RPA For Beginers Thomas PDF
RPA For Beginers Thomas PDF
RPA For Beginers Thomas PDF
3 Preface
4 Introduction
5 Lay of the land
6 Six RPA best practices to adopt
11 The future beyond RPA
Preface | 5
PREFACE
SIX BEST PRACTICES TO DELIVERING VALUE
THROUGHOUT THE AUTOMATION JOURNEY
The opportunity to apply robotic automation to business processes has captured the
attention of many organizations as they compete in a digital-first world that requires
seamless operations, and greater value from resources.
While interest in RPA continues to soar, clarity on what this technology is, how it can be
adopted successfully, and where it is going has not kept pace. To clear the ambiguity
around RPA and its future, Genpact partnered with Zinnov, a research firm, to produce
this practical paper.
Encompassing the insights from over 25 interviews with RPA practitioners and subject
matter experts, plus Genpact’s lessons from automating more than 750 sub-processes,
this guide offers best practices to organizations at all levels of maturity. Looking beyond
the immediate productivity benefits, we also explore how firms are impacting top-line
growth as the evolution into intelligent automation progresses into artificial intelligence
(AI), and the creation of tomorrow’s truly transformational workplace.
Preface | 3
INTRODUCTION
Robotic process automation has evolved significantly over recent years. When applied with systematic
planning, RPA substantially improves performance and counters inefficiency across business processes.
Most enterprise processes are manual, deterministic, and repetitive, and more than 70% can be automated
using software robots. Processes that have greater complexity and require human judgment can also be
automated by 15–20% through strong collaboration between software robots and human workers. Figure 1
shows process complexity and automation opportunities in financial services as an example.
STANDARDIZED PROCESSES
Trade processing and settlements Corporate reporting Funds transfer & review Account closure
Loan account & credit line setup Customer account opening Data migration Interest payments
Setting credit limits Periodic accounting books closure Loan disbursements KYC/AML process
Loan applications processing Updating accounts details Regulatory reporting Card account interchange & settlement
Fund accounting Trade confirmations & settlements Transactions authorization Tax claims management
Foreclosure audit review & resolution Collateral review Personalized offers & promotions Risk exposure monitoring
Internal communication monitoring Fraudulent transaction detection Customer queries Personalized financial advice
COMPLEX PROCESSES
STANDARDIZED
PROCESSES
COMPLEX
PROCESSES
As RPA technology evolves at an accelerated pace, enterprises are becoming more aware of the need to
align their technology investments to customers’ needs and business outcomes. For these organizations,
value is captured in RPA systems that cut across some of the most complex processes and truly mimic
human action. In this setting, process automation requires cognitive abilities, such as natural language
processing, speech recognition, computer vision technology, and machine learning, to comprehend the
vast amount of structured and unstructured data, learn on the go, and intelligently automate processes.
As the early majority – the first sizable part of a population to embrace innovative technology – adopts
the technology and explores new use cases, the convergence of RPA and digital is moving the goal from
simply adopting robotic automation for productivity gains to achieving intelligent automation.
Introduction | 4
LAY OF THE LAND
Gartner predicts that “by 2020, end-user spending on robotic process automation software will reach
$1 billion, growing at a compound annual growth rate (CAGR) of 41% from 2015 through 2020.” The
forecast says that “by 2020, RPA tools will have evolved to include more types of functionality, such as AI
software, but will experience strong downward pricing pressure.” In addition, “by 2020, 40% of very large
global organizations will have adopted an RPA software tool, up from an estimated less than 10% today.”1
Some industries, like financial services and retail, have taken the lead with RPA, while manufacturing and
healthcare firms have recently increased traction. Over 50% of Genpact’s large enterprise clients have
either invested in or are actively considering investing in RPA.
