

  1. Stand still

After the project is before the project. A long-term project is good for both sides, customer and vendor’s because they get to know each other and know how they tick. And vice versa. Since digitization is an ongoing process, one should never talk about end results but only about intermediate results. Digitization is a way to never stand still.

Business Process Management OR Robotic Process Automation – Which Process Optimization Can Be The Best For You?

Business Process Management vc Robotic Process Automation

In today’s highly competitive era, entrepreneurs must ensure that their operation is in no way inferior to the offers and services of the competition. The digital age demands modernization as well as adaptation and optimization of processes.

 

To achieve this goal, the IT responsible can use different methods: These include, for example, Business Process Management (BPM) – also known as classical dark processing – and Robotic Process Automation (RPA). But which method is suitable in which situation? Can companies achieve better results with just one solution, or is the combination of both methods the perfect strategy? While RPA makes software robots useful as smart colleagues in the business, BPM is more likely to purposefully analyze, model and improve all business processes. Both methods can be applied under the same objective but are implemented with different strategies – RPA more factually, BPM more strategic.

 

Business Process Management – System With Strategy

 

Business success depends in many cases on how well internal processes comply with customer requirements. With the help of Business Process Management, business processes can be digitized, ie modernized, and an agile way of working can be introduced. BPM is a technology that has made a major contribution to the digital transformation strategies of many organizations. It involves designing processes, executing them across systems and people, managing tasks, and optimizing it all continually. BPM focuses on redesigning the existing business processes of an organization to achieve optimal productivity and efficiency. The method thus supports those responsible to gain an overview, to redefine processes, to map and finally to coordinate – also concerning the employees. In this way, a long-term improvement of the processes and, as a result, the ability to act agile succeeds. Often software-based techniques are used which accompany every business process, from the order to the customer service. This applies, for example, to paperless processes in which software takes over all work orders and relieves the employees.

 

Robotic Process Automation – Operation Software Automation

 
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Robotic Process Automation is digital techniques form an interface between the management concept and the automation of business processes using software solutions. Virtual employees take over the handling of individual user interfaces or even entire business processes, including the use of the associated user interfaces, such as mouse and keyboard. The software works cross-application and integrating with programming interfaces (APIs), REST interfaces, user interface automation (UIA) and automatic image, pattern and text recognition on all computer surfaces. With the help of automation, workers get more time for tasks that require individual interaction and emotional judgment. Software robots mimic and perfectly scalable business processes in all areas around the clock with almost zero error rates.

 

Analyze your own interests

 

So who benefits? Who benefits from which method? Basically, BPM and RPA work very well together. In the strategic observation and optimization of business processes, RPA offers itself as a partial solution. At the same time, the use of software automation does not always require a comprehensive management concept such as BPM. In other words, while BPM focuses on the overall process and monitors the big picture, seeks potential and improves processes, RPA is used on a selective basis. The software robots can be applied to individual processes as well as to higher-level business processes, but they work operationally and do not form a concept for the entire company. RPA represents the next level of innovation in the direction of automated workforce for ERP and BPM systems.
BPM and RPA are really two sides of the same coin. Both are valuable tool sets that management can leverage to drive operational excellence within their organizations. Ultimately, it depends on what goal companies pursue with their process optimizations: a holistic structuring of operations or the automation of repetitive activities.Indeed, the best results are often achieved when both technologies are deployed to drive true transformative changes.

 

Perfect combination

 

Currently, automation providers are still focusing on one or the other approach. However, the trend is increasingly towards combining the two processes. This enables a smart automation solution that makes the most of both methods and gives users the freedom to choose the most effective approach to implement at the process step level when automating a meta-process. The added value of the dynamic set-up may result from choosing a hybrid fitting but well set-up right at the beginning. However, there is also the possibility of leading it along a time-defined, long-term migration path that gradually shifts the focus between RPA and BRM. The latter makes sense, for example, if RPA serves as a starting point in an overall strategy. Robotic Process Automation is often used in such cases to achieve short-term, but – in terms of a total transformation – only temporary automation success, until the necessary foundations for BPM automation have been created.

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