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1、Copyright 2022 Everest Global,Inc.This document has been licensed to UiPathEnterprise Automation Playbook 2022September 20222Enterprise Automation Playbook 2022The Enterprise Automation Playbook empowers enterprises at various stages of their process automation and transformation journeys with insig
2、hts,methodologies,and practical advice to achieve best-in-class outcomes from Intelligent Automation(IA).Objective Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPathContentsFor more information on this and other research published by Everest Group,please cont
3、act us:3Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPath1.The need to become a digital-first enterprise5Drivers for transformation6Intelligent Automation(IA)as a key lever to transform to digital-first operations7Key components of IA8Role that IA plays in a
4、ddressing enterprise business challenges/imperatives9Growth in demand for IA102.The IA paradigm11Enterprise automation life cycle12Role of IA across the enterprise automation life cycle13Enterprise adoption of IA14Benefits of adopting IA15Use case holistic intelligent automation approach163.Enterpri
5、se automation journey17Introduction to the enterprise automation journey18Types of programmatic approaches19Understand the current state24Create a business case for the desired outcome29Determine the capability target state40Identify all determinants and map the path49Execute against the mapped path
6、57Amardeep Modi,Vice PresidentAnish Nath,Practice DirectorAshwin Ambala,Senior AnalystKumaraguru G,Senior AnalystContents4Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPath4.Accelerating the enterprise automation journey61Securing executive sponsorship and fu
7、nding62Creating a healthy transformation pipeline65Developing a business case for IA69Selecting an enterprise-grade IA solution75Setting up a Center of Excellence(CoE)88Identifying and sourcing IA talent99Enabling citizen-led development105Developing an effective change management program1105.Enterp
8、rise case studies1146.Appendix123Understanding IA technologies124IA market characteristics131Intelligent automation Capability Maturity Model(CMM)135Environmental determinants153Variance in execution path steps154Glossary1585Proprietary&Confidential.2022,Everest Global,Inc.|This document has been li
9、censed to UiPath01The need to become a digital-first enterpriseDrivers for transformationIntelligent Automation(IA)as a key lever to transform to digital-first operationsKey components of IARole that IA plays in addressing enterprise business challenges/imperativesGrowth in demand for IA6Enterprise
10、Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPathDrivers for transformationEvolving into a digital-first business is becoming increasingly important for organizations to remain resilient and competitiveTraditional levers such as share
11、d services,offshore labor arbitrage,and Enterprise Resource Planning(ERP)have become less effective in generating enterprise outcomes/benefits.Need to address talent shortage and rising employee expectationsDrivers of changeLegacy businessValuesCost reductionEfficient processSLA complianceEmployee p
12、roductivityLeversLegacy systemsLean Six SigmaLabor arbitrageApproachIT-led transformationSiloed implementations across business units/departmentsDigital-first businessReduction in manual workValuesEnhanced stakeholder experienceContinuous process improvementFocus on business metricsIntelligent Autom
13、ation(IA)LeversDesign thinkingDeep domain expertiseBusiness-and IT-led transformationApproachOrganization-wide implementationsNavigating potential economic downturnNeed to ensure business continuity and sustainabilityEvolving customer expectationsNeed for continuous innovation7Enterprise Automation
14、Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPathIntelligent Automation(IA)is a key lever to transform to digital-first operationsIA enables organizations to successfully evolve their operating models,meet their strategic objectives,and achieve
15、enterprise-wide automationLegacy operationsKnowledge-based processTransactional processStrategic processRPA/AI robotsHuman workforceDigital-first operations Intelligent Automation(IA)technologiesConversational AI handles customer queriesERP 1InquiryERP 2ERP 3 Legacy systemsInterplay of digital lever
16、s such as RPA,AI,process mining,task mining,intelligent document processing,conversational AI,and process orchestration to support digital-first operationsCustomer inquiry through omnichannel platformsCentralized databaseCustomersCustomersUnderlying issues in legacy operationsDisjointed operations r
17、esulting in high turnaround timeHeavy reliance on manual tasks resulting in low productivity and human errorsHigh volumes of unstructured dataReliance on legacy systems resulting in lack of flexibilityCost-intensive operationsBusiness outcomesHigher flexibility and capacity creationIncreased workfor
18、ce productivityEnhanced employee experienceCost elimination and profit maximizationTouchless transactionsProcess efficienciesImproved customer experienceImproved governance and complianceBetter partner/supplier enablementImproved collaboration across teamsILLUSTRATIVE8Enterprise Automation Playbook
19、2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPathMonitoring and insightsEnabling capabilitiesRules-based automationAI-based automationRDA/attended RPAUnattended RPAIntelligent Document Processing(IDP)Conversational AIProcess miningTask miningAI-based ana
20、lyticsCustom AI solutions(such asNLP and computer vision)API integrations/pre-builtconnectorsData transformation/Extract Transform Load(ETL)Process orchestrationProcess management&governanceIntelligent Automation Platform1AutomationKey components of IAAn ecosystem of no-code/low-code digital levers
21、constitute an intelligent automation platform that helps enterprises discover,optimize,and automate both rules-based and judgment-intensive processes1Refer to pages 124-130 for a detailed definition and applications of the key components of IA9Enterprise Automation Playbook 2022Proprietary&Confident
22、ial.2022,Everest Global,Inc.|This document has been licensed to UiPathIA helps reduce employees time spent in mundane and repetitive activities,thereby enhancing workforce productivity and improving employee experience.IA helps enterprises plan and forecast efficiently to mitigate risks arising from
23、 demand and supply disruptionsIt offers cost savings as it optimizes/automates processes and efficiently uses resources/FTEs through the insights generatedIA helps maintain business continuity through touchless transactions when human agents are unable to handle customer inquiriesIA aids in extracti
24、ng and collating data from multiple sources for ESG reportingIA helps build customer journey maps and solve customer pain pointsIt supports omnichannel communication and aims to provide quick inquiry resolution,thereby increasing customer delightIA aids in continuous monitoring and redesign of busin
25、ess models and provides new avenues of increasing revenue.Role that IA plays in addressing enterprise business challenges/imperativesEnterprises with digital-first operations,enabled by IA,are better positioned to address both the short-and long-term challenges/imperativesHow IA helps address the ch
26、allengesChallenges/imperativesShort term challengesTalent shortage and unfulfilled employee expectationsPotential economic downturnLong term imperativesNeed for a resilient and sustainable businessEnhanced customer experienceReinvention of business model and revenue growthIA helps create additional
27、FTE capacity that can be leveraged for more creative and strategic work this allows enterprises to scale up their operations efficiently and profitably.10Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPath1Refer to pages 131-
28、134 for the details on IA market adoption across industries,geographies,and process areasSource:Everest Group(2022)XX%CAGRXX%Growth rateGrowth in demand for IAIAs role in helping enterprises transform to digital-first operations and address business challenges is driving rapid adoptionIA software ma
29、rket size1In US$billionThe IA software market stood at over US$7 billion in 2021,showcasing a YoY growth of close to 35%In a business environment that is constantly evolving,enterprises are embracing IA to make their organizations digital-first and future-ready.Consequently,the IA software market is
30、 expected to grow at a CAGR of 35-40%in the next few yearsKey growth drivers include pent-up demand in the aftermath of the pandemic and improved sophistication of AI technologies accelerating the adoption of cognitive solutions along with RPARPAProcess OrchestrationConversational AIProcess miningIn
31、telligent Document Processing(IDP)Task mining32%27%16%13%10%2%20023E4.07.15.313.1-13.632%35%35-40%11Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPath02The IA paradigmEnterprise automation life cycleRole of IA across the enterprise automation life
32、cycleEnterprise adoption of IABenefits of adopting IAUse case holistic intelligent automation approach12Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPathEnterprise automation life cycleThe enterprise automation life cycle s
33、tarts from discovery and ends at continuous monitoring,which acts as a feedback loop back to discoveryPrioritizeAssess processes for potential automation opportunitiesDiscoverIdentify/verify the as-is process stateContinuous monitoringMonitor processes for continuous feedback and improvementEvaluate
34、Evaluate opportunities to identify the right target state with the highest RoIExecuteExecute against the determined target state and employ a proper change management programOptimizeIdentify improvement opportunities and/or redesign processes13Enterprise Automation Playbook 2022Proprietary&Confident
35、ial.2022,Everest Global,Inc.|This document has been licensed to UiPathRole of key constituents of an IA platform across the enterprise automation life cycleAn IA platform offers capabilities that serve the key requirements across the different stages of enterprise automation life cycleAutomation lif
36、e cycle stagesDiscoverOptimizePrioritizeEvaluateExecuteContinuous monitoringApplicable IA technologies(not exhaustive)Process miningTask miningConnectorsETLProcess miningTask miningAI-based analyticsProcess orchestrationProcess miningTask miningAI-based analyticsProcess miningTask miningProcess orch
37、estrationRPAIDPCAIProcess orchestrationCustom AI solutionsProcess miningTask miningProcess orchestrationRole that IA plays in each of the stagesPre-processes and transforms the data that is accessed from sources such as systems of recordAnalyzes the transformed data and provides a fact-and data-base
38、d view of the as-is process flows,along with essential step information such as time,cost,volume,and frequencyIdentifies opportunities to streamline/improve existing processes by investigating process deviationsHelps design/model new process flows to rectify identified process inefficienciesAssesses
39、 process steps to calculate automation potential by considering factors such as number of resources,step duration,and types of user action performedPrioritizes automation candidates to help build a healthy pipelineProvides the ability for users to build scenarios based on the optimization and automa
40、tion opportunitiesConducts virtual simulations to test changes to the as-is state and predict the RoI without impacting day-to-day operationsProvides the ability to manage processes,including hybrid or human+robot workforce,after implementing the scenario with the maximum RoICarries out operations t
41、hat are transactional or require judgment,in collaboration with human workforceAllows enterprises to continuously monitor process performance against expected/desired outcomes to identify further improvement opportunitiesHelps refine/update the transformation roadmap/pipeline iteratively14Enterprise
