advanced rpa - the 3rd cee strategic ssc...
TRANSCRIPT
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ADVANCED RPASTRATEGIC SHARED SERVICES CONFERENCE, BUDAPEST, 26th APRIL 2017
PRESENTED BY: Abhinav Pandey || [email protected] || +44 781 486 9604
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AGENDAOUR LEARNING OBJECTIVES TODAY…
1. INTRODUCTIONRPA Introduction, Benefits, Drivers
2. STARTING YOUR JOURNEYStages, Steps, Strategy, Opportunity Assessment, Business Case, ROI, Governance & Risks
3. USE CASE EXAMPLESTactical use cases, Applications in Finance and Banking
4. VIRTUAL WORKFORCEOperating models for continuous innovation
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INTRODUCTIONBENEFITS, DRIVERS, CAPABILITIES, TOOLS ETC
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WHAT IS RPA?
• Robotics is software that automates activities that humans performon their computers
• Robotics enables organizations to automate existing high volumeand/or complex process handling actions as if the business userswere doing the work
• Software robots should be thought of as a virtual workforcecomparable to on-shore and off-shore workforces
• Robots utilize existing applications with the same trusted userinterfaces used by people
• Robots can interact with electronic documents, spreadsheets, coresystems, web applications
• Traditional robotic process automation (RPA) automates repeatable,mostly non-judgmental tasks
• Cognitive robotic process automation allows certain decisions to bemade with judgment
ROBOTIC PROCESS AUTOMATIONINTRODUCTION
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WHAT ARE THE BENEFITS?
✓ Achieve fast speed-to-value
✓ Reduce people expense by automating frequent manual tasks,improving exception handling and moving work to best location
✓ Improve auditability, consistency and control over error-proneactivities that elevate risk, noncompliance, financial or reputationalharm
✓ Reduce end-to-end time to handle of peak periods, meet deadlines
✓ Smooth post-M&A integration by virtually connecting disparatesystems and data sources
✓ Improve knowledge worker value-add by increasing focus bestactivities and improve satisfaction by eliminating dull routines
✓ Supplement architecture for functional ETL, virtual API, and simulatedweb service to speed deployments without scarce IT/capitalresources
ROBOTIC PROCESS AUTOMATIONINTRODUCTION
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WHAT ARE THE BUSINESS DRIVERS?
ROBOTIC PROCESS AUTOMATIONINTRODUCTION
• Shareholder demands and increased regulatory expectationscontinue to increase cost management pressures
• Emerging fintech-based threats are challenging large institutions’ability to react quickly and support costly legacy applicationplatforms
• Expectation to do more without increasing headcount
• Repeatable manual processes continue to result in quality issues anddata inconsistencies
• Application development lifecycles that create sustainable long termsolutions continue to drain capital expenditures and take too long
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AUTOMATION STATESDIFFERENT STAGES OF AUTOMATION
EXECUTION COGNITION
NEEDASSIST REPLACE ASSIST REPLACE
Assist staff with process execution at their workstations
Remove staff from process execution in the database
Assist staff with decision making by filtering and providing quality data
Remove staff with cognitive learning in the data center
SOLUTION
DESKTOP AUTOMATION ROBOTICS MACHINE LEARNING
►Scripting of individual tasks►Runs on each agent’s desktop►Increases efficiency of workers►Consolidates information and
provides consistent customer experience
►Streamlines work and optimizes processes
►Large scale unattended processing►Must respond to fluctuation in system response, unknown events,
unanticipated business scenarios without interruption►Considers security, scheduling, audit, exception management►Secure, centralized collection of management information, audit
records, process logs►1:Many support requirement: 2 humans can supervise 200+ robots
►Aids or replaces subjective decision-making based on large data samples
►Interprets contextual information and provides consistent reasoning
►Helps streamline of processes and route inquiries
►Applies human-like reasoning in large volumes, (e.g., transaction monitoring, fraud identification, call filtering)
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QUICK CAPABILITIES OVERVIEWROBOTICS ENABLES AS IF BUSINESS USERS WERE DOING THE WORK
DESKTOP
Spreadsheets, Word documents, PDFs, Emails, Collaboration tools,
Local Analysis tools
ENTERPRISE
Digital Channels, Imaging, Workflow, Analytics and Reporting,
Collaboration Tools
CLOUD
Third Party Applications, Intranet and Internet systems, Data
Storage, Utilities
LEGACY SYSTEMS
Core Accounting, Reporting, Transaction Processing, Core
Account Management
➢ Link existing IT assets together to simplify, accelerate efficiency and provide flexibility
➢ Sit atop of existing technology
➢ Operate unattended by people
➢ Access systems the same way as people
➢ Perform repetitive tasks rapidly and reliably
➢ Scale up and down to match peak loads
➢ Emulate the best user behavior
➢ Deliver ROI in cycles measured in weeks
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THREE DISTINCT OFFERINGS THE AUTOMATION VENDORS DELIVER..
