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RPA, AI and AlgorithmsA short market analysis
SIG Resource Center Thought Leaders Council
Updated 2017 September
TLC Members
Bank of Canada
Krystelle Bilodeau
Special Assistant to the
Chief Operating Officer
BB&T
Rohan Ranadive
Senior Vice President,
Enterprise Digital Strategy
Canon Business Process Services
Ted Ardelean
Director R&D
New Service Development
Honda North America
Bill Harris
Purchasing
Strategy Leader
Huntington National Bank
Debbie Manos-McHenry
Senior Vice President,
Chief Sourcing Officer
LexisNexis
Karen Gray
Senior Supply
Management Specialist
Mayer Brown
Brad Peterson
Partner
Ontala Performance Solutions
Linda Tuck Chapman
President
PwC
John Fafian
Director
Scotia Bank
Merrilee Evans
Director
Category Management
CNA Insurance
Tom Ciardiello
Consultant
SIG
Mary Zampino
Senior Director,
Global Sourcing Intelligence
Robotics Process AutomationAn Overview
What is RPA?
• What is RPA
• RPA or Robotic Process Automation are software tools (not physical
robots) designed to follow the exact "manual" path taken through
applications by people using user interface (UI) interactions or
connectors to servers, mainframes or HTML code. The RPA application is
called a robot. Once started the "robot" will follow the exact pathways
between screens and various data repositories as a person would. Some
RPA products may contain cognitive and artificial intelligence
capabilities.
• To construct a robot, usually a process analyst maps the process in great
detail and a software developer configures the RPA tool. A robot can be
configured, tested, and deployed in as little as 2 weeks.
Uses for RPA
• Uses for RPA robots vary widely. Typically used in high volume simple
repetitive applications such as data standardization, enrichment,
movement, matching. Robots move or populate data between
prescribed locations, look-up and compare/match data, perform
math calculations, document audit trails, trigger downstream
activities, etc.
• RPA can be deployed internally through a COE or through external
service providers. Some RPA products are available as a SaaS
model.
Where RPA Fits in Business and Technology
• Automate a manual task but not entire process without re-engineering
• Reduce or remove head count from batch data input/output tasks or data rekeying.
• Link two or more systems that cannot be connected to through other IT options
• Avoid major system integration, upgrade or replacement.
• Short Time to Market - Avoid long IT development pipeline
• Reduce error-rates, increase integrity of data, information, increase compliance
• Monitor system activities or machine/device status and report or trigger activities
• Enrich data by collecting data at a higher frequency than is practical or cost effective to do by
a person.
• Example:
• Login every 5 or 15 minutes and capture the status of a system or a machine and populate a database.
• Login every 15 minutes, check location of a truck, calculate ETA, send new ETA
• Log into a machine on the last day of the month, grab the meter read and put it into a data base
• Log into a machine at 3 am, check or update the settings, update per policy, report machines with faulty
settings.
RPA Strategy
Advantage Disadvantage
Build in-house COE
Single RPA tool/vendor
Multiple RPA tools/vendors
More customization
More agile RPA function
Shorter learning curve
Added labor
Capital Expense
Mgmt time
Risk of investments in
technologies in flux
Use Service Provider (outsource RPA
development and maintenance)
Avoid investments in
people, RPA tools,
hardware, facilities,
maintenance
Slower development
Less company expertise
Hybrid – RPA COE for strategic
business, outsourced the rest
Optimized cost Investments in technologies and
people that are in flux
ROI
• Individual tasks can be fully automated, eliminating 100% of labor &
up to 90% of cost
• Total efficiency improvement can be up to 50- to 75% of baseline
costs
Source: The Hackett Group & Symphony Ventures, 2017, A Blueprint for Getting Started With Robotic Process Automation
RPA Suppliers
Software Providers ITO/BPO Providers with RPA capabilities RPA Developers
Automation Anywhere – Meta Bot Accentire/Genfour Symphony Ventures
Blue Prism Cognizant Genfour
Epiance Infosysy Virtual Operations
Jacada Southerland Global
Kryon Systems – Leo IBM
Lexmark – Kofax Kapow Tech Mahindra – UNO
Nice - Conduent –fka Xerox
OpenConnect Fujitsu
Pegasystems AssistEdge (Infosys)
Redwood Software Syntel
Syntel – Synt Bots Tech Mahindra
UiPath Xerox (Conduent)
WorkFusion
Verint
Conextor
Source: Gartner, November 2016, Market Guide for Robotic Process Automation Software
More Supplier InfoRPA Software Provider Product Name Total Company Revenue (15/16) HQ
Automation Anywhere Meta Bot, IQ Bot Privately Held U.S.