42、 Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPathEnterprise adoption of intelligent automation Enterprises are increasingly combining and orchestrating multiple intelligent automation technologies as part of their automation initiati
43、vesAdoption of stand-alone RPA Vs.IAPercentage of enterprises62%15%38%85%Q1 2018Q1 2022Intelligent automation1Standalone RPAAdoption of other IA levers in addition to RPAPercentage of enterprises,202287%84%80%78%65%Task miningConversational AIProcess orchestrationIDPProcess mining1Includes at least
44、one other IA component in addition to RPA.Note:Based on the survey responses from 52 enterprises(that primarily adopted standalone RPA)in Q4 2017 and 55 enterprises(who adopted IA)in Q1 2022Source:Everest Group(2022)15Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,In
45、c.|This document has been licensed to UiPathPrimarily by adopting standalone RPABy adopting IAEnterprises,on average,achieved a positive impact on their revenue growth of5%as compared to38%Enterprises,on average,achieved operational efficiency improvement of38-43%as compared to50-55%Enterprises,on a
46、verage,achieved employee productivity improvement of28-33%as compared to40-45%Enterprises,on average,achieved a RoI of1.5Xas compared to2XEnterprises,on average,achieved 40-45%improvement in their CSAT score by adopting IAAround 50%of enterprises achieved cost savingsgreater than US$1 million by ado
47、pting IAStrategic impactCost impactOperational impactBenefits of adopting a holistic intelligent automation approachEnterprises are achieving increased business value by combining multiple IA technologies and adopting a holistic intelligent automation approachNOTE:Based on the survey responses of 52
48、 enterprises(who primarily adopted standalone RPA)in Q4 2017 and 55 enterprises(who adopted IA)in Q1 2022Source:Everest Group(2022)16Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPathAutomation life cycle stagesDiscover,opti
49、mize,prioritize,and evaluateExecuteContinuous monitoringKey stepsOptimize the processUnderstand customers requirements,capture information,and pass to the systemValidation of identity documentsUploading data into enterprise application to create a unique IDSpreadsheet populationand data manipulation
50、;sending confirmation mailMonitor for further process improvementsRole of IAProcess mining and task mining tools discover the as-is state of the customer onboarding process and identify optimization and automation opportunitiesSimulation analysis is conducted to arrive at the most efficient scenario
51、(illustrated through steps in the Execute stage)CAI interacts with customers in natural language to understand the intent and capture required informationExceptions are routed to human agents who are assisted by robots that suggest possible packages and solutions based on previous interactions.The a
52、gent is able to make decisions more quickly and the CAI learns by observing human actionsThe information is passed on to an RPA robot that uses external websites and tools to complete the application form and saves it with a pre-defined naming conventionData entry is validated against supporting doc
53、uments and discrepancies are flagged automatically for reviewThis process also aids in fraud detection and malware handlingThe RPA robot runs the new data through various back-end systems to generate a unique customer ID and populate the details for the next billing cycle.The RPA robot manipulates d
54、ata and makes entries into a pre-defined templateThe RPA robot sends a confirmation email to the customerProcess mining,tasking mining,and process orchestration tools monitor the process and help iteratively discover and optimize the process making it a virtuous cycle of process optimizationIA techn
55、ologies leveragedProcess miningTask miningProcess orchestrationCAIRPACustom AI solutionsIDPRPARPAProcess miningTask miningProcess orchestrationUse case holistic intelligent automation approachDeveloping digital capabilities for customer onboarding17Proprietary&Confidential.2022,Everest Global,Inc.|T
56、his document has been licensed to UiPath03Enterprise automation journeyIntroduction to the enterprise automation journeyTypes of programmatic approachesUnderstand the current stateCreate a business case for the desired outcomeDetermine the capability target stateIdentify all determinants and map the
57、 pathExecute against the mapped path18Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPathOrganizations could also consider enterprise-wide adoption of IA solutions to optimize/transform processes.This is not limited to ad hoc
58、 eventsSuch instances are on the rise,as enterprises are increasingly looking to become more agile and resilientEnterprises could think about IA as a response to an event.In such cases,the thinking and approach to IA are typically limited to the process in the immediate scopeSome examples are:Cost s
59、avings opportunity in a manual-intensive process Automation infusion in specific parts/tasks of an end-to-end process Initiatives driven by specific functions/business unitsProgrammatic enterprise-wide automation strategyAd hoc approach to adoptionA programmatic approach helps enterprises realize ma
60、ximum value from automation at scale.Therefore,this section focuses on the types of programmatic approaches and outlines a step-by-step strategy for enterprises to institutionalize the use of IA across their organizationsAdoption of IA can be driven by ad hoc needs to optimize a few processes or as
61、part of an enterprise-wide strategy to transform operations19Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPathTypes of programmatic approaches|top-down modelA top-down model of IA adoption is centrally driven and follows a
62、process-centric approach to automationAdvantagesTop-down model has widespread familiarity and offers benefits such as clearer communication and greater accountabilityCentralized team/CoE structure enables policy adherence,tool standardization,and global governance for quality,speed,and automation re
63、usabilityThis approach helps organizations focus on process optimization and then automation,and enables design thinking and process reimagination.It also helps prioritize use cases that drive higher business impactLimitationsThis model is unable to address the talent availability issue as it is dep
64、endent on skilled developers and IT talentLess room for creativity and innovation as there exists limited diversity in the resource set contributing to ideation and developmentHigh dependence on enterprise IT impacts speed and agility of implementationsMore change management effort is required as th
65、is approach is highly transformative in natureCharacteristics of a citizen-led modelRole of management Top management mandates automation,typically as part of a broader digital transformation agendaInitiatingstakeholdersCorporate or global business functions,with robust CoE support,primarily initiat
66、e projectsTeam structureCentralized automation team structureAutomationobjectiveFocus on driving end-to-end process automation and/or transformationAutomation approachProcess-centric approach to automationTalent managementHigh emphasis on new hires and/or third-party resourcesIT supportRequires sign
67、ificant support and involvement of enterprise IT20Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPathTypes of programmatic approaches|citizen-led modelA citizen-led model of IA adoption is extremely decentralized and follows
68、a user-centric approach to automationAdvantagesDecentralized team/CoE structure helps augment organizational capabilities with local or functional knowledgeBusiness/operations resources contribute to automation opportunity identification and development,thereby reducing dependence on developers and
69、increasing flexibility&agilityLow upfront investment due to limited requirement of expensive automation-experienced resources or significant IT infrastructureLimitationsThis model suffers from lack of or limited policy adherence,tool standardization,and application qualityAbsence of a centralized go
70、vernance authority could lead to security threatsThis approach largely results in low-level automation of manual tasks,and there is no process optimization or reengineering to eliminate unnecessary steps in a processAdditional effort is spent on training and enablement of citizen developers to fulfi
71、ll organizations overall automation development requirementsCharacteristics of a citizen-led modelRole of management Top management endorses automationInitiatingstakeholdersGlobal shared services or local/regional business units,with limited CoE support,primarily initiate projectsTeam structureDecen
72、tralized automation team structureAutomationobjectiveFocus on improving employee productivity and experience;one robot for every employeeAutomation approachUser-centric approach to automationTalent managementDemocratizing the use of automation and enabling citizen developersIT supportOperations/busi
73、ness-led and requires less support from enterprise IT while operating within set frameworks and IT guidance21Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPathTypes of programmatic approaches|hybrid model(page 1 of 2)A hybri
74、d model of IA adoption is a combination of the top-down and citizen-led models,bringing together the best attributes of each approach and overcoming their respective shortcomingsWe use a combination of top-down and bottom-up approaches for automation.Crowdsourcing the niche,bottom-up use cases with
75、citizen developers,allows the professional developers more time to work on top-down,large,complex use cases.Brian Klochkoff,Executive Vice President,Global Head of Automation,Dentsu InternationalTeam StructureInitiating stakeholdersRole of managementAutomation approach&objectiveTalent managementIT s
76、upportEmploys a dual structure central team ensures standardization and governance,while local teams fuel innovation/creativityCentralized CoE initiates projects with adequate involvement/participation from global and regional BUsTop management provides sponsorship and promotes automation to enable
77、digital-first operationsCombines process-and user-centric approaches to automation to improve employee productivity&experience and enable end-to-end process automationSkilled developers and IT talent handle complex automation use cases while citizen developers take care of the simpler casesEnterpris
78、e IT helps set policies during project initiation and provides ongoing support&guidance22Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPathOptimized costOrganizations that leverage existing operations resources/employees for
79、 development can rely less on hiring expensive IT talentIn-house application development reduces professional services and outsourcing costIncreased speed and efficiencyEmploying citizen developers to share some of the development requirements reduces the wait times to launch new applicationsCitizen
80、-led development also leads to increase in hours saved,thereby providing competitive advantageEnhanced innovationCitizen developers bring in creative thinking and innovation based on their front-line knowledge of businesses and potential process improvementsThey can also refine the applications inde
81、pendently by incorporating the feedback received directly from colleaguesTypes of programmatic approaches|hybrid model(page 2 of 2)Given the benefits offered by the hybrid model,more enterprises are in the process of enabling such an approach to maximize success from IA adoptionKey benefits of imple
82、menting a hybrid modelImproved stakeholder satisfactionCitizen developers can design applications that are more aligned with user needs and experience as they know what data needs to be collected and how information should be presented.This enablement also leads to increased employee satisfaction.Lo