Software tools that enable the digitisation of text from a scanned
document or image
Widgets that sit within individual PCs – providing
support for everyday processes
DESKTOP ASSISTANT OPTICAL RECOGNITION VIRTUAL WORKFORCEA suite of robots that interact with
existing systems in the same manner as users, actioning rules-
based processes
Software that assists the user with minimal enterprise-level control (e.g.
Excel)
Specialised software that reduces manual workload in processing and inputting data
An enterprise solution akin to ERP (e.g. SAP), allowing organisation-wide maintenance,
control and delivery
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RPA TOOLS EXAMPLESIT’S A DIVERSE AND EVOLVING MARKET..
RPA technology vendors
Not Exhaustive
MARKET LEADERS
key points of view on the current state of the RPA market:► The landscape is rapidly developing, but 4
firms are currently top of class
► An innovative, high growth technology; it is expected that the marketplace will continue to change as it reaches maturity in the coming years
► The software bots will grow increasingly smarter and more capable as artificial intelligence and machine learning become more mainstream
► Tools fall into two main categories:• Attended automation, where bots prompt
humans to take actions in a workflow, such as next best action in a call centre
• Unattended automation, where bots operate independently in ‘lights out’ style
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RPA WITHIN AUTOMATION SPECTRUMWHERE DOES RPA SIT WITHIN THE SPECTRUM..
BUSINESS PROCESS MANAGEMENT TOOL
DATA / SERVICE BUS (TECHNICAL) INTEGRATION TOOL ROBOTIC PROCESS AUTOMATION DESKTOP ACCELERATION / UI
INTEGRATION
DESCRIPTION Tool that is helpful in designing business process models, data flow models and business rules. It can optimise, monitor and maintain processes that need to occur to achieve a task.
Tool that integrate and consolidate all data types from internal and external sources into target destinations such as databases, data-marts, data-warehouses and files.
Software that captures and interprets existing applications for processing a transaction, manipulating data, triggering responses and communicating with other digital systems.
Call centre tool which focuses on assisting and accelerating user productivity through manually triggered desktop routines
SAMPLE VENDORS Pega, IBM, Appian Informatica, Oracle , IBM, SAS, Microsoft
Blue Prism, UIPath, Automation Anywhere
OpenSpan, UIPath
IMPLEMENTATION CHARACTERISTICS
► IT-led implementation►12-18 months to go-live►ROI in 2 to 5 years
► IT-led implementation►12-18 months to go-live►ROI in 2 to 5 years
►Agile, Business-led, IT Support►3-4 month implementation►2-3 week release cycles►ROI < 1 year
► IT-led implementation►3-6 month implementation►1-3 month release cycles►ROI 1-2 years
STRENGTHS ►Tight control and full transparency of activities
►Real-time monitoring►Potential for significant uplifts in MI,
quality and consistency►Enterprise class
►Supports high speed, high volume, low-latency, resilient integration
►Enterprise class
►Rapid implementation►Supports volatile processes►Low investment cost►MI, quality, consistency and
compliance►Enterprise class
►Call center automation►Attended automation where need
multiple human handoff points and manual trigger
►Unified UI on top of legacy systems
WEAKNESSES ►High investment cost►Complex integration►Propensity for “work arounds” for
unstructured processes►Slow release cycles
►High investment cost►High cost of change due to
Integration-test scope ►Slow release cycles
►Doesn’t support low-latency, (very) high volume use-cases
►Back office automation►Unattended automation►Scalability through physical users
rather than via virtual workforce
REALISATION ►Long-term benefit realisation ►Long-term benefit realization ►Rapid benefit delivery ►Medium term realization
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RPA v TRADITIONAL AUTOMATION v BPMOFTEN CONFUSED WITH THE ABOVE..RPA IS MUCH MORE
RPA is the outcome of evolution of automation and other productivity improvement tools with increased ROI and ease of delivery
TRADITIONALAUTOMATION
BPM RPA
Across all types of processes for a particular activity
Custom developed for a specific use case and technology, involves strong technical knowledge
Faster processing, reduced error rate
Better monitoring, stronger control
Integrated with the other business applications
Across all types of processes
Significant savings in FTEs, faster processing, reduced error rate
Technology agnostic, and easily configurable by business users
Rules based, non judgmental processes
Automate steps basis rules and functionality is often restricted to one particular application
Manages end to end business process through workflow
Replicate human behavior and execute non judgmental sequence of activities across applications
FUNCTIONALITY
APPLICABILITY
TECHNOLOGY
IMPACT
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STARTING WITH RPA
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MANY WAYS TO PUT ROBOTICS TO WORK..WHERE TO START YOUR JOURNEY – OPPORTUNITY DRIVERS
• Accessing and gathering data from multiple systems•Moving Data from one system
to another• Checking Data Consistency
across systems• Updating same info in multiple
systems• Remediating data across
several accounts
IDENTIFY..
