Completing manual tasks such as entering data into databases or spreadsheets or taking inventory and re-ordering office supplies can take some time on a one-to-one basis. However, when such tasks constantly pull you and your employees away from your strategic priorities, the total time needed to handle these ancillary tasks adds up. That's why implementing technologies free people to focus on their core responsibilities is fundamental to anyone business growth strategy.

Enabling you and your employees to focus on higher-level, more creative and interconnected activities, such as developing strategy or building and maintaining customer relationships, is key to business success. It also increases productivity levels and motivates people to expand the scope of their work because they can move beyond doing rote work.

Walmart is a people-led, technology-powered company. We believe technology it should serve the people, not the other way around. That's why we've invested in ways to free up our associates to focus on strategic priorities and create opportunities.

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An example of how we're bringing this to life is through our in-house AI-powered generation tool, My Assistant. We built My Assistant to help our associates spend more time on the things that matter. Our US collaborators are already using the tool to get to first drafts faster, summarize large documents in seconds, and spark creativity with thought starters on a variety of topics. Most importantly, it frees up time so they can focus on ostensibly human tasks like generating new ideas, creating strategies, and building relationships.

We are also integrated automation technology across the U.S. supply chain network to create positive, people-centered outcomes, such as creating new jobs and career paths that our associates tell us are more enjoyable and fulfilling.

For example, Chance Bayless, an associate at our high-tech regional distribution center in Palestine, Texas, participated in an in-house training program to become an automation equipment operator at his facility, leaving behind a role which he described as about 85% manual. . In his new, technology-enabled role, robotic arms do most of the heavy lifting so he can focus most of his time on solving problems. He said that manual labor only accounts for about 15% of his work, and he finds his work the most interesting and satisfying.

By giving our associates, like Chance, the ability to transform their daily workflows and responsibilities, we're also enabling our regional distribution centers to ship nearly twice the number of cases compared to a traditional facility, strengthening the experience of purchases in the facility's stores. supports our business in general.

We implemented technology solutions after carefully evaluating the tasks and workflows for which they were candidates automation. Regardless of the size of your company, I recommend conducting this research in all areas of your business. Look at several different metrics and ask questions like:

• How much time should an employee or team spend on a manual process or task each day, week or month?
• How many employees does a task require to complete?
• What are the measurable costs of your current approach, the potential benefits of automating the process or task, and the level of effort and investment required to undertake the automation?

Determining the responses will facilitate a more objective prioritization based on cost-benefit analysis. Additionally, it's helpful to pick a few quick wins—tasks that are easier to automate and have positive benefits for many—before moving on to higher-value, higher-effort processes.

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Communicate and collaborate

Once you've identified manual tasks that are candidates for automation, you can evaluate your options for technology solutions. Keep in mind that some employees may find the prospect of learning how to use new technology a little daunting. So before you roll out a new technology, make sure you communicate your reasons for doing so with your employees and help them understand how it will change their day-to-day tasks and what new opportunities can create.

I think the most important thing a business leader can do is outline the vision of how they will use the new tool and how it will improve the work of their employees. Highlighting tangible benefits, such as time saved or increased sales, will make the transition more appealing to everyone.

Encourage employees and MANAGEMENT alike to constantly look for ways to increase efficiency, productivity and satisfaction. Consider attending training sessions and using the new tools yourself. You'll show your team how you're addressing the challenges of using new technology first-hand. Hold regular feedback sessions that provide forums for employees to share their ideas, suggest improvements, and highlight areas where they may need additional support.

Whether it's a lack of understanding of new tools or processes or the need for more advanced training for specific roles, promptly addressing their feedback will significantly improve the overall effectiveness of the implementation and help employees feel competent. and confident in adopting new technology.

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Measure progress

It is essential to measure direct and indirect benefits. Direct benefits include reduced time to complete a task or process, the number of people involved, or the number of errors. Indirect benefits include positive effects on upstream or downstream processes, improvements in employee engagement and reduced circulation.

Ultimately, your goals are to free yourself and your team to focus on more strategic and creative tasks while improving operational efficiency and accuracy across the business. By carefully selecting and implementing the right tools, you can achieve productivity gains, reduce costs, and foster a more engaged and motivated workforce.