The average cost of RPA is typically Robots work to Robots can easily Upskill the
implementing and 2X-3X faster than 100% accuracy be scaled up and workforce to
running a robot is humans levels and enable down to handle decision-making
much less than the compliance demand fluctuations roles
equivalent FTE costs Even if robots work and seasonal
and decreases at same pace Avoiding human variations
with large-scale as humans they error saves costs
deployments can work round
the clock, unlike
humans
There are a variety of benefits that are driving enterprises towards RPA (see figure 2). Most significant
are the potential cost savings: up to 55% for deterministic, rule-based processes. Speed of execution,
accuracy, and compliance are key RPA benefits for organizations, in particular for financial services
firms. Retail companies looking for capacity on-demand realize that onboarding human resources for a
short period of time requires considerable effort and senior leadership bandwidth; for that reason they are
gravitating towards using RPA instead. Companies can also free-up human resources from non-value-
adding work, and redirect them to tasks that require judgment to gain more productivity per person and
greater employee satisfaction as they undertake higher value work.
Organizations that combine RPA with additional digital technologies, such as dynamic workflow, machine
learning, and/or natural language processing (NLP), are realizing greater value by achieving intelligent
automation. A commercial financial services firm, for example, has applied these technologies to its
underwriting process for loans. NLP reads an applicant’s financial statements and any information in
the public domain. Dynamic workflow ensures the lender reviews the analysis with scoring models for
decision-making, while robotics creates a customer profile sheet. Faster decision-making is a productivity
benefit, but the bigger value lies in making more accurate customer and pricing decisions.
1
Gartner, “Forecast Snapshot: Robotic Process Automation, Worldwide, 2016,” Tornbohm, Cathy, 30 December 2016
2 5
Enable strong
Prioritize
collaboration
best-suited RPA
use cases 1 RPA BEST
6 between the
business and IT
PRACTICES
VP – Finance Transformation
(Leading European
Reinsurance Provider)
1 2 3 4 5
Labor intensive/ Basic procedure with Standardized/ High fluctuation Bottlenecks causing
high number of FTEs simple rules & logic structured data in demand high cycle times
Processes requiring Lower cost and less RPA tools can process Processes with Automation of sub-
a high number of time to automate for standardized, structured fluctuating demand processes with
employees are processes with simple digitized data require full-time staff high cycle times
prime candidates for rules and logic but automation can reduce time to market
automation kick in when demand
Processes should have increases or to clear
low exception rates backlogs
Figure 4: Criteria
Figure for prioritizing
3: Six RPA the best-suited RPA use cases
best practices
There are three process types that are excellent candidates for RPA implementation:
Data extraction from standard databases: for example, extracting customer information
to file tax claims, and data migration activities from one system to another
Illustrative
T O TA L R PA C O S T
A GUIDE TO GOVERNANCE
Enterprise change
management
Communicate the benefits:
RPA helps to eliminate repetitive, non- Deployment
value-adding tasks so employees can framework
make a greater impact in their roles
Calibrate production and development
Involve HR to support employee environments to ensure smooth RPA
up-skilling, which brings value deployment
beyond the benefits from technology.
Organizations should prepare Ensure IT is aware of RPA-enabled
employees to work alongside processes, and that it communicates
automated processes Operational risk / data security any code changes to the RPA/
operations team before they go into
Create a cross-functional team to clear production
temporary backlogs in case of bot
failure
Maintain people in critical processes
for error-free delivery
It is also important to work with service providers that can offer end-to-end process
support. Further, companies are investing in creating internal centers of excellence that
can support critical business functions or processes.
“Optimization of processes
5 RE-ENGINEER PROCESSES TO
through techniques such as
Lean and Six Sigma can also go
hand in hand with automation
MAXIMIZE RPA BENEFITS
through RPA, as the ultimate
aim for the company is to gain RPA practitioners recommend re-engineering business processes that are inefficient and
maximum efficiency.” have critical interdependencies on other processes and applications. Such processes,
along with those that are prone to a high degree of exceptions, would otherwise not
Director-Operations Enablement generate the desired RPA outcomes. Those with few exceptions are good candidates,
(Global Information Services which is how RPA is increasingly being included as part of broader process and digital
Provider) transformation initiatives.