Robots provide flexibility and connectivity between applications, increase the effectiveness of applications, and complete routine activities that previously required manual effort, but they do not replace existing computing capabilities, and they do not generally replace entire roles.
•Well Defined – rule based rather than judgement• Time consuming, while being
time critical• Repetitive – executed daily or
weekly• Using multiple disintegrated
systems• Needing improvement in quality
and control• Require high level of accuracy
and compliance
SELECT..
➢ Identify and handle exceptions➢ Quality control and review➢ Sync data across multiple disparate systems➢ Assembly of consolidated reports➢ Digitally-enable legacy systems➢ KYC compliance➢ Status monitoring, changes and alerts➢ Intercompany transfers ➢ Reconciliations ➢ Amend standing order, direct debit, address
details across multiple systems➢ Middle and back-office operations
SOME IDEAS…
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DATA MOVEMENTExtract and transform data from legacy source to target systems,
landing zones and excel workbooks
DIGITAL ENABLEMENTAdding digital/mobile front-end to application(s), such as customer
preference/profile, sales or service transactions
TRIAL BALANCE FOR MONTH ENDAutomate extract of monthly entity-level information from SAP GL, and load into
tax provisioning system (Corptax)
SUB LEDGER RECONCILIATIONMonthly reconciliation of 44,000 sub-ledge accounts handling thousands of disbursements valued in the billions of
dollars
QUALITY ASSURANCEAutomate loan modification quality
assurance testing including gathering information from external sites and
exception identification
SUITABILITY REVIEWAutomating the file gathering and
collation activity required to support timely and efficient product suitability
reviews
SOME TACTICAL EXAMPLESOF ROBOTICS USAGE IN FINANCIAL SECTOR
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HEADCOUNT OR OPEX SAVINGSAT WHAT POINT WOULD ROBOTICS REALLY MATTER TO YOUR ORGANISATION
26%
35%
55%
0%
35%
40%
19%
30%
43%
SEEN IN 2015 EXPECTED BY 2016-17 EXPECTED BY 2017-20
Cost savings in banking
Back-office/Support Middle office Front office/customer facing
Average 23%
Average 33%
Average 46%
N/A
21%
35%
53%
12%
25%
39%
18%22%
46%
21%
41%
49%
SEEN IN 2015 EXPECTED BY 2016-17 EXPECTED BY 2017-20
Cost savings in insurance
Claims mgmt New biz / cust servicePolicy services and contract admin Risk, fraud and compliance
Average 18%
Average 31%
Average 47%
Source: Mindfields, Robotics Process Automation, October 2015. Mindfields predictions are based upon its analysis of BPO providers using unattended robotics and desktop automation.