83、wered shadow IT riskEmpowering citizen developers to build applications based on their requirements within a controlled IT environment reduces the risk of shadow IT proliferation.Reduced burden on enterprise ITCitizen developers can take some burden off the IT team,enabling them to focus on more com
84、plex and critical projectsReduced burden also enables the IT teams to support and monitor the citizen-led development program more efficiently23Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPathEnterprises can break down the
85、ir automation journeys into five distinct steps24Understand the current stateCreate a business case for the desired outcomeDetermine the capability target stateIdentify all determinants and map the pathExecute against the mapped pathIdentify processes suitable for IA implementationDetail the busines
86、s case for the desired outcomeRefine the target outcome state if the business case does not standIterate,if required,and identify achievable outcomesExecute based on the planned path and course correct,when applicableIdentify the potential challenges and barriers to adoptionIdentify best practice fr
87、ameworks and tools for successful execution135Assess the current state of organizational processesMap out current capabilities and outcomesUnderstand the automation technologies available and possible outcomes achievableBased on the outcome desired,determine the capability level requiredIdentify cap
88、ability components that would need to be created/achieved as part of the execution pathIdentify all factors to the execution path,including environmental onesIdentify the best-fit path based on both IA and environmental determinants24Enterprise Automation Playbook 2022Proprietary&Confidential.2022,E
89、verest Global,Inc.|This document has been licensed to UiPathEnterprises can break down their automation journeys into five distinct stepsStep 1:understand the current state24Understand the current stateCreate a business case for the desired outcomeDetermine the capability target stateIdentify all de
90、terminants and map the pathExecute against the mapped path12345Assess the current state of organizational processesMap out current capabilities and outcomesUnderstand the automation technologies available and possible outcomes achievable25Enterprise Automation Playbook 2022Proprietary&Confidential.2
91、022,Everest Global,Inc.|This document has been licensed to UiPathThe automation journey for every organization begins with an understanding of its current state of maturity and its aspirational target stateThe actual execution path to address the gaps will depend on multiple factors,as described in
92、subsequent pagesUnderstand the current state(page 1 of 4)It is important for enterprises to understand their existing and desired target outcome states to map the best-fit execution path for their automation journeysCapability maturityOutcomesCapability deltaOutcome deltaCurrent stateCurrent state a
93、nd maturity of processesCurrent IA capability and outcomes achievedTarget stateDesired outcome(and corresponding capability),based on vision and strategy,tempered with business case26Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed
94、to UiPathILLUSTRATIVEEverest Groups Pinnacle Modelfor mapping an enterprises journey to become a Pinnacle EnterpriseOutcomesLevel 2Level 1Level 3TypicalAdvancedBasicLeaderCapability maturityPinnacle EnterprisesEach enterprise will have its own specific journey depending on the industry,size,and cult
95、ureStrategic impactOperational impactCost impactVision and strategyOrganization and talentTechnologyImplementationResourcingABC12345Definition of Pinnacle EnterprisesEnterprises that stand apart from others for their business outcomes and capability maturityNot all enterprises work towards the same
96、destination,but alignment is criticalUnderstand the current state(page 2 of 4)The Pinnacle Modelprovides enterprises with a framework to measure their automation journeys current and target states,both in terms of outcomes and capabilities27Enterprise Automation Playbook 2022Proprietary&Confidential
97、.2022,Everest Global,Inc.|This document has been licensed to UiPathOverall,we can measure the outcome through a combination of three factors:cost impact,operational impact,and strategic impact We can further break these down into subdimensions under one of the three buckets depending on the outcome
98、level achieved.The exact outcome measures will vary significantly by the scope of IA implementationHighest level of achievable outcomes;typically,only 10-15%of enterprises will get to this stage Breaking down and measuring outcomesAchievement levelMid-level of outcomes achieved;the vast majority(65-
99、70%)of organizations fall in this bucketLow level of outcomes;we can expect 15-20%organizations to fall in this categorySubdimensions1Revenue growthProcess efficiency Time to ROIStrategic impactOperational impactCost impactDimensionsSupport costs1Not exhaustiveHighLowCustomer experienceUnderstand th
100、e current state(page 3 of 4)Outcomes:use the Pinnacle Enterpriseoutcomes model to understand your current state and goals for the desired target state28Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPathAchievement levelHighL
101、owSubdimensions2Dimensions1Refer to pages 135-152 for the detailed model,dimensions,and subdimensions2Not exhaustiveImplementationVision&strategyTechnologyTalent managementOrganization structureFunding/sponsorshipProject initiationScale and scope of IA deploymentsType of IA Center of Excellence(CoE)
102、Process orchestrationSourcing of IA talentLeaderHighest level of capability maturity;typically,only 10-15%of enterprises will get to this stage AdvancedMid to high level of capability maturity;typically,20-25%of enterprises will fall in this bucket BasicLow level of capability maturity;we can expect
103、 15-20%organizations to fall in this categoryTypicalMid to low level of capability maturity.Typically,a majority of enterprises(45-50%)will fall in this bucket Overall,capability is measured through a combination of five factors vision&strategy,organization structure,technology,talent management,and
104、 implementationEach of these is further broken down into subdimensions,which can be measured under one of the four buckets depending on the maturity level:basic,typical,advanced,and leader Breaking down and measuring outcomesUnderstand the current state(page 4 of 4)Capability:the Pinnacle Enterprise
105、s Capability Maturity Model(CMM)1 can help enterprises understand their current state of capabilities and where they want to reach29Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPathEnterprises can break down their automatio
106、n journeys into five distinct stepsStep 2:create a business case for the desired outcome24Understand the current stateCreate a business case for the desired outcomeDetermine the capability target stateIdentify all determinants and map the pathExecute against the mapped path12345Identify processes su
107、itable for IA implementationDetail the business case for the desired outcomeRefine the target outcome state if the business case does not standIterate,if required,and identify achievable outcomes30Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has
108、been licensed to UiPathCreate a business case for the desired outcome(page 1 of 10)Create a business case and refine the target outcome stateThere are multiple processes within an enterprise where IA can be implemented The first step is to identify all the processes across business functions where I
109、A can be appliedOnce the processes are shortlisted,they need to be prioritized for IA implementationThese processes must be prioritized using a structured and repeatable frameworkProcesses with higher automation potential and impact on business should be prioritized After shortlisting the top-priori
110、ty processes,enterprises need to develop a business case to identify the target outcome stateEnterprises must examine all potential use cases and target options to arrive at an achievable target outcome stateIdentification of processesPrioritization of processesCreating a business case31Enterprise A
111、utomation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPathIdentifying processesPrioritizing processesCreating a business caseApplicability of IACreate a business case for the desired outcome(page 2 of 10)Processes that involve a high share of r
112、epetitive manual effort and are facing challenges related to costs,turnaround times,and quality should be identified and considered for subsequent stepsProcesses that are plagued by challenges related to costs,turnaround times,quality of outputProcesses that involve a high share of repetitive and mu
113、ndane manual activityFiltering criteriaLong list of processesList of processes to be considered for IA32Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPathIdentifying processesPrioritizing processesCreating a business caseDeg
114、ree of human judgment,expertise,and experience required.Additionally,the spread of a process across departments or geographiesProcess complexityMeasure of the extent to which a process is well-defined and structuredProcess awarenessAverage cost per transaction and volume of transactionsCost of proce
115、ssRelative correlation of the process with organizational targets,e.g.,customer experience and top-line growthBusiness criticalityExisting process healthMeasure of process health based on prior optimization or automation exercises performed for improvementDegree of digitized data and digital infrast
116、ructure already in existenceExtent of digitizationLevel of fragmentation in technologyTechnology fragmentationCreate a business case for the desired outcome(page 3 of 10)Enterprises should prioritize the identified processes for IA implementation,leveraging a structured and repeatable framework13142
117、Automation potentialHighHighLowLowImpact potential33Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPathCreate a business case for the desired outcome(page 4 of 10)Illustration 1:a bank evaluating its KYC-AML(anti-money-launde
118、ring)business function identifies the processes to be considered for IAProcesses to be considered for IA implementationKYC-AML value chainKYC(onboarding,refresh,etc.)Enhanced Due Diligence(EDD)/sanctionsMonitoring/surveillanceAML reportingFraud managementChargebackDocument managementList/media scree
119、ning(PEP,sanctions,media,etc.)Activity/transaction monitoringAlert management/investigationHardware monitoringEscalation managementCustomer risk assessment and data profilingExternal data checksAML monitoring for Money Service Businesses(MSB)Compliance reportingNavigation and link analysisDispute/re
120、covery managementCompliance and quality checksData stream validation/notificationTrade surveillanceData sharing requests/reportingTransaction screeningModel validation and refinementPlatformsAnalytics34Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document
121、 has been licensed to UiPathIdentifying processesPrioritizing processesCreating a business caseDegree of human judgment,expertise,and experience required.Additionally,the spread of a process across departments or geographiesProcess complexityMeasure of the extent to which a process is well-defined a
122、nd structuredProcess awarenessAverage cost per transaction and volume of transactionsCost of processRelative correlation of the process with organizational targets,e.g.,customer experience and top-line growthBusiness criticalityExisting process healthMeasure of process health based on prior optimiza
123、tion or automation exercises performed for improvementDegree of digitized data and digital infrastructure already in existenceExtent of digitizationLevel of fragmentation in technologyTechnology fragmentationAML reportingFraud management ChargebackEDDCustomer identification&verification3142IDP poten
