Turn AI potential

into AI results:
8 steps to success
Your plan for unleashing the power of
AI everywhere. That’s AI at work.

Authored by:
Cam Lau, Eugene Wyniawskyj
Strategic Engagement and Transformation, UiPath
Contents
3 Introduction
4 Unleashing AI potential though automation
5 Defining mission objectives for AI success
6 Building a transformation action plan
6 - Step 1: Understand the business’ strategic problem statements
8 - Step 2: Identify the top-down value at stake
9 - Step 3: Verify the inside-out value potential
10 - Step 4: Define the software and data reference architecture
12 - Step 5: Envision the future of AI-powered automation
13 - Step 6: Scale up and down the value chain
15 - Step 7: Operationalize AI
16 - Step 8: Build a holistic investment case on total cost of
ownership and AI potential
17 Achieving strategic outcomes

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Introduction
C-suite can see the writing on the wall. We’ve entered a The potential of AI and automation is well-understood.
new business and technology paradigm, and Generative Actualizing that potential to deliver real business results
AI propelled us there. Previously, automation changed the has been far more challenging. The proportion of “AI high
business landscape through its ability to reduce operating performers”—McKinsey’s term for enterprises seeing
costs and magnify output across countless industries and 20% or more earnings before interest and taxes (EBIT)
use cases. The impact of artificial intelligence (AI) on the from AI—has remained stubbornly unchanged at 8%.
business automation landscape will be even greater. AI leaders are pulling ahead while the rest are coasting
along in second gear.
Gen AI isn’t a panacea for all businesses, but it marks the
point at which powerful, affordable, and easy-to-use AI has Most executives are faced with the dilemma of strategizing
become accessible to the enterprise. Strategic leaders must for a technology they don’t fully understand. However, they
adapt to this new reality or be overwhelmed by it. do know it’s critical to the future of their enterprise. They
want to harness AI and automation to increase value for their
AI, working in tandem with automation, represents an board and shareholders. But the business isn’t set up—in
enormous opportunity for executives and C-suite. The new terms of enablement or technology—to take advantage.
value it can create for a business is exponential. Over the next
ten years, Goldman Sachs expects Gen AI to increase global
wealth by 7% (nearly $7 trillion) and boost productivity
growth by 1.5%.
Enterprises should opt for a holistic strategy.
One that brings the agility and speed of
automation together with new Gen AI and
Specialized AI capabilities to transform
operations, culture, products, and services.

This white paper provides a replicable

strategy to help executive leaders turn
AI potential into AI results.

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Unleashing AI potential
though automation
With a mature automation program, organizations across A definition of the potential value at stake aligned to key
industries can expand capacity or decrease costs by up business drivers—and the corresponding investment case—
to 30%, according to UiPath analysis. With recent Gen AI is needed. This not only justifies the why, it allows you to
advancements, that potential doubles. articulate the where, what, and how needed to achieve the
value potential.
To realize this, a value-based transformational strategy is
required to secure the people, processes, and technology
to deliver AI at scale. This starts by understanding business
value over three, four and five years, the investment case,
and the evolution in the reference architecture. All of this can be achieved by
bringing the transformative force of
AI to life in the enterprise through
automation. And doing it in a
highly consultative, analytical, and
strategic manner.

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Defining mission objectives
for AI success
Executive leaders have done a tremendous job driving
change in these volatile times. Many of our customers are
driving transformation and achieving significant business Common challenges:
value by putting AI and automation to work across their
• Automation savings not tightly linked to
organizations.
board-level KPIs

However, for many C-suite executives, the personal ambition • Low ROI realized and diminishing value
to lead on AI and automation transformation is a constant delivered to date (e.g., productivity becomes
battle of skill, not will. Historically, AI and automation a key metric, not profit and loss (P&L)
transformations have been complex, highly federated, legacy impact, etc.)
beasts—often starting from the subset of macros and API • Value not sized in logical units a business
integration to more avant-garde initiatives of data science unit and/or function can actualize (e.g.,
and new application business building. However, the most there’s no value in automating a subprocess
common iteration of AI and automation programs are ‘digital’ that happens for five mins—once a year)
variants of Lean Six Sigma-style operational excellence
• Automation programs stuck in piloting or
programs.
PoC scope
UiPath is familiar with common objections and challenges • Prohibitive cost of implementation and
when embarking on this kind of program. The most common maintenance due to the increasing costs of
one is “What’s the business case and value of AI and niche tech talent
automation?”. • Avoiding technical debt across the complex
ecosystem of different point solutions