Blue Prism Blue Prism $16 Million U.K.
Epiance Privately Held India
Infosys AssistEdge Part of Infosys India
Jacada Jacada $17 Million U.S.
Kyron Systems Leo Privately Held Israel & U.S.
Lexmark Kofax Kapow Part of Lexmark U.S.
Nice Nice RPA $1 Billion Israel
OpenConnect OpenConnect Indpendent U.S.
Pegasystems Pega Robotics - U.S.
Redwood Software Privately held U.K.
Syntel SyntBots
Tech Mahindra Uno India
UiPath UiPath Privately Held U.K.
Verint Verint Robotic Process Automation $1 Billion U.S.
WorkFusion Smart Process Automation Privately held U.S.
Xerox (Conduent) XAS $10 Billion U.S.
Source: Gartner, November 2016, Market Guide for Robotic Process Automation Software
RP
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Source: Forrester, February 2017, The Forrester Wave™: Robotic Process Automation, Q1 2017, The 12 Providers That Matter Most And How They Stack Up
Service Providers
Specialist Independent RPA
Consultancies and Deployment
Assistants
Consulting, BPO and ITO Providers
• Genfour
• Symphony Ventures
• Virtual Operations
Accenture, arvato, Atos Origin, Cognizant, Capgemini, Dell,
Deloitte, EY, Genpact, HCL Technologies, HGS, IBM, Infosys,
KPMG, PwC, Sopra Steria, Sutherland Global Services, Syntel,
Tata Consultancy Services, Tech Mahindra, Wipro, WNS, Xerox
Source: Gartner, October 2015, Use Cases for Robotic Process Automation: Providing a Team of 'Virtual Workers
RPA Flavors
• Attended or unattended
• Crafting instructions for a bot to execute (think last Summit)
• Bot process independence
• Some limited or no AI or machine-learning capabilities
• Automatic performance documentation
• Availability of dashboards to orchestrate work between people or
bots or between bots
• Knowledge of best practice processes incorporated into the tool
Source: Gartner, November 2016, Market Guide for Robotic Process Automation Software
Onboarding
Source: The Hackett Group & Symphony Ventures, 2017, A Blueprint for Getting Started With Robotic Process Automation
Set a Course for Success
• Think transformation
• Think of RPA as “rapid” process automation
• Define automation objectives
• Think of other goals such as improving productivity, accelerating financial reporting cycles, redeploying
resources for higher-value activities, onshoring jobs again (but maintaining efficient costs) or improving
compliance
• Identify areas of high potential (quick wins) – see next slide
• Benchmark your performance with your peers before you get started
• Establish the right governance
• Work with IT
• Build a CoE
• Plan for change!
• Key considerations: changes to job design, roles, capabilities and skills
• Conduct pilot or proof of concept
• Don’t forget to involve IT!
Source: The Hackett Group & Symphony Ventures, 2017, A Blueprint for Getting Started With Robotic Process Automation
Identifying Potential Use Cases
• Basic characteristics of good candidates
• High-volume and high-frequency activities
• Repetitive, transactional activities
• Data-intensive activities
• Rule-based activities
• Tasks that pull data from disparate systems, thus requiring extensive manual
activity
• Activities with standardization opportunities; for example, where five people
currently perform the process five different ways
Source: The Hackett Group & Symphony Ventures, 2017, A Blueprint for Getting Started With Robotic Process Automation
Use Cases and Best-Practice Deployment Guidelines
• Automate an existing manual task or process with minimal process
re-engineering.
• Reduce or remove head count from batch data input and output
tasks or data rekeying.
• Link to external systems that cannot be connected to through other
IT options.
• Avoid major system integration projects or specific new major
application deployments.
• Replace individual "shadow or citizen IT" desktop automation with
enterprise-wide automation.