124、tialHighHighLowLowProcessing costProcesses in the upper right-hand quadrant would be the top priority for further consideration,given their high automation potential and impact potentialCreate a business case for the desired outcome(page 5 of 10)After initial shortlisting,processes with high cost,bu
125、siness criticality,and high automation potential should be considered for further evaluationILLUSTRATIVE35Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPathCreate a business case for the desired outcome(page 6 of 10)Illustra
126、tion 2:consider an organization evaluating its Finance and Accounting(F&A)business function for IATreasury and risk managementInternal auditBudgeting and forecastingCapital budgetingManagement reporting&analysisRegulatory reporting&complianceRecord-to-Report(R2R)General accountingProvidersCustomerOr
127、der-to-Cash(O2C)Sourcing support&catalog managementRequisition-to-POTravel&expenseBillingOrder managementAccounts receivableProcure-to-Pay(P2P)End-to-end process-driven definition of F&A Accounts payableTaxationFinancial Planning&Analysis(FP&A)Covered under procurementCovered under supply chain36Ent
128、erprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPathILLUSTRATIVEIdentifying processesPrioritizing processesCreating a business caseProcesses in the upper right-hand quadrant would be the top priority for further consideration,giv
129、en their high automation potential and impact potentialAccounts payableAccounts receivable1Internal audit2FP&ACreate a business case for the desired outcome(page 7 of 10)After initial shortlisting,processes with high cost,business criticality,and high automation potential should be considered for fu
130、rther evaluationAutomation potentialHighHighLowLowDegree of human judgment,expertise,and experience required.Additionally,the spread of a process across departments or geographiesProcess complexityMeasure of the extent to which a process is well-defined and structuredProcess awarenessAverage cost pe
131、r transaction and volume of transactionsCost of processRelative correlation of the process with organizational targets,e.g.,customer experience and top-line growthBusiness criticalityImpact potentialExisting process healthMeasure of process health based on prior optimization or automation exercises
132、performed for improvementDegree of digitized data and digital infrastructure already in existenceExtent of digitizationLevel of fragmentation in technologyTechnology fragmentationGeneral accounting4337Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document
133、has been licensed to UiPathIdentifying processesPrioritizing processesCreating a business caseCreate a business case for the desired outcome(page 8 of 10)Examining the target state optionsConsider accounts payable as an example.The illustrative process consists of three tasks:invoice data extraction
134、,invoice exception handling,and provider/vendor account reconciliation.With increasing sophistication of IA technologies,larger parts of the process can be automated.Increasing level of automationState 1State 2State 3State 4N/ARPARPAIDPCustom AIRPAIDPUse cases(all examples additive to previous state
135、)IA technologies usedNone business as usualRobot(s)processing incoming emails,monitoring the inbox 24/7.When a new email arrives,the robot downloads the invoices attached to a shared drive and adds a reference for each one to an orchestrator queueProvider/vendor account reconciliationUse of IDP to d
136、igitize and extract data from invoicesException handling and verification through human in the loopException handling through ML-based algorithms.ML-based predictive analytics to provide inputs on provider/vendor payment patterns,need for follow ups,payment terms suggestions,etc.38Enterprise Automat
137、ion Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPathIdentifying processesPrioritizing processesCreating a business caseCreate a business case for the desired outcome(page 9 of 10)Enterprises can target multiple options with IA;the key is to eva
138、luate the different target options against the likelihood of diminishing returnsState 1State 2State 3State 4Increasing level ofnet business benefitCustom AIExample 1:Accounts payable;low-scale of initial FTEsAt this scale,investing in additional AI may not be a cost effective on an incremental basis
139、IA use cases(additive to previous state)None business as usualEmail monitoring and downloadsProvider/vendor account reconciliationDigitize and extract data from invoicesException handlingPredictive analyticsNet business benefit including only hard criteria such as FTE reductionRPAIDPILLUSTRATIVE39En
140、terprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPathIdentifying processesPrioritizing processesCreating a business caseCreate a business case for the desired outcome(page 10 of 10)Enterprises can target multiple options with IA;
141、the key is to evaluate the different target options against the likelihood of diminishing returnsExample 2:Accounts payable;high-scale of initial FTEsState 1State 2State 3State 4Increasing level ofnet business benefitCustom AIIA use cases(additive to previous state)RPAIDPNet business benefit includi
142、ng only hard criteria such as FTE reductionNone business as usualEmail monitoring and downloadsProvider/vendor account reconciliationDigitize and extract data from invoicesException handlingPredictive analytics40Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|Thi
143、s document has been licensed to UiPath24Understand the current stateCreate a business case for the desired outcomeDetermine the capability target stateIdentify all determinants and map the pathExecute against the mapped path12345Enterprises can break down their automation journeys into five distinct
144、 stepsStep 3:determine the capability target stateBased on the outcome desired,determine the capability level requiredIdentify capability components that would need to be created/achieved as part of the execution path41Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,I
145、nc.|This document has been licensed to UiPathKey focus in step 3IA solution-related determinantsCurrent outcome and capabilityEnterprise objectives or target outcomeBusiness case,including the availability of investment requiredAvailability of low-hanging fruitEnvironmental determinantsOrganization
146、structurePeople/process centricityInitiating stakeholder(s)Risk appetiteTechnology savvinessSensitivity to changeExisting partnershipsExecution path to be followedDetermination of the capability target stateEnterprise automationjourneyDetermine the capability target state(page 1 of 5)The enterprise
147、automation journey will take different forms based on two sets of determinants IA solution-related and environmental42Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPathRequired capabilityILLUSTRATIVEDetermine the capability
148、target state(page 2 of 5)Once enterprises have determined achievable outcomes,the next step is to map out what capabilities are required to achieve themNote:Refer to pages 135-152 to understand the Capability Maturity Model(CMM)43Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Evere
149、st Global,Inc.|This document has been licensed to UiPathJourney componentsKey focus areaAssess the sourcing strategy,training,and education programs for various IA skills,along with the level of sharing/pooling of resources/skillsEvaluate the level of employee awareness and engagement for managing c
150、hangeTalent managementAssess the governance model for IA initiativesAnalyze the IA team structure and the COEs roles and responsibilitiesOrganization structureAssess the organizational vision for IA and the drivers for its adoptionEvaluate the organizations readiness for IA adoption from process,sec
151、urity,and monitoring perspectivesVision&strategyAssess the extent to which various IA components,such as RPA,IDP,conversational AI,and process mining,are being leveragedEvaluate the level of sophistication of the IA technologies deployed Technology Evaluate the maturity stage,scale,scope,and speed o
152、f IA adoption in terms of number of processes,users,and business unitsImplementationDetermine the capability target state(page 3 of 5)Everest Group evaluates IA capabilities according to five key components of enterprises automation journeys44Enterprise Automation Playbook 2022Proprietary&Confidenti
153、al.2022,Everest Global,Inc.|This document has been licensed to UiPathDetermine the capability target state(page 4 of 5)Enterprises IA capabilities are assessed across 35+capability elementsJourney componentsCapabilityA.Vision&strategy(10 capabilities)A1.A2.A3.A4.A5.End objectives of IA adoptionFundi
154、ng/sponsorshipProject initiationSecurity&risk preparedness for IA with factors consideredIT alignmentA6.A7.A8.A9.A10.Metrics and KPIs to measure the benefits/impact of IAMetrics and KPIs to measure the effectiveness of IA initiativesTargeted process types for IA adoptionProcess prioritizationProcess
155、 reengineeringB.Organization structure(8 capabilities)B1.B2.B3.B4.IA team structure and rolesTypes of IA CoEsScope of the IA CoERoles and responsibilities of the CoEB5.B6.B7.B8.Reusability of automationsFocus on tracking/optimizing the effectiveness of the programFocus on tracking/optimizing the ben
156、efits achievedProcess monitoringC.Technology(10 capabilities)C1.C2.C3.C4.C5.RPAIDPCAIProcess miningTask miningC6.C7.C8.C9.C10.Process orchestration/BPMAnalyticsPre-built automation templates/acceleratorsHosting typeProduct architectureD.Talent management(6 capabilities)D1.D2.D3.D4.Sourcing of IA tal
157、ent/skillsIA training and educationSharing/pooling of IA skillsEmployee awareness and engagementD5.D6.Nature of impact on employeesCitizen-led developmentE.Implementation scale,scope,and speed(4 capabilities)E1.E2.E3.E4.Distribution of IA projects by stageScale of IA adoptionScope of IA adoptionSpee
158、d of IA adoption45Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPathThe four capability maturity levelsLagging peers in capability performancePoorly controlled and reactiveAdopted in an ad hoc manner based on emerging opport
159、unitiesNo major investment in terms of time and effort to improve the capabilityPrimary driver is cost impactCapability performance at current peer/market levelsLimited investment in terms of time and effort to develop basic capabilitiesAchieve cost and operational impact and certain business outcom
160、es45-50%Capabilities exceed typical performance levelsSignificant time and effort are put in to develop advanced capabilitiesAchieve significant cost and operational outcomes and certain business outcomes20-25%Differentiated and best-in-class capabilities Exemplify the way to successWell-planned and
161、 organized;set the stage for innovation Deliver best-in-class outcomes and strategic advantage10-15%Performing at peer/market levels;most organizations are at this level of maturityExceeding peer/market performanceAt the forefront;setting new levels of excellenceSignificantly lagging in performance1
162、5-20%BasicTypicalAdvancedLeaderDetermine the capability target state(page 5 of 5)Enterprises IA capabilities are assessed across four maturity levelsApproximate share of enterprises at each maturity levelXX%46Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This d
163、ocument has been licensed to UiPathILLUSTRATIVEOrganization AOrganization BThe organization has adopted RPA and IDP in some processes but is new to other IA elementsThe organization is new to automation overall including RPAIt plans to use IA for automating new processes and widening the scope of au
164、tomation to include elements such as customer experience automation and broader process orchestrationIt plans to use IA for automation of rules-based,transactional processes in backend operations along with continuous monitoring and process improvement It possesses the financial strength to commit t