Starting and sustaining long-term strategic transformation

with AI and automation is difficult. It requires a deep
understanding of the technology and business challenges,
proprietary modeling, and benchmarks per line of business
and industry verticals. This is coupled with a general lack
of clarity around value—and the challenges in moving from
basic cost or time-saved value drivers to more strategic
revenue and risk measures.

These existential challenges need to be solved to unleash

the potential of AI. Our approach informs an overall strategy
that allows our leading clients to design and articulate the
vision, value, and roadmap to deliver value at scale across
the enterprise.

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Building a transformation action plan
Step 1: Understand the business’ strategic problem statements

The best place to start is to look at the strategic objectives that may be in flight in the organization, this isn’t a
set by the board. It’s important to understand the problem comprehensive list. It does, however, offer a useful context
statements and corresponding objectives before embarking for the kind of transformation planning needed today.
on a transformative change journey. When asked about
problem solving, Albert Einstein famously said, “If I had an Defining enterprise problem statements that can be
hour to solve a problem—I’d spend 55 minutes thinking about addressed with AI isn’t easy. But, by looking at what
the problem and 5 minutes thinking about solutions.” drives value for your business, it’s possible to focus on
the concepts and principles that make up the rest of the
Figure 1 illustrates different types of mission goals transformation plan.
across enterprise, divisional, and process transformation
archetypes. Considering all the different transformations

FIGURE 1

Examples of mission goals across three organizational levels:

enterprise, divisional, and process

Enterprise Divisional Process

transformation transformation transformation

Foster enterprise agility by Digitize the division across Reduce waste in time, effort,
nurturing creativity, collaboration, non-digital products, services, or and materials to drive operating
and innovation operations expense efficiency

New or upgrade: skills, people, A layer bringing in the new and

Diagnose
processes elevating the old

A platform for
A gateway to latest intelligent and New or upgrade: processes all stages of Improve
cognitive tech and technology improvement

New or upgrade: core applications New or upgrade: core applications Monitor

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UiPath has helped many Fortune 500 companies Defining the problem statement isn’t just about
answer these questions: identifying points of resistance and operational pain.
Figure 2 illustrates how the balance between resistance
• “What does an increase of 10% operational capacity do
and innovation needs to be explored to truly maximize the
to my operating margin?”
value AI-powered automation can bring. Once a clear view
• “How does this link to EBITDA and operating margin on the problem statement is made, sizing the potential
earnings per share?” value of the solution is the critical next step to delivering
that value.
• “How do we enable a four-day work week?”
• “What pain points are we not solving that impact how
we are perceived by our end-customers?”

FIGURE 2

Innovation initiatives are often met with internal resistance

Innovation Resistance

Reasons to innovate Points of resistance

Competitor moves Free up working capital,

buoyancy in volatile supply Lack of technology investment Complex legacy systems and
Macro-economic challenges
chains across value chain technology
(changing regulations and
geopolitics) Declining barriers to new tech Lack of skills and talent Lack of role modeling
New entrants Non-competitive time to Lack of reinforcing Lack of education and
market mechanisms understanding by operations
Growing expectations of
shareholders and customers Aging populations and attrition

Example interventions Example interventions

Automate Discover Automate Operate

Launch new Improve employee Moonshot Understand what Connect the dots Ideate and govern
products to market experiences with projects to win truly pains your front and back and digital maturity with
through new and contemporary AI hearts and minds stakeholders with deliver a new way of Automation Hub—a
existing channels technologies digital twins working across the single source of truth
entire value chain

Source: UiPath Strategic Engagements and Transformation Experts

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Step 2: Identify the top-line value at stake

Sizing up what will solve the problem statements is key to These can include operating margin, profit and loss (P&L), days
justifying the reasons for embarking on the execution and sales outstanding (DSO), working capital, net promoter score
delivery of these levers. A proper value analysis helps set (NPS) /customer satisfaction score (CSAT), and even risk and
up a successful transformation by sizing the opportunity compliance. These value drivers end up being hugely important
along with the most important enterprise value drivers. KPIs to measure success.