Source: Gartner, October 2015, Use Cases for Robotic Process Automation: Providing a Team of 'Virtual Workers'
Possibilities for Procurement
• Processing/turning purchase requisitions into POs
• Mass changes to POs that are related to specific suppliers
• Contract maintenance and management procedures, such as
checking that POs are correctly
• Matched to the negotiated prices
• Matching invoices to POs
• Updating catalogues
• Collating spend data across disparate ERP or expenses tools; such
as hotel or travel expenses
Source: Gartner, March 2017, Start Preparing Now for the Impact of AI on Procurement
Pricing Models
• One-time installation charge plus an annual license per automation
"robot"
• An annual license per automation "robot"
• Buying an instance of a robot in perpetuity
• Buying unlimited access, perhaps also paying on a threshold of
workers assisted or replaced
• Leveraging a SaaS model driven by commercial terms
• Accessing RPA tools through a BPO or IT outsourcing (ITO) provider's
services
Source: Gartner, October 2015, Use Cases for Robotic Process Automation: Providing a Team of 'Virtual Workers'
RPA Pricing / Costs
• RPA cost components consist of: Software license, Development
(labor) cost, associated hardware, labor to manage, monitor and
maintain the Robots
• Pricing for RPA technologies vary:• One-time installation charge plus an annual license per automation "robot"
• An annual license per "robot"
• Buying an instance of a robot in perpetuity
• Buying unlimited access, perhaps also paying on a threshold of workers
assisted or replaced
• Leveraging a SaaS model driven by commercial terms
• Accessing RPA tools through a BPO or IT outsourcing (ITO) provider's services
What’s in it for IT?
• RPA can offer quick wins to the entire organization by improving customer, employee and
supplier experiences of the IT systems, especially where many enterprise systems are deployed.
• RPA opens up a broader conversation about automating tasks in tools, as opposed to using
people as swivel chair integration, and allows the business and IT to work together on
professionalizing activities that are currently undermanaged, with limited sustainability as
shadow IT deployments.
• RPA will allow organizations to automate established processes with the current applications
and without the need for complex integration or IT coding. BPM deployments need IT
developers and scrum teams
• More is yet to come — automation tools, artificial intelligence and RPA as a combined group of
tools can achieve organizations' goals of optimizing business activities and address IT
challenges in the digital age or fourth industrial revolution. Optimizing the use of such tools is
essentially a team effort, which can no longer allow business activities to fall into the chasm
between IT and the business. Perhaps think of RPA as a digitalized, process-ambivalent tool.
Source: Gartner, October 2016, Robotic Process Automation: Eight Guidelines for Effective Results
Create a Joint RPA-IT Team
Opportunities
for Sourcing
and Sourcing’s
Project
Management
Skills?
Source: Gartner, October 2016, Robotic Process Automation: Eight Guidelines for Effective Results
Example Use Cases
• Finance and accounting activities
• Checking if invoice or order entry data is in the correct fields following optical character
recognition (OCR) data capture are some of the ways organizations are using RPA.
• Customer management • RPA uses here include onboarding, processing rule-based activities triggered from websites,
interactive voice response (IVR) systems, Web chat and mobile apps, collating data from
multiple disparate systems for customer service, orders, and checking systems for price and
delivery offers.
• Banking and insurance
• moving data for claims processing, predominantly from customer-facing websites
• card management for issuing replacements for lost or stolen cards, and reversal of card
charges
• and mortgage processing, with the resubmission of failed payments
Source: Gartner, October 2015, Use Cases for Robotic Process Automation: Providing a Team of 'Virtual Workers'
Top 10 System Features
• What to look for when comparing RPA Solutions• Architecture
• Hosting Options (Cloud, VM or Terminal)
• Virtual & Enterprise Applications Compatibility (proven integrations)
• Security & Governance• Release environments (dev > qa > uat > production + redundancy/fail-safe)
• Centralized Repository for Version Control, Execution Logs and Credentials
• UI Security
• Performance• Rapid Development Support (re-usable components)
• Large Group Deployment (scalable deployment)
• Rules-Based Exception Handling (handle exceptions in an intelligent, proactive, manner)
• Highly Elastic Scalability (scale up or down dynamically)
• Work Queues (pull transaction data from other robots)
Source: Top 10 RPA System Features, UI Path
Example Use Cases
• Genfour• Genfour worked alongside Co-operative Energy’s team to swiftly analyze, design,
map and automate the Change of Occupier Process, Online customer Sign up
Process and Deemed contracts process
• To handle highly variable volumes of customers’ documentation and payments
through its back office, Coral’s operation teams were under pressure to complete
workloads – accurately and on time
• NHS Scotland needed a solution to handle the workload of interfacing its current
screening IT system to an automated-grader
• Genfour built 10 processes to improve existing operations and automate
workarounds for a new customer management system – these now run
automatically, requiring minimal input from RAC
• Honda• See example here, RPA in Action: Your Robot Recruits Revealed
Source: Gartner, October 2015, Use Cases for Robotic Process Automation: Providing a Team of 'Virtual Workers'
Machine Learning and Artificial Intelligence
Machine Learning Technology: A Basic Diagram
Source: Gartner, May 2017, A Framework for Applying AI in the Enterprise
Impacts and Top Recommendations for Procurement Application Leaders
First step for
procurement
leaders?