165、o the investment required to meet the objectives and has a favorable business caseIt possesses the financial strength to commit to the investment required to meet the objectives and has a favorable business caseProcesses where RPA is already deployedProcesses that are structured and contain a limite
166、d number of stepsThis organization could remain at lower maturity levels(e.g.,Basic)across capability elements such as process mining and task mining to start with;however,it might target higher maturity levels(e.g.,Leader)across capability elements such as conversational AI and process orchestratio
167、nThis organization might target higher maturity levels across capability elements such as process mining and task mining;however,it could remain at lower maturity levels across capability elements such as conversational AI and IDPThe journey from the current capability state to the capability target
168、 state need not be linear.Organizations can undergo multiple sprints of varying durations to move from one state to another.The exhibit below talks about one such sprintOrganizations can be at different levels of maturity across their capability elements.The current/target capability of an organizat
169、ion is a weighted average of the maturity levels across individual capability elements.For example,an organization can be at the Basic state across most capability elements and at the Typical or Advanced state in a few,but it might turn out to be at the Basic stage at an overall enterprise levelIn t
170、he exhibit below,we observe the journeys of two organizations with different current capabilities and objectivesObjectiveCurrent stateBusiness caseLow-hanging fruitTarget-state determinationIllustration:non-linear organizational journeys(page 1 of 3)Current state,enterprise objective,business case,a
171、nd the availability of low-hanging fruit impact the determination of the capability target state47Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPathVision&strategyTalent managementImplementationTechnology Organization struct
172、ureJourney componentOverallCapability element/sEnd objectives and application of IABasicTypicalBasicAdvancedFunding/sponsorshipTypicalAdvancedBasicTypicalOrganization AOrg A(target)Organization BOrg B(target)Type of IA CoETypicalLeaderBasicBasicRPABasicTypicalBasicTypicalIDPBasicLeaderBasicTypicalSo
173、urcing of IA talent/skillsBasicAdvancedTypicalAdvancedScale of IA adoptionBasicAdvancedBasicTypicalBasicAdvancedBasicTypicalIllustration:non-linear organizational journeys(page 2 of 3)Overall organizational capability is a weighted average of all the individual capability elementsILLUSTRATIVE48Enter
174、prise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPathLevel 2Level 1Level 3TypicalAdvancedBasicLeadersCapability maturityOutcomesOrg B(target)Org AILLUSTRATIVEOrg A(target)Org BIllustration:non-linear organizational journeys(page 3 o
175、f 3)Organizations can jump from one capability state to another without necessarily following a linear journey from one state to the other49Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPath24Understand the current stateCrea
176、te a business case for the desired outcomeDetermine the capability target stateIdentify all determinants and map the pathExecute against the mapped path12345Enterprises can break down their automation journeys into five distinct stepsStep 4:identify all determinants and map the pathIdentify all fact
177、ors to the execution path,including environmental onesIdentify the best-fit path based on both IA and environmental determinants50Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPathKey focus in step 4IA solution determinantsC
178、urrent outcome and capabilityEnterprise objectives or target outcomeBusiness case,including the availability of investment requiredAvailability of low-hanging fruitsEnvironmental determinantsOrganization structurePeople-/process-centricityInitiating stakeholder(s)Risk appetiteTechnology savvinessSen
179、sitivity to changeExisting partnershipsExecution path to be followedDetermination of the capability target stateEnterprise automation journeyIdentify all determinants and map the path(page 1 of 7)The enterprise automation journey will take different routes based on two sets of determinants IA soluti
180、on-related and environmental51Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPathTwo enterprises starting their journeys at the same low level of IA adoption maturity and wishing to reach the same advanced target state may ta
181、ke significantly different execution paths;the paths would largely depend on environmental determinants.Level 2Level 1Level 3TypicalAdvancedBasicLeadersCapability maturityOutcomesTarget stateCurrent stateDecentralizedHigh risk appetiteTechnology-drivenCentralizedLow risk appetiteSlow adopter of tech
182、nologyIdentify all determinants and map the path(page 2 of 7)Even if two organizations have similar starting points and end goals,their culture,structure,and other environmental factors will influence the paths they take52Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Globa
183、l,Inc.|This document has been licensed to UiPathIdentify all determinants and map the path(page 3 of 7)While all enterprises will likely follow a series of steps in their execution pathsPhase1:planningPhase 2:pilotingPhase 3:scaling upPhase 4:steady stateStart of theexecution pathEnd of the executio
184、n pathSelect appropriate IA provider(s)based on the capabilities required to achieve the desired outcomePlan implementation timelines,governance,IT requirements,and skill development for IAAlign with IT for IA implementationObtain the operations teams buy-in,particularly impacted process ownersIdent
185、ify and prioritize processesObtain management buy-in and budgetInitiate continuous communications for change managementDevelop a pilot for the prioritized processesContinuously monitor and report on the metrics/KPIsSet up a team to evaluate opportunities in other areasTemplatize opportunity evaluati
186、on and monitoringCreate development standards and reusable code librariesCreate awareness via various channels newsletters,online portals,etc.Scale up furtherContinuously monitor and report on metrics/KPIsRepeat the journey with the next process in the priority listSet up enterprise standards and be
187、st practices based on learningsScale up and run operationsContinuously monitor and report on metrics/KPIsEvaluate CoE locationBuild CoE structureEvaluate and refine the IA talent strategyInitiate talent development and trainingInitiate a governance mechanismInitiate reskilling of impacted employeesI
188、LLUSTRATIVERationalize efforts and integrate a culture of improvement and innovation across the organizationCut to production with human supervision until automation achieves desired efficiency53Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has be
189、en licensed to UiPathIdentify all determinants and map the path(page 4 of 7)the nature of those steps will vary based on environmental determinants11Refer to pages 153-157 for the overview of the environmental determinants and the various path options for the enterprise at each stepILLUSTRATIVE54Ent
190、erprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPathIdentify all determinants and map the path(page 5 of 7)Example:consider two organizations with different characteristics,both seeking to reach similar target states from similar
191、 current states in the enterprise automation journeys for their O2C processesConsider two organizations with the same current state and achievable target stateCurrent state:The organizations have a single ERP system with a workflow system for the P2P process.Neither have implemented any RPA or AI-ba
192、sed automation.Invoice and delivery notes are manually entered from scanned PDF or images-based documents.Each has about 20 FTEs currently employed in each task.Achievable target state:Both organizations have the same achievable target state.Both are trying to reach the Pinnacle category in both cap
193、ability maturity and business outcomesThe ideal execution path for the two organizations would depend on environmental determinants,such as those listed below:ScopeEnvironmental determinantsOrganization B conservative manufacturing firmCentralizedHigh people-centricity/unionizedCentrally drivenLow r
194、isk appetiteLow level of technology savvinessHigh sensitivity;willing to accept smaller changesNo relationship with IA providersHigh adoption of IT systems and availability of logsOrganization A digital-born e-commerce firmDecentralizedLow people-centricityBU-drivenHigh risk appetiteHighly tech-savv
195、y firmWorkforce is receptive and accepting of changeExisting relationship with IA providersHigh adoption of IT systems and availability of logsOrganization structurePeople centricityRisk appetiteInitiating stakeholdersTechnology savvinessSensitivity to changeExisting IA partnershipsAvailability of e
196、vent logsILLUSTRATIVE55Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPathIdentify all determinants and map the path(page 6 of 7)Execution paths differ based on environmental determinantsOrganization Bs pathOrganization As pa
197、thOne process at a timeIT takes the leadLeverage existing IA partnershipsBusiness unit levelBig bangLimited IT involvementEvaluate the entire landscapeCentral levelScenario 1Scenario 2Scenario 3Open communication with the entire teamSelective communication withprocess ownersILLUSTRATIVE1This step do
198、es not vary for organizations based on the environmental determinants2Refer to Appendix pages 154-157 for variation in the execution path by determinantEnterprise scenariosIdentify and prioritize processesPlan implementation timelines,governance,IT requirements,and skill development for IA1Align wit
199、h IT for IA implementationObtain the operation teams buy-in and,particularly,impacted process ownersSelect appropriate IA provider(s)based on the capabilities required to achieve the desired outcomeObtain management buy-in and budgetExecution path componentsThe factor values vary based on the determ
200、inants,leading to different execution paths256Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPathIdentify all determinants and map the path(page 7 of 7)Execution paths differ based on environmental determinantsOrganization Bs
201、 pathOrganization As pathThe factor values vary based on the determinants,leading to different execution paths21This step does not vary for organizations based on the environmental determinants2Refer to Appendix pages 154-157 for variation in the execution path by determinantEnterprise scenariosInit
202、iate continuous communications for change managementInitiate talent development and trainingInitiate a governance mechanismInitiate reskilling of impacted employeesDevelop a pilot for the prioritized processesCut to production with human supervision until automation achieves desired efficiencyContin
203、uously monitor and report on metrics/KPIs1Repeat the journey with the next process in the priority list1Execution path componentsScenario 1Scenario 2Scenario 3Minimal governanceUse mostly external talent and/or outsource/partnerFrequent communication withall impacted employeesLow to no communication
204、Develop talent in-houseComprehensive governancePhased rolloutILLUSTRATIVEAllow STP wherever possibleAlways employ a human in the loopReskilling/upskilling for all employeesNo reskilling/upskillingSimultaneously57Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|Thi
205、s document has been licensed to UiPathEnterprises can break down their automation journeys into five distinct stepsStep 5:execute against the mapped path24Understand the current stateCreate a business case for the desired outcomeDetermine the capability target stateIdentify all determinants and map
206、the pathExecute against the mapped path12345Execute based on the planned path and course correct,when applicableIdentify the potential challenges and barriers to adoptionIdentify best practice frameworks and tools for successful execution58Enterprise Automation Playbook 2022Proprietary&Confidential.
