TECHNICAL
This means that even if we have automated workflows and the processes that use them, different processes that are related must also be linked in order to avoid islands of automation. Hyperautomation can therefore be seen as an over-arching approach that brings all of these separate automations, workflows and processes together, to the greatest extent possible. How to leverage hyperautomation today? As already mentioned, automation is a journey and can be implemented incrementally. So, hyperautomation does not replace existing automation efforts, it extends them, while offering a roadmap to continue the journey towards the goal of fully autonomous networks (as outlined by the TM Forum’s definition). That’s because it combines discrete automations at a workflow or individual process level into a cohesive framework that spans domains and functional areas – for example, OT and IT. Hyperautomation is essential however in enabling CSPs to deliver differentiated services in a dynamic and agile manner. In addition, it’s also essential for meeting a growing body of compliance obligations, such as the Telecoms (Security) Act 2021 and the NIS 2 Directive. New business opportunities that depend on Hyperautomation Let’s consider a concrete example, such as the process of remotely deploying updates to customer routers. The manual process involves creating a window during which this can take place, isolating the software, remotely accessing each router, deploying the update, and then performing the necessary pre-flight
piecemeal. The same logic can be applied to any network device – router, radio access network and so on, as well as for systems in the OSS and BSS domains. Alarms and alerts can be converted to actions, while outputs and telemetry data can also be handled by similar principles. There are literally thousands of such tasks that can easily be automated – with the right tools – creating a patchwork of ‘point’ automations that help manage performance, optimise efficiency and ensure smooth service delivery.
What is hyperautomation?
One widely accepted definition comes from industry analysts Gartner:
“Hyperautomation is a business-driven, disciplined approach that organisations use to rapidly identify, vet and automate as many business and IT processes as possible. Hyperautomation involves the orchestrated use of multiple technologies, tools or platforms, including: artificial intelligence (AI), machine learning, event- driven software architecture, robotic process automation (RPA), business process management (BPM) and intelligent business process management suites (iBPMS), integration platform as a service (iPaaS), low-code/no-code tools, packaged software, as well as other types of decision, process and task automation tools. 1 ” While that may seem like a complex definition, in essence hyperautomation means “automate as many business and IT processes as possible”. In telco, this means that we need to consider not just automation within processes (adjusting router capacity and flows, based on known alarm conditions, for example), but also automation between processes. At this point, it’s worth distinguishing between workflows and processes – as there is a key difference. A process can be composed of multiple workflows, each addressing a specific task or activity (such as adjusting the capacity of a router). However, a process is actually more related to a set of activities that help you to realise your organisation’s goals (such as enabling zero-touch cash to deployment and assurance for a fibre service — converting the customer journey from order to deployment into autonomous workflows — and extending these through service lifecycles). Hyperautomation therefore acts at the level of the process and the organisation, and covers multiple related workflows that support each process.
Advanced automation practices
Similarly, there are more complex processes that touch upon business requirements and offers, and may involve multiple orchestrated automations, as well as requiring technical actions. For example when a CSP sells a service, the composition, credit checking, provisioning of all related attributes that comprises the service (whether physical or logical), billing and activation of that service must follow; can all be achieved without leveraging AI or human-interaction. How? Because within these processes there will be discrete automations – all of the flows can be automated and tightly orchestrated — and then integrated. Another example might involve a customer requesting a new 5G slice, an ethernet link or a new fibre connection, which then requires orchestrated automation of the steps required in the flow – from order registration to inventory checks, capacity checks, the delivery of any required hardware and so on. The whole process is therefore made more efficient through automation - and this reduces the potential for human error, as well as accelerating delivery and reducing order to cash cycles. These steps are already easily achievable and can push us towards where we want to be – the realm of hyperautomation.
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May 2025 Volume 47 No.2
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