Enable AI support
by identifying,
prioritizing and
investing in solutions
to support
automation of
specific
workstreams that
are not suited to
current systems
Source: Gartner, March 2017, Start Preparing Now for the Impact of AI on Procurement
Build, Buy or BPO?
• Pursue the "build" option if the proposed project would be a critical
differentiator for your business, you already have strong data
science skills in-house, and/or you require a high level of agility and
granularity of control.
• Pursue the "buy" option when available packaged applications are
well-suited to your use case(s), and when cost and time to solution
are more important than the differentiation or customization of your
machine-learning and data science solution.
• Pursue the "outsource" option if you lack the in-house talent to build
your own solution and packaged applications don't meet your
needs, or require prohibitive customization to do so.
Source: Gartner, November 2016, Machine-Learning and Data Science Solutions: Build, Buy or Outsource?
Recommendations for Sourcing Leaders
• Engage existing and prospective vendors proactively in markets where named user pricing metrics are
prevalent and where AI will disrupt more quickly, in order to understand their plans for incorporating AI in
current and new pricing models and metrics. Be prepared for vendors to try to monetize new pricing
metrics, and watch out for overt or covert pricing metric conversion tactics that result in either higher price
points or you having to repurchase functionality under new metrics.
• Assess new demand for named users, and reassign licenses obviated by AI in order to satisfy new demand
in other areas and avoid new expenditures. If you project new demand for named users in the short term,
then try to proactively negotiate the flexibility to exchange, assign or redeploy licenses.
• Negotiate pricing metric protections proactively in order to minimize incremental spending, thereby
allowing you to purchase incremental named users and renew under existing named user metrics so that
software providers cannot force you into alternative pricing metrics.
• Evaluate alternative providers fully before making significant investments to automate an existing system.
Source: Gartner, April 2017, Prepare for Big Changes in Software and SaaS Pricing, Driven by AI and IoT
Market Forces for AI Adoption
• Overwhelming demand (what’s possible)?
• Smart everything
• Competition
• Amazon, Google, Microsoft, Oracle, SAP and Salesforce — declared AI as
their top strategy in 2016
• Harnessing of Internet of Things (IoT) data
• By 2020, 20% of enterprises will employ dedicated people to monitor and
guide machine learning
• Ability to talk back
• Natural-language processing algorithms are continuously advancing
Source: Gartner, March 2017, Top 10 Strategic Technology Trends for 2017: Artificial Intelligence and Advanced Machine Learning
Providers Using AI/Machine Learning
• Spend Analytics
• Zycus, Coupa, SpendHQ
• Contract Analytics
• Seal, Kira, Ravn, Bightleaf, eBrevia
• Risk Management
• SAP, IBM Watson
• Talent Management
• Nétive VMS, DCR Workforce
Coupa, Zycus & DCR
Workforce are all in
attendance at this
Summit!
Source: Gartner, March 2017, Start Preparing Now for the Impact of AI on Procurement
Ma
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Source: Beroe Analysis, Category Intelligence on Artificial Intelligence, Q1 2017
GLOBAL MARKET SIZE:
$2.7 BILLION
Major End-use Industries
Manufacturing, Media & Advertising,
Healthcare, BFSI, Transportation, and
Automotive
Emerging Technology
ML, NLP, Image Processing,
and Speech Recognition
Top Products in AIMicrosoft Cortana | Google DeepMind | Microsoft Azure | HP haven OnDemand | Wipro
Holmes |
IBM Watson | TCS Ignio | Salesforce Einstein
Top Global Key Suppliers
Google | Microsoft | IBM | Facebook
| TCS | Infosys | Wipro | Fanuc |
Baidu | Apple | Siemens
Ma
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na
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e
Example: Shifting Approach to Sales That Leverages AI and Machine Learning
Source: Gartner, May 2017, A Framework for Applying AI in the Enterprise
Some more examples
• Retail product recommendations
• Dynamic insurance pricing
• Online risk mitigation in hospitality (Airbnb uses it to create risk models to protect
customers)
• Optimized lending for loans (likely to default?)