207、2022,Everest Global,Inc.|This document has been licensed to UiPathExecute against the mapped path(page 1 of 3)Arm yourself with practitioner insights and best practices to overcome execution challengesChallengesWinning insightsAvailability and preparation of dataLack of good quality labelled data cr
208、eates impediment in adopting the cognitive automation capabilitiesThe availability of event log data and the transformation of data to the right format,especially from non-standard IT systems,can be the roadblocks to adoption of IAEducate all key stakeholders around the need for good quality labeled
209、 data sets for automationLeverage third-party or natively built connectors,APIs,and Extract,Transform,and Load(ETL)tools to convert stored data into appropriate formats,whenever necessarySolution awareness and expectations mismatchImpediments in getting stakeholder buy-in,due to limited knowledge ab
210、out IA technologies,their applications,and benefitsMany stakeholders have unrealistic RoI expectations from the adoption and end up being disillusioned with the outcomesSecure buy-in from the executives or senior leadership in time through regular interactions,demo sessions and well-planned outcomes
211、Initiate the journey through proof of concept,that is structured,has limited number of steps,and where the leadership is directly involvedImproper automation life cycle managementOnce deployed to production automations may face breakdown of robots,process changes,degradation of ML models,etc.Poor mo
212、nitoring of deployed automations can limit the value realization of IA substantiallyRight set of parameters to track can be zeroed down by understanding similar use cases that other enterprises have adopted and customizedPlan in advance for maintenance based on process changes and create guidelines
213、to ensure creation of more resilient robotsApprehensions of employeesHinderance in the adoption of IA solutions due to increased transparency and visibility into the ways of working of employeesFear around job security could arising due to automation of many repetitive and time-consuming manual proc
214、essesGeneral resistance to change among employees and adopting new ways of working could also become a factor of concernProactive communication about the vision and benefits of IA would help employees in considering it as a means to reduce tedious,repetitive manual work and an opportunity for more p
215、roductive work Chart a plan to address impacted employees though guidance around alternate career paths,creating new automation focused roles,and addressing their concerns through townhall sessionsWe took a grassroots approach and spent a significant amount of time building a solid foundation,focusi
216、ng on a change management program,logical access,and internal controls from an audit perspective.We designed and documented good processes and procedures which resulted in our ability to scale quickly and easily throughout the years.We educated the different levels of management,which we knew would
217、be great champions for us moving forward.Once our process was solid,we began with working with the CEO to champion our automation efforts.Amy Chandler,Second Vice President,RPA CoE Leader and Six Sigma Master Black Belt,Security BenefitX59Enterprise Automation Playbook 2022Proprietary&Confidential.2
218、022,Everest Global,Inc.|This document has been licensed to UiPathExecute against the mapped path(page 2 of 3)Arm yourself with practitioner insights and best practices to overcome execution challengesChallengesWinning insightsShortage of IA talentShortage of skills and practical knowledge to develop
219、,manage,and implement automation solutions can become an impedimentHigh training costs and limitations of relevant training programs can create obstacles for enterprises in short term,since the cost of adoption would seem to increaseCollaborate with technology providers or their training partners an
220、d leverage in-house experts to train employees on using the platform and developing a hypothesis-driven mindsetPromote citizen development through incentives and maintain a healthy mix of professional and citizen developersLeverage alternate channels to source IA talent such as through IA service pr
221、oviders and diversified talent location strategies Inability to scale automation programIneffective approach towards identifying the right set of processes for automation can derail the automation initiatives and impact the long-term value proposition Inability to create and maintain a healthy autom
222、ation pipeline while scaling up for different use cases limits the scale of the outcomesEnterprises tending towards point automation initiatives to achieve short term objectives,can obstruct the realisation of the true potential of IA Organizations should incorporate process intelligence solutions,s
223、uch as process mining and task mining,to identify process improvement opportunities and discover inefficiencies that can be automatedCoE should continuously assess,prioritize,and maintain the automation pipeline of use cases.Establish a system to incentivize business users for citizen-led use case i
224、dentification Implement an enterprise grade IA solution rather than following a piece-meal approach to achieve strategic and sustained advantages Lack of proper governance and securityGetting access to event logs data can be challenging,due to data security concerns.Getting approvals from enterprise
225、 IT to access data could be a time-consuming processPoor quality of the developed automation code and inconsistent standards can also become roadblocks during deployment and execution of robotsSet up a dedicated CoE early in the journey to drive technology adoption.Develop structured frameworks that
226、 enable business units to use IA on their own,with centralized governance and support from the CoEDefine the best practices and standards for automations,for both,professional and citizen developers.Also,enforce code reviews and checks by the automation CoE to ensure quality60Enterprise Automation P
227、laybook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPathExecute against the mapped path(page 3 of 3)Leverage best practice frameworks and tools1to accelerate the enterprise automation journeyIdentifying and sourcingIA talentSetting up a Center of Excell
228、ence(CoE)Creating a healthy transformation pipeline1235674Securing executive sponsorship and fundingDeveloping an effective change management program8Developing a business case for IASelecting an enterprise-grade IA solutionEnabling citizen-led development1Best practices in each of these areas are c
229、overed in detail in the subsequent section61Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPath04Accelerating the enterprise automation journeySecuring executive sponsorship and fundingCreating a healthy transformation pipelineDeveloping a business case for IA
230、Selecting an enterprise-grade IA solutionSetting up a Center of Excellence(CoE)Identifying and sourcing IA talentEnabling citizen-led developmentDeveloping an effective change management program62Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has b
231、een licensed to UiPathAccelerating the enterprise automation journeyIdentifying and sourcingIA talentSetting up a Center of Excellence(CoE)Creating a healthy transformation pipeline1235674Securing executive sponsorship and fundingDeveloping an effective change management program8Developing a busines
232、s case for IASelecting an enterprise-grade IA solutionEnabling citizen-led development63Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPathSecuring executive sponsorship and funding(page 1 of 2)Securing the right level of exe
233、cutive sponsorship and funding is key to ensuring the success of the IA programExecutive support&sponsorshipTypical challenges with sponsorshipLow,late,and constrained buy-in from the executive management hampers the realization of IAs full potentialLack of strategic and long-term view impacts the p
234、rocess of implementation and makes the journey directionless Ways to address the challengesThe advocates of IA should back the claims with solid numbers and convincing metrics to track them whether it is reduced manual hours and errors or increased speed of task completion,employee satisfaction,etc.
235、While zeroing in on the pilot proof-of-concept of the program,choose those business functions and processes that have the quickest and biggest payoffsKey attributes of effective sponsorsSponsors should be senior leaders(preferably CXOs)who are:Enthusiastic about the possibilities of IA,take ownershi
236、p,and drive the initiative continuouslyCapable of convincing and securing budget from the company board/management for the projectAble to assume the role of change champions with capacity to influence people Able to bring IT and business leaders together to ensure healthy collaboration 64Enterprise
237、Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPathSecuring executive sponsorship and funding(page 2 of 2)While most IA programs have a mix of center-led and individual business unit-led funding,there is greater contribution from busine
238、ss units and functions as IA programs matureIncreasing maturity of IA adoptionCenter-led fundingShared fundingBusiness-led fundingAs automation programs scale up,funding for the programs transitions from primarily the center to a mix of central and project-based funding,wherein the contribution from
239、 individual business units and functions increasesThis demonstrates a crucial shift in mindset,with individual businesses becoming more invested in the success of these projects It helps instill a greater sense of ownership in the functional and local business leaders It also accelerates adoption as
240、 they hold greater responsibility for generating demand and identifying new use cases to maintain a healthy automation pipelineSource:Everest Group(2022);Based on inputs from market players,practitioners,data collection exercise,and Everest Groups ongoing interactions with enterprisesContribution fr
241、om individual business units20-30%50%70-80%65Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPathAccelerating the enterprise automation journeyIdentifying and sourcingIA talentSetting up a Center of Excellence(CoE)Creating a h
242、ealthy transformation pipeline1235674Securing executive sponsorship and fundingDeveloping an effective change management program8Developing a business case for IASelecting an enterprise-grade IA solutionEnabling citizen-led development66Enterprise Automation Playbook 2022Proprietary&Confidential.202
243、2,Everest Global,Inc.|This document has been licensed to UiPathCreating a healthy transformation pipeline(page 1 of 3)Maintaining a healthy transformation pipeline is critical to ensuring enterprise-wide automation,and itcomprises four key elementsScaled discovery of as-is processesComprehensive ide
244、ntification of transformation opportunities The first step toward building a healthy pipeline is to have an accurate and fact-based approach to discover as-is processes at scale.A complete picture of the as-is state requires process discovery at both the macro-and micro-levelsThe macro-level view pr
245、ovides overall visibility into all the key process steps performed using enterprise IT systems such as ERP,CRM,and SCM.It also helps understand the key steps in a process,identify bottlenecks,and determine broader process optimization opportunitiesA micro-level view provides granular visibility into
246、 end-user activities/tasks,especially those performed outside enterprises IT systems using productivity tools such as MS Excel,Outlook,and PPT.It helps identify task-level improvement opportunities and analyze their impact on the overall process performanceA stand-alone automation approach can help
247、make some tasks more efficient and drive quick cost savings;however,it typically fails to deliver transformational benefits.Automating poorly designed,non-standardized,and broken processes can amplify inefficiencies and result in heavy technical debtTherefore,the second step in building a healthy pi
248、peline is to have the ability to identify process improvement potential in an integrated manner this includes process standardization,reengineering,and automation opportunities.Process simplification and standardization alone can create significant business impact even before automation67Enterprise
