About the Author

Ted Shelton

Chief Customer Officer

As a member of the Catalytic executive leadership team, Ted is responsible for building outstanding marketing, sales, and services teams to support our SaaS software platform, used by large and small companies for orchestrating and automating business processes.

A Single Gear or The Whole Machine

I have written elsewhere about the Coming Trough of Disillusionment for robotic process automation (RPA). While I don’t believe that the overall market behavior of “inflated expectations” followed by a trough of disillusionment can be stopped, individual companies are capable of navigating their own paths independent of the overall market. Doing so requires a clear view of what RPA can... Continue reading...

The Coming RPA Trough of Disillusionment

analysis robotic-process-automation
Are you ready for the RPA Trough of Disillusionment? Gartner’s time tested Hype Cycle model predicts that new technologies will go through a cycle in which media (and analysts) over promise the potential, inflating expectations, and ultimately disappoint early investors in the technology as it fails to live up to the promises. As this recent post in the Wall Street... Continue reading...

Trees -- Meet Forest.

strategy digital-transformation machine-learning ai
I have met and worked with dozens of companies that hope to use machine learning in a meaningful way to improve their business operations. Almost all of them are lost in the details of the science experiment of getting the technology to work. And this misses the key larger issue – the need to conduct business experiments on how to... Continue reading...

Automate or You Will Be Obliterated

strategy digital-transformation business-process-reengineering future-of-work
In 1990 MIT computer science professor Michael Hammer started a revolution in management thinking with his HBR article “Reengineering Work: Don’t Automate, Obliterate.” The basic premise of his article, which put the business process re-engineering movement into high speed, was that organizations were wasting time and money putting technology into organizations to automate existing processes that created little or no... Continue reading...