FIGURE 3

A top-down approach helps maximize success

and scale AI and automation transformation
Top-down approach Bottom-up approach

Start with executive visioning around

automation and value at stake

Lack of alignment between

Establish yearly automation goals by business and CoE
functional area

Plan and budget for resources, CoE persuades business to find

and define enterprise reference more automation ideas
architecture with AI and automation

Form an intelligent AI, Few more automations within

automation operating the same business solution
model, centers of excellence

Diagnose and build AI and Establish a CoE

automation use case pipeline
prioritized by strategic goals

Few automations in one of the

Business and CoEs co-lead to drive business functions
fast value realization

Start with a small POC

Better business outcomes, teams work Good start but not scalable and holistic
together to achieve common goals

Identifying the value potential can be an extremely difficult approach, as shown in Figure 3. UiPath has worked with
and manual task. That’s especially true when there’s customers that have faced a wide range of scenarios, and
no process or operational taxonomy, the data quality this is where technology can really help. They’ve leveraged
in telemetry is poor, or there’s a lack of business and top-down mining technologies like UiPath Communications
operational teams in place to track and gather insights. Mining and UiPath Process Mining, in combination with
proprietary AI and automation benchmarks. This meant
Defining the value of aligning your program to core value they could build a data-driven fact base that allows them
drivers and problem statements helps the transformation to identify (without the need for deep SMEs) the “big rock”
to focus in on areas of specific attention. Most importantly, opportunities for digitization, LEAN, automation, and AI
it identifies the specific AI and automation levers that are within an entire business. Furthermore, it helped them
needed to be deployed. set up the foundation to measure the effectiveness of all
transformation initiatives in-scope.
A top-down approach drives better outcomes when
compared to the more commonly seen bottom-up

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Step 3: Verify the inside-out value potential

A top-down sizing of value potential needs bottom- considered for applicability and effectiveness
up verification. Historically, this part of the strategic at this stage.
transformation is delivered through deep-dive interviews and
workshops run by an ecosystem of consulting partners. Here, analysis often incorporates existing automation
maturity and AI penetration to shed light on the factors that
The objective of this step is to capture key process information erode the aspirational automation potential. A platform-
and pain points, and to develop a target-state architecture in centric approach at this stage is usually articulated with
the business. Specific product features, off-the- shelf resources great detail and benefits extend beyond the hard savings of
like solution accelerators and marketplace use cases, are specific use cases alone.

FIGURE 4

There’s value in AI and automation transformation beyond

the hard savings delivered by individual use cases

Total impact from AI and automation

Hard AI and automation savings from use cases

60%
30%
Unify the business user experience Reduction in IA
TCO spend
Platform benefits

Access global talent pools to drive down 10%

40%
Increased success
implementation cost chance

200%
Scale AI and automation libraries Faster time to
value delivery

20%
Reduce IT OPEX TCO Reduction in
OPEX services

Total P&L impact

Source: 2023 - Strategic Engagement Study of High Maturity Fortune 500 Customer

Leading customers leverage UiPath and its consulting However, real-world use cases are only a fraction of the total
partners to bring to life proprietary industry and line value at stake. Figure 4 illustrates how P&L impact beyond
of business data sets, combined with task and activity the hard savings can be achieved by embracing an overall
capturing technologies—like UiPath Task Mining—to align to AI-powered automation platform.
the daily practicalities of business operations. This results in
a confident and actionable pipeline of use cases.