249、Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPathCreating a healthy transformation pipeline(page 2 of 3)Holistic view of ROI and continuous monitoring help organizations prioritize and refine their transformation roadmapHolistic view
250、of RoIContinuous monitoring of ongoing initiativesAfter identifying transformation opportunities,an organization should prioritize them by evaluating the associated RoI.While doing that,it is important to look beyond cost savings and factor in associated operational(e.g.,quality,speed,and efficiency
251、)and strategic(e.g.,customer/stakeholder experience and top-line growth)benefitsAs the drivers of automation adoption become more strategic,enterprises should align their transformation roadmaps with their key organizational objectives and priorities.This alignment also helps drive senior leadership
252、 buy-in and actionBuilding and maintaining a healthy pipeline also requires an ability to continuously monitor the impact of the implemented initiatives.Tracking and monitoring helps enterprises understand the actual RoI/impact achieved vis-vis initial expectationsThe impact achieved can also be lev
253、eraged to make the initial use case stronger and richer allowing expansion to broader processes and business lines.Hence,continuous monitoring creates a constant feedback mechanism that helps validate and refine an organizations transformation roadmapWe wanted to make sure there was always a healthy
254、 pipeline for automation.For the first year,the priority was to show the business units the value of automation.So that once youve got that engine running,you dont stop it,and automation becomes an ongoing cycle.John Russo,Director IT,EY68Enterprise Automation Playbook 2022Proprietary&Confidential.2
255、022,Everest Global,Inc.|This document has been licensed to UiPathCreating a healthy transformation pipeline(page 3 of 3)Process intelligence solutions,comprising process mining and task mining,play a critical role inbuilding a healthy pipelineKey elements of a healthy pipelineRole of process intelli
256、gence solutionsScaled discovery of as-is processThese solutions stitch together event logs and UI logs to provide a fact-based and automated discovery of as-is processes at both macro and micro levels.Comprehensive identification of transformation opportunities Process intelligence solutions provide
257、 a comprehensive view of the process optimization opportunities(e.g.,step elimination,standardization,process conformance,and automation potential)down to task-level candidates for automation.Holistic view of RoIOrganizations can leverage these solutions to perform what-if simulations,analyze the im
258、pact of transformation levers on target business KPIs(e.g.,cycle time,top-line impact,on-time payments,variant reduction,and compliance),and prioritize their transformation use cases.Continuous monitoring of ongoing initiatives for feedbackThe solutions continuously monitor the actual impact of the
259、initiatives implemented,at an end-user and an enterprise-process level.This helps validate and/or refine the transformation pipeline.69Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPathAccelerating the enterprise automation
260、journeyIdentifying and sourcingIA talentSetting up a Center of Excellence(CoE)Creating a healthy transformation pipeline1235674Securing executive sponsorship and fundingDeveloping an effective change management program8Developing a business case for IASelecting an enterprise-grade IA solutionEnablin
261、g citizen-led development70Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPathContext,scope,and assumptions related to business cases(page 1 of 3)Illustrative example of a business case for a manufacturing enterprises automat
262、ion initiative in AP operationsAutomation life cycle stagesStages 1-4Stage 5Stage 6Automation life cycle stages involved:discover,optimize,prioritize,and evaluateKey activities in these stages:Process mining and task mining discover the as-is working of the AP process These technologies help identif
263、y and prioritize four improvement opportunities(illustrated in the subsequent slide)Automation life cycle stages involved:executeKey activities in this stage:Digital-first AP operations are executed/carried out using IA technologies such as RPA,IDP,and process mining Organizational change management
264、,including ongoing training,is conducted to realize benefits from the identified improvement opportunitiesAutomation life cycle stages involved:continuous monitoringKey activities in this stage:Process mining and task mining help monitor the AP process and use the feedback to iteratively discover an
265、d optimize the process making it a virtuous cycle of process optimizationContextWe have considered a US-based manufacturing enterprise with operations worldwideThe enterprise generates US$10 billion in revenue,of which it spends about 70%on procurementCost of Goods Sold(COGS)and Selling,General,and
266、Administrative(SG&A)expenses as percentages of revenue are 60%and 20%,respectivelyIt employs 140-160 FTEs in the AP process and processes about 1.1 million invoices a yearIt has an in-house team of operational excellence resources(green/black belts)for process optimizationScopeThe enterprise has emb
267、arked on a journey of transforming its traditional AP operations to digital-first operations using IAThe entire journey is broken down as per the automation life cycle stages as described belowThe enterprise is expected to take 6-12 months to arrive at the steady of operations after implementing IAI
268、n this section,we illustrate the business case for IA in the AP process in F&A.We will look at the net business benefit and ROI that the enterprise is able to realize in two yearsILLUSTRATIVE71Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been
269、 licensed to UiPathContext,scope,and assumptions related to business cases(page 2 of 3)Identified improvement opportunities that are expected to generate business outcomes/benefits for the manufacturing enterpriseWhen we build the business case for automation,we look beyond just dollar savings.We lo
270、ok at risk reduction,improvement in quality,faster turnaround times,better customer experience,capability enhancement,etc.We try to also build in measurement for these metrics as we develop the automation,to validate the outcomes that have been achieved against the plan.John Russo,Director IT,EYILLU
271、STRATIVEIncrease in FTE capacityManual operations,such as checking emails and fetching data from invoices,can be significantly reduced by using IA technologies such as RPA and IDPFor instance,in this case,FTE headcount reduction is 31-40%with RPA and 11-20%with IDPSpend controlEnterprises lose appro
272、ximately 0.1%of the overall procurement spend in a year due to duplicate invoice paymentsIA,including process mining and custom AI/ML models,can identify duplicate invoices and prevent payouts,thereby arresting excess spendAutomated three-way matchTypically,15-25%of the invoices fail the three-way m
273、atch process in most organizationsAn automated process,which is carried out by RPA,IDP,and process mining,can prevent or resolve three-way match errors and reduce/eliminate reworkWorking capital optimizationEnterprises with unoptimized/low DPO pay their invoices early and are forced to obtain a work
274、ing capital loanIA can adjust payment runs and ensure payment terms consistency,thereby increasing DPO(increase in DPO assumed to be 1 day for the business case)and optimizing working capital requirement72Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This docum
275、ent has been licensed to UiPathContext,scope,and assumptions related to business cases(page 3 of 3)Analysis of cost components involved in the automation initiativeSoftware costValue(per year)Process mining software license cost(for the AP process)US$40,000-45,000Task mining software license cost(pe
276、r recorder)US$600-800RPA unattended robot license cost(per robot)US$5,000-8,000RPA platform/orchestrator license costUS$40,000-50,000IDP software license cost(per page processed)US$0.05-0.08IDP platform license costUS$30,000-35,000People costValueBlended hourly rate of process excellence resourcesUS
277、$90-95Blended hourly rate of operational SMEsUS$45-50Blended hourly rate of data engineers/developersUS$55-60Software implementation costIt is a one-time fee that depends on the number and types of use cases,development effort,model training,etc.required for the deployed IA technologiesOther costsVa
278、lueAverage cost of processing a supplier invoice,from reception through paymentUS$4Enterprises cost of capital7%Organizational Change Management(OCM)cost,during execute stage4%of Total Cost of Ownership(TCO)of the automation initiativeOngoing training cost3%of TCO of the automation initiativeThe ent
279、erprise is using the SaaS versions of the various IA technologies we have considered the software license cost accordingly.ILLUSTRATIVE73Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPathThe business case for IA(page 1 of 2)
280、Benefits identified by IA outweigh the costsOutcomesThe number and type of process improvement opportunities could vary for enterprisesIn the context considered,identified improvement opportunities have generated benefits worth 2.3X the total cost.The enterprise has the potential to realize a net be
281、nefit of about US$4.4 million in 2 yearsIn this context,the enterprise has the potential to realize a net benefit of close to US$4.4 million or an ROI of 2.3X in 2 years0123456789(US$million)Net business benefit(H=A+B+C+D-E-F-G)Software costIncrease inFTE capacityWorking capitaloptimizationAutomated
282、 three-way matchSpend controlPeople cost,including implementationOCM&training costABCDEFGHILLUSTRATIVE74Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPathThe business case for IA(page 2 of 2)ROI from IA could vary significan
283、tly based on specific organizational factors4.5-5.0X2.0-2.5X1.0-1.5XHighLowTypicalTypical characteristicsConsolidated FTEs across few delivery locationsHighly standardized,harmonized,and well documented processesUse cases consisting of onshore and offshore/nearshore resource mixHighly experienced de
284、ployment team/strong automation CoE support to start withHigh alignment of IT and senior leadership to address any roadblocks/change managementShort(one to two waves with lift-and-shift approach and limited process changes)or no transitionTypical characteristicsFragmented FTEs across multiple delive
285、ry locationsLow standardization and harmonization with little or no process documentationUse cases consisting of nearshore and offshore resource mixRelatively newer deployment team/no or low support from automation CoE at the startLow alignment of IT and senior leadership to address roadblocks/chang
286、e management Multi-wave transition(three to five waves)that requires significant process reengineeringWhile typical ROI for an enterprise could be 2.3X(as illustrated in the previous slide),it could vary significantly from 1.0X to 5.0X depending on specific organizational characteristics such as pro
287、cess maturity,standardization,delivery mix,and governanceROI for a 2-year term(As a multiple of the total investment)ILLUSTRATIVE75Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPathAccelerating the enterprise automation jour
288、neyIdentifying and sourcingIA talentSetting up a Center of Excellence(CoE)Creating a healthy transformation pipeline1235674Securing executive sponsorship and fundingDeveloping an effective change management program8Developing a business case for IASelecting an enterprise-grade IA solutionEnabling ci
289、tizen-led development76Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPathSelecting the best-fit enterprise-grade IA solutionTo choose the right intelligent automation solution,enterprises need to consider certain factorsKey
290、factors to consider when selecting an enterprise-grade intelligent automation solutionProduct trainingand supportEcosystem of services partnersProductcapabilitiesCommercialmodels77Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to
291、UiPathSelecting the best-fit enterprise-grade IA solution|product capabilitiesOverall product capabilities can be broken down into technology-specific and technology-agnostic capabilitiesProduct capabilitiesIA technology-specific capabilities forRPAIDPCAIProcess miningTask miningProcess orchestratio