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RECENT TRENDS IN FINANCEFROM LABOUR COST ARBITRAGE, WHERE NEXT? – DEMAND CHALLENGE, SIMPLIFICATION AND STANDARDISATION
10%
15%
75%
0%
20%
40%
60%
80%
100%
Labor cost
Technology
Overhead
Process costs-Current
30 - 70%
20 - 30%
Labor costarbitrage
Automation
20 - 30%
Standardization
Process costs Future
70%
20%
10%*
2Organization: De-layering and simplifying the finance organizational structure, improving accountability and responsibility
1Demand Challenge: Reducing cost to serve the business and improving perceived ‘value for money’ across lines of business, products and channels
Project portfolio: Reviewing all in-flight projects and business cases, delivering improved benefits tracking and portfolio management to optimize use of resource
Sourcing: Rationalizing suppliers, re-negotiating with suppliers, and increasing governance on discretionary spend
7
Offshoring: Optimize use of low cost locations for finance operations and extend use for ‘higher value’ finance processes
Governance: Simplifying internal governance and manage change portfolio across the finance organization84 IT Landscape: Consolidating administration, rationalizing and optimizing applications,
architecture and legacy systems
3Processes: Standardizing and automating finance processes, implementing straight through processing, and lean methodologies
6
5
Majority of firms have taken advantage of wage arbitrage first
Simplification and Automation is complimentary to wage arbitrage
Standardization allows for the optimization of processes and
systems and serves as the base to drive continuous improvement and
further savings
Typical Savings ~ 15% - 40% of baseline costs
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ROBOTICS JOURNEY STEPSGETTING STARTED WITH ROBOTOCS
Job design
Capacity planning
Change management
Audit management
Reporting and optimization
STAGE 1
POC & PILOTS
STAGE 3
ROBOTICS COE
STAGE 2
ROBOTICS TEAM
STAGE 4
ADVANCED ROBOTICS COE
STAGE 5
VIRTUAL WORKFORCE
Operating model
Business process evaluation and prioritization
Business process re-engineering
Robot “training” / configuration (scrum teams)
Configuration and development standards
Design and implementation documentation
Release management
Process and object maintenance
Scheduling and resource management
Selecting and prioritizing functions
Software comparisons and selection
Solution installation and hosting (internal, remote
managed service)
Configuration and testing
Demonstrating and measuring value
Preparing for growth and expansion
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STAGE 3 AND BEYONDMASTERING STAGE 3 WITH A VIEW BEYOND IS CRUCIAL
STAGE 1
POC & PILOTS
STAGE 3
ROBOTICS COE
STAGE 2
ROBOTICS TEAM
STAGE 4
ADVANCED ROBOTICS COE
STAGE 5
VIRTUAL WORKFORCE
Stage 3 – Robotics CoEExpand automation function-wide, framing a business-oriented development center with a fully functional approach and acting as an interface between the Business and IT; serves existing business units
Stage 4 – Advanced Robotics CoEServes a holistic view of business processes, crossing organization boundaries and expanding the use of robotics to include adjacent (e.g., OCR, digital) and evolving technologies as available (e.g., cognitive, speech, unstructured)
Stage 5 – Virtual Workforce (future)Robotics-enabled automation treated as a normal part of business, included in strategy, budgeting and operations management in ways similar to how onshore and offshore are handled
ADOPTION ROAD MAP
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KEY STEPS TO ROLL OUTKEY CONSIDERATIONS FOR ROLL OUT AND CONTINUED SUCCESS…
PRIORITISATIONSequencing & Benefits
In what order do we deploy automation solutions to realise benefits?
What complexities should we consider that will inform our implementation path
How do we ensure that the right solutions are selected, tested and deployed effectively, with the right level of buy-in from businesses, countries & regions
What is needed for Business-as-Usual to support and maintain Automation Solutions, and other continuous improvement opportunities?
What alignment to other functions and services is needed to promote enterprise wide efficiencies?
What production architecture for infrastructure, applications and services needs to be defined and employed?
What level of industrialization is needed to serve production level policies and procedures?
DELIVERY EXCELLENCEExperiment & Scale
FOUNDATIONAL SERVICES & BAUEnterprise Infrastructure & Operating model
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USE CASES & EXAMPLES
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ROBOTICS IN FINANCEILLUSTRATIVE USE CASES..
FINANCE PROCESS AUTOMATION OPPORTUNITY
EXAMPLE USE CASE
Journal Entry Processing
HIGH Automated Journal Entries:• Prepare and enter corporate and consolidated GAAP journal entries to close the company books during quarterly
closing process• Prepare and enter journal entries for other regulatory process needs - e.g. for Tax ledger
Reconciliations MEDIUM Intercompany Difference Reconciliation :• Triage and action exception items from intercompany differences regionally and aggregating into parent• Support intracompany match and elimination for multi-national reinsurance business•Match and reconcile operating expenses eliminating duplicated controls and chargesBank Reconciliation :• Reconciliation of balances and transactions on the bank statements to GL/cash flow systems. This could also include creating balancing journal entry to handle discrepancies.