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Step 4: Define the software and data reference architecture

Once we know where to play, the next step is making sure data integrations. Similarly, a strategy that just focuses
we know how to play. It’s important to thoroughly analyze on core RPA—without exploring how digital assistants
the enterprise technology stack. Only by identifying the and Gen AI fit into the workflow—won’t maximize the
potential blockers here can enterprise risk and agility can value the technology could bring to the operation. Finally,
be managed and optimized. clients often have myriad intelligent automation tools
in their enterprise stack, and miss the value potential of
Defining what ‘good’ looks like across the enterprise consolidating and reducing the number of point-solution
architecture’s core systems of record, differentiation, and vendors.
innovation—overlayed with AI and automation use cases
that span across the stack—is key to knowing how to Figure 5 illustrates how a system of AI-powered
leverage these technologies strategically. automation should be treated as omnipresent—
surrounding and running throughout the enterprise’s
For example, a strategy that solely relies on API integration core systems.
to connect systems of record together will fall short in
capturing the full potential brought about by user interface

FIGURE 5

Systems of AI and automation need to be wrapped

around the enterprise’s entire technology stack

Systems of AI and automation

Business-centric automation platform

Systems of innovation
Consumer focused, new applications, business models
Continuous discovery and monitoring

LLMs and AI
Low-code apps Workflows Analytics
expert systems
UI and API integration

Systems of differentiation
Unique processes and capabilities, SaaS, modules of a platform

Customized Intelligent document

interfaces processing

Systems of record
Core transactional processing mission critical master data

Unified management Continuous

Analytics
and governance testing

Source: 2023 - Strategic Engagement Study of High Maturity Fortune 500 Customer

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AI data architecture requirements need to be considered Ultimately, strategizing for data depends both on regulatory
holistically. The organization’s architecture should be environments and what the business wants to achieve with
scalable and performant, capable of integrating and its AI-powered automation system.
centralizing data from various sources while making sure
data quality and governance. It must prioritize security Consider the current wave of Gen AI technologies. There’s
and privacy measures, provide agility and flexibility for a need for executives to understand the impact this has
iterative experimentation, and promote collaboration and on business operations in the immediate term. While most
accessibility. vendors ensure the stability, security, and governance of
their services, it’s hard to visualize how this translates to
A traditional approach is to leverage a big data approach— the enterprise.
also known as a data lake—so enterprises can extract
valuable insights from large and complex datasets. However,
maintaining a data lake demands careful governance
and data management practices. By contrast, managing
federated data sources as part of a single system reduces
UiPath follows a platform-based approach
data duplication and improves privacy. But it could also
to deploying both Gen AI and Specialized
involve more complex data integration processes that
AI. This allows standardized, governed,
present challenges in ensuring real-time data availability.
and secure ways of introducing these
This is where introducing an AI and automation layer
breakthrough technologies to people and
can help aggregate the highest-priority data quicker and
processes effectively. And with an open
cheaper—so it’s ready to be consumed by your AI models.
approach, Gen AI models can be natively
built into all aspects of the UiPath Business
Automation PlatformTM—which can scale
throughout the entire value chain.

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Step 5: Envision the future of AI-powered automation

Imagine a world with 10X more creativity and inspiration, example of how the activities and processes of a typical back
starting new businesses and entering new markets at office worker may be augmented and streamlined with AI and
a moment’s notice, where every employee is 10X more automation in the loop.
productive. Deployed correctly, AI-powered automation
creates an environment in which your employees thrive. AI can impact the way an organization manages people and
culture, because lasting change and sustainable business
Another way to envision the benefits is through the lens impact require a holistic uptake.
of your employees’ daily activities. Figure 6 provides an

FIGURE 6

An example of how Gen AI, Specialized AI, and automation

technologies come together to augment work

Automation can augment the day in the life of employees

Core system process Processes worked on in a month Time saving potential
automation

Human-in-the-loop 1 2 3 4 5 6 7 8 9 10
process automation

Individual general
knowledge tasks
(automation + Gen AI)
Back-office
Physical activity employee

% of employee time 10% 15% 10% 16% 7% 4% 10% 8% 15% 5%

Scope for automation + AI

Different work activity
archetypes Manually transacting across Applying business rules and logic Creating and synthesizing new
different core systems of record to different scenarios artefacts and insights

Human-in- UI + API
Automation capabilities UI + API integrations
the-loop + integrations
Digital assistants + Generative AI models
often deployed

Source: Illustrative figures provided by UiPath

Cultural adoption is a key workstream for any transformation Making sure that executives are aware of your AI and
plan. The plan may also align with broader corporate change automation ambition—and how people, processes, and
strategies and in-flight business programs. This could include technology stack will be impacted—will deliver faster and
tapping into existing capabilities and change management more scalable programs.
content being delivered as part of an SAP S/4 Hana migration,
Agile customer journey re-design, or business process
optimization (BPO) offshoring migration.