On the other hand, in the case of IT-intensive projects, IT leaders often undermine
the value of a business function’s view point and do not take process nuances into
consideration. RPA enablement should be a combined effort between the business and
IT with an operating model that defines the roles and responsibilities of each player.
While the function needs to own the operational requirements, process design initiatives,
and performance monitoring, aspects such as reliability, risk management, technological
compatibility, identity and access control, and compliance are for the IT organization to
deliver.
Enterprises considering introducing RPA to their organizations should evaluate these six practices to prioritize
the processes that can best be performed by software robots, stay invested for the long term, create an effective
governance plan, and lead to intelligent automation.
Process-centricity as priority
A process-centric view is essential as multiple digital technologies start appearing in (and confusing)
organizations. This will become even more important as RPA is deployed as part of broader business
process management and digital transformation initiatives, and success is measured top-down. For RPA
to mature into intelligent automation, it is important for organizations to re-imagine processes using design-
thinking principles to create winning customer experiences, and end-to-end solutions, while managing
compliance and governance.
It’s fair to say that the path to successful RPA adoption can be challenging given the multitude of decisions and choices that
enterprises need to make along the way. These range from where to apply and prioritize RPA with well-defined outcomes,
to how to adopt RPA: the tools, partners and governance. And while enterprises grapple with these choices, rapidly
evolving digital technologies are pushing the boundaries of what is possible even further.
The benefits, however, make RPA a key opportunity for enterprises to invest in today. The reality is that RPA should be
addressed as part of a bigger digital transformation initiative. CEOs and leadership teams must build an integrated RPA
vision, commit to its success, and develop measurable goals across the organization. Corporate leadership teams need to
amend their roadmaps based on pilot projects and continuously refine their RPA vision with clear rewards for executives
and employees to make RPA a priority.
Service providers that bring in the unique combination of deep domain knowledge, technology prowess, process handling
(including exceptions), and adherence to SLAs are indispensable for achieving ROI at scale. A service provider’s ability to
leverage design thinking to reimagine processes is also a critical factor in guiding enterprises through this maze. Successful
RPA deployment will depend on the provider’s automation experience, prowess in high-velocity engineering, and Lean
implementations to enable continuous iterations and improvements.
RPA is coming of age and becoming a mainstream investment focus across industries. As such, organizations are bringing
robotics and advanced digital technologies together, balancing human and robot workforces, and automating intelligently.
Pulling all of this together through intelligent automation—and beyond with artificial intelligence—requires strategic
planning, and the ability to break boundaries, convince stakeholders, and occasionally fail. These temporary failures lead
to greater learning for an enterprise’s overall digital transformation journey.
In today’s hyper-competitive world, the only choice enterprises do not have is to not make a move at all.
Genpact has led the deployment of robotic process automation in over 750 sub-
processes for more than 140 client functions — including finance and accounting,
supply chain management, insurance underwriting, and healthcare policy
administration. We have developed unrivaled experience and skills in bringing
intelligent automation to organizations worldwide.
We have generated savings of over $200 million, with an average of 44% reduction
in processing time. In addition, our intelligent automation initiatives have improved
customer experiences, resulting in higher revenues, greater competitiveness, and
increased market share.
In recognition of our credentials, analyst firm HfS Research positioned Genpact in the
Winner’s Circle of its 2016 Blueprint Report on Intelligent Automation, which highlights
our holistic approach to intelligent automation.
About Genpact
Genpact (NYSE: G) is a global professional services firm focused on delivering digital transformation for our clients, putting
digital and data to work to create competitive advantage. We do this by integrating lean principles, design thinking, analytics,
and digital technologies with domain and industry expertise to deliver disruptive business outcomes – an approach called Lean
DigitalSM. We deliver value to our clients through digital-led, domain-enabled solutions that drive innovation, and
digital-enabled intelligent operations that design, transform, and run clients’ operations. For two decades we have been
generating impact for clients including the Fortune Global 500, employing 77,000+ people in 20+ countries, with key offices in
New York City, Palo Alto, London, and Delhi.
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Preface | 5