Entity and Account Maintenance
HIGH Entity, Account, mappings & adjustments maintenance for downstream systems (e.g. Tax systems):• Identify and synchronize master data (Legal Entities-Jurisdictions, Non-legal Entities, Partnerships, BU-cost centers, Accounts & adjustments) from finance / legal systems to downstream systems (e.g. Tax systems)
Close MEDIUM Controller focused management review deck preparation:• Prepare management review deck by collecting data from GL & multiple systems for non-operating expenses and cash balances. Builds confidence in data lineage.Mock close & mock conversions:• Support mock close, mock conversions and testing during system implementation of a new GL System Implementation project (e.g. automate process flow from mock conversion to mock close to balance reconciliation – to be repeated of all involved entities)
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ROBOTICS IN FINANCELEVERS FOR EFFICIENCY IMPROVEMENT
Simplification, automation and standardization are the next frontier in finance that organizations are exploring further.
Simplificationand automation
Standardization
Lever Measure Why is this important?
Rationalizefootprint
Realize cost savings from alignment to business setup► Country exits
► Reduce entities► Centralize bookings ► Reduce complexity
Reflect rationalized business setup
Streamline organization
Reduce complexity in Finance organization
Provide functional input for integrated data model
Sole source for financial & regulatory reporting and
analysis
Leverage self-servicing Manage demand for ad-hoc analysis and reporting
Focus on process efficiency gains and efficient controls
Replace manual procedures and controls by automation
Reduce business complexity and streamline organization to
save cost
Realize quick wins from efficiency hotspots
Implement Robotic Process Automation
I
II
III
IV
LABOR COST ARBITRAGE
AUTOMATION
STANDARDIZATION
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ROBOTICS IN HUMAN RESOURCESILLUSTRATIVE USE CASES..
FINANCE PROCESS AUTOMATION OPPORTUNITY
EXAMPLE USE CASE
Data Management VERY HIGH Automate management of business and people requests:• Processing of multiple person, job data and position management administration requests across multiple systems in multiple formats (e.g. ESS, MSS, smart forms etc)• Builds confidence in data accuracy, ensuring managers and employees own their person data
Remove processing delays:•Manager and employee requests acted upon in real time therefore approvals are raised with immediate effect and system changes are made in real time, removing delays for users requiring data changes in place
On Boarding HIGH Assess, prepare and create new joiner data:• Identify and review new joiner documentations, validate approvals and update system or tracker• Update new joiner person, job and organization data in core HR systems to create person ID
Streamline information across disparate corporate systems for preparation on Day 1:• Trigger notifications to internal departments including IT, security and Payroll to initiate laptop requests, building access, payroll validation, line manager and third parties to commence background screening
Payroll Reconciliation
HIGH Conduct standard payroll processing activities:• Confirm that earning and deduction files are complete and request additional information for any incomplete files• Import earnings and deductions batch files into payroll system and initiate and review gross-to-net calculations• Review prior period reports for exceptions and escalate exceptions to designated reviewer• Close payroll and notify Treasury/Accounting & generate trial GL entries
Termination MEDIUM Consolidate leaver input from business areas and feed to downstream systems:• Identify and synchronize data from various business units, accounting for variances (e.g. email notifications, online forms, self-service)• Update to leaver person, job and organization data in core HR systems, enabling notifications to line manager, payroll • Accelerated notification to security to remove corporate access to internal systems
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ROBOTICS IN PROCUREMENTILLUSTRATIVE USE CASES..
FINANCE PROCESS AUTOMATION OPPORTUNITY
EXAMPLE USE CASE
Category Analysis & Planning
MEDIUM Spend Analysis to support category strategy :• Collate spend information from different systems for different categories (planning, requisitioned, approved, paid) • Conduct spend analysis on all categories and generate reports based on the analysis• Report to category owners on category performance
Create Requisition MEDIUM Spend Analysis to support category strategy :• Collate spend information from different systems for different categories (planning, requisitioned, approved, paid) • Conduct spend analysis on all categories and generate reports based on the analysis• Report to category owners on category performance
Budget Approval HIGH Budget validation and action :• Review validity of cost codes provided as part of PO• Ascertain budget availability in cost codes and communicate with respective stakeholders based on scenarios• Provide analytics on budget consumption and communicate with budget owners
Generate payment proposals• Generate payment proposals based on status of GR and circulate for payment execution• Review payment runs for errors and resolve where possible
Issue Payment HIGH Analyze disbursements:• Analyze disbursements and print checks• Review bank reports and update check register – communicate with owner for exceptions based on policy•Monitor liability and report on checks open for > 180 days (as defined in policy)
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QUESTIONS?