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Step 6: Scale up and down the value chain

Guaranteeing that any AI-powered transformation program (E2E) is often overused, customers that achieve it follow a
can achieve its full potential requires a perspective on how two-speed approach, as shown in Figure 7:
it can scale across the entire value chain. While end-to-end

FIGURE 7

Two common approaches when driving automation at scale

Strategic E2E transformation

Long-term
Design thinking, new process design, and process redesign
EBITDA impact

Change management and value governance

In-year tactical delivery

Well defined discovery methods: In-year

task ideation, triage, and prioritization P&L impact

Asset libraries and standardized delivery

The first is strategic. The full end-to-end redesign of a process tactical approach. Often, the strategic horizon leans on large
or operation using digital technology, AI, and automation programs of product engineering, new business building and,
is the primary objective and end-state. Typically, this sees in extreme cases, mergers and acquisitions (M&A) to actualize
the reimagination of entire cross-functional processes and the value over multiple years.
customer journeys.
However, this approach isn’t without its risks and challenges.
The strategic approach takes the best of design thinking That’s why a comprehensive strategy always includes a plan
practices and overlays an end user appreciation for the for a second speed. This rapid and tactical speed is pragmatic
target state journey. This drives more holistic business and underpins the in-year business case through tactical line
outcomes, often on an order of magnitude higher than a more of business delivery.

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The second is tactical, and begins with the highest cases identified to their backlog. This wasn’t suitable for the
automation potential (e.g., corporate functions, customer business as changes were estimated to take two years.
care) and articulating key personas and activity archetypes UiPath would have solved the pain point in a matter of
that’ll allow the transformation to begin capturing in-year months. However, with strategic partnerships with ERP
value. Often this approach identifies entry and exit points vendors, these situations should no longer arise.
along bigger and broader canonical processes, which results
in more backlog and pipeline for First Speed. A strategic plan for scale needs to be articulated, syndicated,
and agreed upfront. Most importantly, a plan to articulate
As the time-to-value for the tactical approach is vastly quicker, how the different business benefits are captured and
this sometimes becomes a point of contention with other big recognized among the many concurrent change programs
business programs in flight. This can sometimes result in what that are being delivered by other stakeholders.
we know as use-case ‘sniping’, where one change program
takes the use case and benefit statement from an opportunity
area from another. For example, a common scenario, during
an ERP migration to cloud, a transformation program run by
UiPath was undermined by an IT change program that had
the imperative to grow its existing scope and add the use

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Step 7: Operationalize AI

Operationalizing and scaling AI requires a holistic operating Our leading customers set up holistic operating models to
model that’s agile, comprehensive, and proactively resilient. capture ‘who’ is needed and ‘how’ AI can be scaled across
Mapping the interactions across an enterprise in this the enterprise.
operating model helps manage risk—identifying potential
issues before they become problems. This strategy is anchored on the following four principles:

1. Being realistic with existing automation and AI maturity: regardless of whether an enterprise is starting from a
greenfield or brownfield environment, a large upfront focus on the operating model design will depend on existing
support processes, as well as discover and delivery capabilities. Determining whether existing processes are enough
or new ones need to be designed.
2. Tightly linking organizational priorities, OKRs, and KPIs: translating and cascading corporate strategic KPIs
to the individuals in the business unit is key to ensure success and continuous adoption of any AI and automation
program. Understand how each objective/KPI can be impacted by the different components of the platform
technologies at your disposal.
3. Maintain a focus on agility, but don’t forget about the merits of waterfalling: agility is key to delivering
transformative impact with AI-powered automation. Because of the tight dependency on business operations, Agile
delivery methodology in isolation won’t work. Deploying AI-powered automation requires a real focus on change
management to mitigate the associated disruption to live operational processes, teams, and customers. Not just the
use-case definition and specific process improvements it’ll bring.
4. Achieving competitive advantage without jeopardizing ethics: as AI finds its way into every aspect of the
business, strict guidelines must be in place to ensure democracy, legitimacy, and transparency as AI and automation
are scaled and operationalized. Defining the personas that need the most attention and actively managing AI
training data inputs to minimize unforeseen biases is the best first step to ensure ethical safeguards. For example,
business processes and technological guardrails will prevent AI-driven processes from discriminating against end-
consumers. These guardrails range from human-in-the-loop reviews, to strict data cleansing and model retraining
ML operations. A plan that captures the widest range of scenarios is key to making sure AI and automation are
operationalized sustainably and successfully.

