Agentic Future: Routines and Handoffs ππ½
I've been exploring autonomous agents for a while now, working on a series of different use cases. The power they'll bring in creating smart workflows is mind-blowing.
2 min read
Originally posted on LinkedIn Β· 5 reactions Β· 0 comments Β· View original β
Agentic Future: Routines and Handoffs ππ½
I've been exploring autonomous agents for a while now, working on a series of different use cases. The power they'll bring in creating smart workflows is mind-blowing. π€―
Two key concepts I've noticed are going to be increasingly important:
1οΈβ£ Routines: When I think about routines, I see them as a set of steps and tools necessary to achieve a goal. Imagine an agent following a predefined set of instructions to troubleshoot a customer issueβmuch like a recipe but with room to adapt. These micro-routines are simple yet powerful, enabling the agent to complete tasks autonomously.
2οΈβ£ Handoffs: When routines reach their limits, that's where handoffs come into play. Handoffs allow an agent to pass a conversation to another specialised agent. This ensures that jobs get the right expertise with smooth transitions.
I believe agents will be able to adapt to customer needs, collaborating to create cohesive and delightful customer experiences.
ποΈ Picture this: your organisation has a customer service agent that helps customers with their issues. When a customer contacts support, the agent starts by analysing the problem, asking probing questions, and providing potential solutions. If the customer is not satisfied and requests a refund, the agent smoothly hands off the case to another agent designed to handle refunds efficiently.
It's like being in a store such as Bunnings, where the person helping you knows just when to call over a colleague who is better suited to answer your question.
It is about building systems where every agent knows when to step in, when to step back, and how to collaborate to deliver the best outcomes for customers.
π¬ How do you see agents transforming workflows in your organisation? ππ½