28022017 Mohit Sharma

Past, Present and Future of RPAGROW FOR TOMORROW

March 2017

© 2017 Mindfields. All rights reserved.

§ About Mindfields

§ Key capability and Service offerings

§ Mindfields Automation Advisory Services

§ Statement of Work

§ Our Value Proposition

§ Our approach methodology – Phase 1

§ Our approach methodology – Phase 2

§ Engagement Schedule

§ Deliverables - Deep Dive / Process Enhancement

§ Deep Dive / Process Enhancement – Resources

§ Information required

§ Access to key decision makers

§ Pricing and Timelines

§ Our Clients

Content

2


§ Founded in 2006, Mindfields is a vendor agnostic sourcing and management advisory firm. Our senior management date back to some of the earliest innovations in outsourcing and the nascent development of shared services.

§ Mindfields’ leadership team has created some of the most interesting and wide ranging price, relationship and governance benchmarks to help business leaders make informed choices about outsourcing services.

§ We offer a broad range of sourcing and automation advisory services to C – level executives that enables them manage costs and get more value from their vendors.

§ Our experienced consultants leverage exclusive IP based proprietary tools and information databases to evaluate and identify optimal vendors for your requirements.

§ Our team comprises of strategy consultants, subject matter experts, lawyers, investment bankers, IT specialists, automation, financial modelling and valuation experts – to name a few.

About Mindfields

3


Strategy

Sourcing

VendorManagement

PrivateEquity

ThirdPartyAdvisory

CloudAdvisory

AutomationAdvisory(RPA)

RFPManagement

BusinessTransformation

StrategicResearch&Analysis

DetailedCompanyAnalysis

Newsletters

CompetitiveIntelligence

WhitePapers

ResearchbasedMarketStudies

MindFind

MindPrice

§ Web/mobile based tools for clients to screen IT/BPO companies as well as gain insights on FTE pricing rates

§ Research based insights on market opportunities and emerging trends in the IT/BPO sector

§ Broad portfolio of IT/BPO outsourcing advisory services

4

Key Capabilities / Service Offerings

Advisory Research Services Products

MindHire


Our Value Proposition

Thought Leader in RPA Domain

Independent and Vendor agnostic

RPA software agnostic Advisory focussedSuccess based pricing

5


Global RPA Market Forecast (2013-2020)

6

RPA – Key Insights from the Study


Our approach is to provide research-based advisory services to the clients on Automation. We focus to provide end-to-end offerings in Automation and AI.

§ Research: We have conducted an independent and intensive research on Automation. What, how and why of Automation and market landscape. It is ongoing research. We are constantly updating the “Lessons learnt” after each engagement. We have sold more than 100 copies of Research Report on global basis. It also gives the buyer access to the latest development and “lessons learnt” in the Automation and Artificial Intelligence domain.

§ Education: We conduct workshops with CXO and Stakeholders to educate them on how automation can impact their business models and increase operational efficiencies. We have conducted more than 50 workshops globally.

§ Consulting: We provide advice on RPA Assessment and roadmap to our clients. It covers what process can be automated, How it can be automated (It includes advice on RPA Software/tool selection, Set up of CoE, Target Operating Model, Security, Governance model) and Why it should be automated (Business case, What should be considered in Business case). Our consulting services are fixed price depending on the scope of engagement. We are also automating our consulting process and passing the benefits to the client.

§ Execution: We implement and automate the process. It includes scripting, IT architecture, Security standards, mitigating risks and What can Go wrong? We charge our clients on fixed price per process, depending on various technical factors. We charge only when the process is successfully automated. We are also moving our execution of automation process to IBM Watson to enhance our execution offering with Artificial Intelligence. We would be passing the benefits to the clients at no additional costs.