292、nIA technology-agnostic capabilities aroundSecurity&risk managementAcceleratorsHosting&product architectureMonitoring&analyticsLow-code/no-code design78Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPathCapabilityDescriptionA
293、ccurate identification of objects from the user interfaceAs RPA works on the user interface,this feature becomes a necessity;therefore,enterprises should not face problems when underlying screen resolution or related factors changeWeb-based interface to control and monitor robotsThis feature enables
294、 enterprises to remotely monitor,manage,and control robots as and when required.This becomes even more important with large-scale robot deploymentsAbility to auto-scale based on process loadThe capability of the robot platform to dynamically adjust the robotic resource usage directly influences how
295、the fluctuations in transactions volume of an enterprise are handled scaled up or scaled down as per needAbility to execute multiple operations in parallelA parallel execution of automated process multiple instances or multiple robot runtimes increases processing speeds and optimizes resource levera
296、geAbility to be deployed in both attended and unattended modesAutomating certain processes may require the users input before the robot is invoked for the automated action,while others may run on a virtualized desktop without any user interactionScheduling,queuing,and other robot management features
297、The software should allow straightforward scheduling,queuing,and conditional execution of robots based on some pre-defined trigger eventsSelecting the best-fit enterprise-grade IA solution|product capabilitiesRobotic Process Automation(RPA)79Enterprise Automation Playbook 2022Proprietary&Confidentia
298、l.2022,Everest Global,Inc.|This document has been licensed to UiPathCapabilityDescriptionImage preprocessingImproves quality of images and handwritten documents with features such as auto crop,background editor,and noise reductionDocument classification leveraging MLBuilt-in ML&deep learning algorit
299、hms help in document classification.ML algorithms provide the ability to classify unstructured documents;they also help in splitting/classifying pages within a documentData extraction ML,NLP,and deep learningWith the help of ML,deep learning,and NLP,IDP solutions can extract data,analyze the running
300、 text in documents,understand the context,consolidate the extracted data,and map the extracted fields to a defined taxonomy.It also helps in recognizing the sentiments from the text(e.g.,from emails and other unstructured data)and classifying into different categoriesConfigure,set-up,and review GUIA
301、llows administrators to add new use cases,define fields that need to be extracted,upload the documents by batches,manage user access controls,customize the accuracy thresholds for classification&extraction of fields,and modify business validation rules.The users are able to review the processed docu
302、ments displays confidence levels of the extracted fields,details on failure,etc.Processing different data typesAllows users to process and extract data types of varying complexities.Low-medium complexity data types include printed text,tables,barcodes,and block handwriting,whereas high complexity da
303、ta types include logos,signatures,freestyle handwriting,and chartsMulti-lingual document processingAvailability of multi-language support for extraction and user interface.Increasingly,IDP solutions for non-Latin scripts are also coming into play.Few providers are also able to identify and process m
304、ultiple languages within the same document.Selecting the best-fit enterprise-grade IA solution|product capabilitiesIntelligent Document Processing(IDP)80Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPathCapabilityDescription
305、Listening engineUnderstands customer input with the help of NLP(including multiple intent and entity recognition module)and sentiment/tone analysisIntelligent Virtual Agent(IVA)These agents enable resolution of customer queries with as little human intervention as possibleLearning engineQuery resolu
306、tion output is fed into machine and deep learning algorithms;feedback from the engine makes the IVA,listening engine,and agent-assist technologies better over timeAnalyticsInsights are generated from speech/text analytics,voice of customer,and customer information stored in databasesAgent-assist tec
307、hnologiesInsights from analytics and listening engines help the human agents with the next best action to perform and to resolve customer queriesOmnichannel environmentThis enhances customer experience by enabling seamless transition across all available channelsSelecting the best-fit enterprise-gra
308、de IA solution|product capabilitiesConversational AI(CAI)81Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPathCapabilityDescriptionPre-built connectors and ETL capabilities Pre-built connectors for leading enterprise systems
309、such as SAP,Salesforce,Oracle,and Microsoft Dynamics simplify the process of integration and data collection.The Extract,Transform,Load(ETL)technology can extract event logs from enterprises source systems,transform data,and load it on to process mining toolsDiscovery of as-is process modelsThe disc
310、overy of the as-is process map based on event logs data offers a view of how processes are being executed presentlyCompliance checks and root cause analysisCompliance checks refer to a comparison of the discovered as-is processes based on event logs data with a reference model to analyze deviations.
311、Providers offer the ability to import or create BPMN 2.0 compliant process models for comparison.Root-cause analysis helps identify the causes of(un)desirable deviances/violations in the discovered process variantsContinuous process monitoringThis capability helps to continuously monitor changes in
312、processes,with updates on the ingestion of event logs in near real-timeTriggering actionsThis involves notifying users via appropriate channels,such as email,SMS,and web/mobile/desktop applications,or triggering automations via integrations with RPA/automation tools.This is based on certain events s
313、uch as SLA/KPI breaches and system failures and can be made predictive using AI/MLSimulations and what-if analysisThis involves the ability to define scenarios and run process simulations by defining certain attributes/variables and using process filters to compare process steps for examining the im
314、pact on relevant KPIs,such as throughput time and reworkSelecting the best-fit enterprise-grade IA solution|product capabilitiesProcess mining82Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPathCapabilityDescriptionData capt
315、ure and discovery of as-is modelsThe desktop recorder captures user interaction data,including screenshots,clicks,scrolls,keystrokes,and the corresponding timestamps.This helps in discovering as-is process maps based on UI logs data;it offers an aggregated view of a process from the recorded user ac
316、tivity data across teams,units,and locations,using AI/ML modelsVariant analysisAnalyzes different variants of a discovered task across teams,business units,and geographies;some task mining providers also offer a side-by-side view for comparison to identify best practices within an organizationDocume
317、ntationGenerates PDDs for discovered models,along with insights and captured screenshots for each taskWorkforce intelligenceProvides workforce-related insights,such as team productivity,most productive teams by task,and the amount of time each team spends on different applications to improve resourc
318、e utilization and reallocationAutomation recommender and automating the automationIdentifies opportunities for automating manual tasks and providing recommendations on prioritizing tasks based on automation potential;technology providers offer a metric known as automation potential to indicate tasks
319、 that can be automated.A few providers also help in automatically creating automation workflows based on the optimal process variant through integration with automation/RPA toolsSimulation analysisDefines scenarios and runs simulations by listing certain attributes/variables and using multiple filte
320、rs to compare tasks for examining the impact on relevant KPIs,such as throughput time and costsSelecting the best-fit enterprise-grade IA solution|product capabilitiesTask mining83Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to
321、UiPathCapabilityDescriptionProcess modelingThe ability of designing or modifying business processes using simple drag-and-drop interface and documenting these process maps.This also allows enterprises to track changes made by business usersBusiness rules and decision managementThis refers to the abi
322、lity to add custom business rules within the process either through drag-and-drop interface or through custom scripting.AI/ML algorithms can help discover existing business rules in the process which can be modified or reused later.User interface developmentProcess orchestration providers offer simp
323、le drag-and-drop interface for enterprises with various controls such as buttons,text boxes,dropdown menus,and others to create digital forms and map out fully functioning workflows.Some providers also offer out-of-the-box pre-built modules/UI for process-centric or customer-facing applicationsTask
324、allocation and managementThis refers to the ability to assign tasks to individual users and user groups in near real-time.This also includes integrating with RPA tools to assign tasks to robots based on availability and sending push notifications to notify users about pending tasksException handling
325、This refers to the built-in capability of the platform to allow users to define rules for workflow exceptions and can automatically route exceptions to users with a default handler for each processWorkload balancingThis refers to automatic workload balancing for work allocation to resources as well
326、as enabling human agents to allocate tasks,start and schedule robots and workflows,and manage exceptions and errors as necessarySelecting the best-fit enterprise-grade IA solution|product capabilitiesProcess orchestrationCreated by Flatartfrom the Noun Project84Enterprise Automation Playbook 2022Pro
327、prietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPathCapabilityDescriptionSecurity&risk managementThe IA solution should offer security&risk management features such as:Role-Based Access Control(RBAC)and credential vaultsAdherence to security standards such as GDPR
328、PII redaction/removalData encryption during transit and at restVersion control and managementAcceleratorsTo enable quick time-to-value,providers should offer accelerators such as:Reusable robots/components or automation templates for tasks that are simple,basic,and repetitive in natureData managemen
329、t accelerators,including pre-built connectors/APIs,primarily for ETL capabilitiesAccelerators for automatic robot code generation and reviewCognitive accelerators such as AI/ML life cycle management tools and pre-trained AI/ML modelsHosting&product architectureThere should be flexibility to deploy t
330、he solution on-premise or on private/public cloud.A SaaS offering can help reduce TCO and improve accessibility,scalability,and implementation time.Given the growing demand for cloud,providers are increasingly moving toward a cloud-native architecture with microservices and containerizationMonitorin
331、g&analyticsIt is important to monitor and analyze the usage and benefits of IA.The dashboard while giving a birds eye view can also be customized to monitor,measure,and report KPIs to better suit the enterprise requirementsUser interfaceAn easy to use and intuitive user interface with low-code/no-co
332、de features,drag and drop functionality,etc.,helps in reducing the time taken in training resources,achieving higher adoption,and enabling general business users to use the IA solutionSelecting the best-fit enterprise-grade IA solution|product capabilitiesIA technology-agnostic capabilitiesRPAs bigg
333、est selling point is that it should be quick in adoption,meaning faster time to market and more ease of use,hence the low-code/no-code feature has started playing a very important role.Keith Edwards,VP Intelligent Process Automation,Fiserv85Enterprise Automation Playbook 2022Proprietary&Confidential.2022,Everest Global,Inc.|This document has been licensed to UiPathSelecting the best-fit enterprise