Leading UiPath customers adopt a hybrid approach to their delivery and enablement. Plus, a highly iterative top-down
operating models, built on the understanding that AI systems diagnosis, discovery, and delivery focuses the team on value
aren’t infallible and require human supervision. This hybrid capture, ethical deployment, and security.
model involves agile methodology and scrum teams driving

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Step 8: Build a holistic investment case on total cost of
ownership and AI potential

Formulating an investment case that forecasts the real value AI is at this same inflection point, akin to the early days of
of an AI program can only be done by including total cost RPA, where point solutions and vendors vied for the same
of ownership (TCO) in your analysis. Accurately calculating fixed budgets. Should history be repeated, the inefficiencies
the impact of new roles and people, new technology and of managing an estate of disparate technologies will (again)
infrastructure, and new investments in change management drive up IT operational costs and increase TCO.
is needed to get to a real ROI figure.
In contrast, a unified platform-based approach like UiPath—
Our customers often model out benefit growth due to near- especially with its focus on Gen AI and Specialized AI
term emerging and improving technologies, while conversely integration for the whole enterprise—will do the reverse.
becoming more aggressive when modeling out costs due to
economies of scale and emerging unified platforms.
It’s important to note that Gen AI and Specialized AI are
much like RPA back in 2016. When these technologies were
introduced into the enterprise in isolation, companies faced
exploding IT operating costs and shadow IT. It wasn’t until
the consolidation of the market and a holistic platform-based
approach started to emerge that ROI started to turn positive.

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Achieving strategic outcomes
Embracing AI strategically can unlock numerous benefits for By doing so, the business will be able to capitalize on the
the enterprise. From enhanced operational efficiency and potential cost and capacity benefits from AI and automation
improved decision making to elevated customer experiences to drive growth and success.
and a sustainable competitive advantage, the value is
considerable. Understanding the common pitfalls and the lessons learned
by peers can help you step beyond hours and dollars saved
It’s important to develop a well-defined strategy that to achieve top-line, strategic business value. UiPath proudly
understands strategic business challenges, benchmarks shares customers’ strategic success in line with four vital
value, and thinks strategically about how to operationalize business outcomes:
and scale AI-powered automation.

1. Cost transformation: cost transformation means achieving better results, having spent time and money
wisely. Introducing AI-powered automation into the workplace allows businesses to streamline more
processes, reducing the need for manual interventions and reorienting employees to high-value work. The
result is more efficient and agile processes, with a greater focus on customers and business outcomes.
2. Profitable growth: increasing profits while maintaining or even reducing margins across your business. By
introducing AI-powered automation into the workplace, organizations can improve customer engagement,
increase productive innovation, and launch new services and products more quickly. The result is higher
margin growth and expanding revenue streams thanks to a renewed focus on customer acquisition, retention,
and growth.
3. Managed risk and maximized compliance: a combined AI and automation approach can play a crucial role in
managing risk and compliance challenges. By implementing an intelligent platform that quickly incorporates
new compliance rules, enterprises can keep up with evolving regulations and reduce the risk of non-
compliance. The business impact is significant, driving efficiency, reducing costs, and increasing customer
trust.
4. Improved customer experience and increased employee engagement: by streamlining systems and
processes, organizations can enhance the overall customer and employee experience. Businesses that use
automation to improve employee experience can attract and retain the best talent. They’ll not just become
an employer of choice, a happier workforce will boost customer satisfaction through improved interaction,
support, and service. Which will drive loyalty and revenue growth.

To see customer case studies and learn more about how to unleash
the potential value of AI-powered automation, visit uipath.ai.

UiPath is AI at work.

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