ArtificialIntelligence

RoboticProcessAutomation

MachineLearning

Research

Educate

Consult

Execute

Our Process Framework

7


Plan and Prepare

Assess

Select Implementation Model

Go-Live

RPA Implementation Roadmap

§ Process assessment for RPA

§ Establish business case for RPA

Automation Advisory Services

Strategic Roadmap

§ Establish governance models

§ Track & monitor performance

§ Set KPIs and evaluation metrics

§ Finalise RPA partnership arrangements

§ Conduct detailed vendor capability assessments

§ Review current automation levels

§ Identify gaps, cost benefit reviews

8

© 2017 Mindfields. All rights reserved. 9

RPA – Key Insights from the Study

Evolution of RPA


Macrosandscreenscrappers

Defineddata

Operations

Domain

Unsecured

Routine

Internalknowledge

Costsaving

Problembased

Products

Structureddata

Centralised

Horizontal

PartiallySecured

Volumeandscale

MachinelearningandAI

Unstructureddata

10

Past Present Future

Decentralised

Verticalisation

Secured

JudgementandAnalytical

Efficiency

Volumebased

Domainknowledge Externalknowledge

Differentiation

Outcomebased


Lessons learnt

1. FFF- First Fail Fast

2.LAD- Learn Adapt Deliver

3.Automate Gain areas not Pain areas

4.How not to work with outsourcing 'partners'?

5.How to work with outsourcing 'partners'?

6.Take all the hype of RPA and halve it

7.Spend time to inform and educate people on RPA – simplify it – remove the “Robo-Language”.

8.Process documentation will be lacking and knowledge lost as people move on

9.Business don’t necessarily understand data structure that well – test what they tell you

10.People will feel threatened – be open, honest and supportive

11.Taking the Robot out of human

12.Have a clear driver and business case for Automation

13.Bottoms up approach

14.T-20 cricket match not 5 days Test match

15.Pet vs cattle approach towards processes for automation

16.Neither Human Nor BOTS are immortal. They have a plan for reverse transition.

17.Internal Organisational dynamics management

18.Aim for number of BOTs to be atleast 15% of current workforce.

19.Different strategy for different Operating models

20.Manage Change and Risk Frameworks rigorously


Lessons learnt

21. Multiple RPA toolset in portfolio

22. Automate Smarter and Modularly

23. Maintain and challenge Meaningful Human Control (MHC)

24.How to work with outsourcing 'partners'?

25.Smart BOTs requires Smart Humans

26. Always plan for next steps after Automation .

27.Minimise learning and set up costs

28. Success and fixed price engagements with external consulting organisation

29.Involve Auditors (Stat and Internal) in the journey

30. Automate first before making it lean


Lessons learnt regarding setting with CoE

1. There is no standard definition or composition for a successful CoE. Its construct and content differ depending on factors such as the industry vertical and operating model. It is also a different approach within processes that were already outsourced or offshored (including captive centres) compared to onshore and in-house processes.

2. Most organisations are only starting to set up a CoE after a proof of concept has been successfully completed.

3. Establishment of the CoE should be driven by the pace at which the organisation wants to expand its RPA delivery capacity and increase the delivery velocity.

4. Organisations are tending to opt for a centralised CoE structure in the initial phase of their journey, before moving to a decentralised structure in the medium to long term.

5. If set up correctly the CoE provides a great incubator for the development of RPA skills for the enterprise.

6. The CoE for RPA should be upgraded to include machine learning, cognitive computing and artificial intelligence as the organisation’s journey progresses.

7. Before marketing the idea of RPA to the broader organisation the CoE should have demand management capabilities, as everyone tends to want to get in first. Business units can get very creative with RPA and demand will pick up quickly.

8. The CoE should layout guidelines for the prioritisation of processes for automation. This should include business case tracking, RPA software selection, license allocation, hardware asset allocation, coding standards, training and resource (talent) management.

9. It is important for the CoE to have an early engagement with colleagues within risk management, security, and other control groups. This should include auditors (both internal and external).

10. All processes should be prepared with the acceptance that at some point a reverse transition to human interaction –or a better brand of RPA software – may be required.


Our clients (illustrative list)


GROW FOR TOMORROW

AUSTRALIA

Level 7, 171 Clarence StreetSydney NSW 2000Telephone: +61 (02) 8034 6304Facsimile: +61 (02) 8677 8400

Level 3, 480 Collins StreetMelbourne VIC 3000Telephone: +61 (02) 8610 6327Facsimile: +61 (02) 8610 6334

USA

276, 5th AvenueSuite 704, New YorkNY 10001Telephone: +1 212 203 7209Facsimile: +1 917 472 1489

INDIA

7, Barakhambha RoadConnaught PlaceNew Delhi 110006703-706, 7th Floor, ArcadiaPlot No. 195, Nariman PointMumbai 400021

[email protected]

28022017 Mohit Sharma

Data & Analytics

Transcript of 28022017 Mohit Sharma