• Retail banking fraud detection
• Real-time decisioning by city utilities
• Medical diagnostics
• Creation of safe working conditions (examines sensor data from the
measurement of air quality, equipment performance, employee productivity)
• Automated customer service (virtual assistants)
• Enhancement of the student experience
Source: Gartner, March 2017, 10 Strategic Technology Trends for 2017: Artificial Intelligence and Advanced Machine Learning
IT & IoT vs. Traditional SaaS Pricing Models
Source: Gartner, April 2017, Prepare for Big Changes in Software and SaaS Pricing, Driven by AI and IoT
Vendors: Data Science and Machine Learning
• Continuum Analytics, Austin, Texas, U.S. (www.continuum.io)
• DataRobot, Boston, Massachusetts, U.S. (www.datarobot.com)
• Experfy, Boston, Massachusetts, U.S. (www.experfy.com)
• Skymind, San Francisco, California, U.S. (https://skymind.ai)
Source: Gartner, May 2017, Cool Vendors in Data Science and Machine Learning
Vendors: Conversational Platforms
• Examples: chatbots, assistants, messaging platforms and other
natural-language processing (NLP) uses
• Cognitive Code, Los Angeles, California, U.S. (www.silvia4u.info)
• Drastin, Sunnyvale, California, U.S. (www.drastin.com)
• Fido.ai, San Mateo, California, U.S. (www.fido.ai)
• noHold, Milpitas, California, U.S. (www.nohold.com;
www.albertai.com)
• Semantic Machines, Massachusetts, U.S.
(www.semanticmachines.com)
Source: Gartner, May 2017, Cool Vendors in Data Science and Machine Learning
Vendors: Banking and Investment Services
• Cape Analytics, Mountain View, California
(www.capeanalytics.com)
• Hyper Anna, Sydney, Australia (www.hyperanna.com)
• Kensho, Cambridge, Massachusetts (www.kensho.com)
Source: Gartner, May 2017, Cool Vendors in AI for Banking and Investment Services, 2017
Vendors in East Asia
• Megvii, Beijing, China (www.megvii.com)
• Competitors: Microsoft, Baidu, Hikvision, SenseTime, DeepGlint, LinkFace,
Google, iOmniscient
• AISpeech, Suzhou, China (www.aispeech.com)
• Competitors: Baidu, Microsoft, Emotibot Technologies, Xiaoi, iFlytek, Unisound
and Mobvoi
• Appier, Taipei, Taiwan (www.appier.com)
• Fronteo, Tokyo, Japan (www.fronteo.com/global/)
• 4Paradigm, Beijing China (www.4paradigm.com)
Source: Gartner, May 2017, Cool Vendors for Artificial Intelligence, East Asia, 2017
Vendors in India
• Entropik Tech, Bengaluru, India (entropiktech.com)
• Fluid AI, Mumbai, India (www.fluid.ai)
• Mitra Biotech, Bengaluru, India (www.mitrabiotech.com)
• Smokescreen Technologies, Mumbai, India (www.smokescreen.io)
• The Hi-Tech Robotic Systemz, Gurgaon, India
(www.hitechroboticsystemz.com)
Source: Gartner, May 2017, Cool Vendors for Artificial Intelligence in India, 2017
Example
• Scope of Work: Cognitive Support Systems: Customized Tools for Complex Clinical Decision-Making
• Delivery requirements
• Own an EHR system
• design, develop, implement and support a series of medical applications based on the research generated from the
Cognitive Support Systems
• Host software and hardware
• Design, develop and maintain end-user documentation
• Incorporate existing applications
• Provide ongoing support
• Payment Schedule: Payments will be made in four equal installments (25% per installment) over the course
of one year. The first payment (25%) will be made at the completion of the requirements stage.
• Pricing Schedule: • Phase 1: initial design of requirements
• Phase 2: Design Interface Mock-Up
• Phase 3: Fully functioning interface
• Phase 4: Acceptance Testing
References
• 10 Strategic Technology Trends for 2017: Artificial Intelligence and Advanced Machine Learning, Gartner, March 2017
• A Blueprint for Getting Started With Robotic Process Automation, The Hackett Group & Symphony Ventures, 2017
• A Framework for Applying AI in the Enterprise, Gartner, May 2017
• Category Intelligence on Artificial Intelligence, Beroe Analysis, Q1 2017
• Cool Vendors for Artificial Intelligence in India, 2017, Gartner, May 2017
• Cool Vendors for Artificial Intelligence, East Asia, 2017, Gartner, May 2017
• Cool Vendors in AI for Banking and Investment Services, 2017, Gartner, May 2017
• Cool Vendors in Data Science and Machine Learning, Gartner, May 2017
• Machine-Learning and Data Science Solutions: Build, Buy or Outsource?, Gartner, November 2016
• Market Guide for Robotic Process Automation Software, Gartner, November 2016
• Prepare for Big Changes in Software and SaaS Pricing, Driven by AI and IoT, Gartner, April 2017
• Robotics Process Automation (RPA) - Technology Vendor Landscape with FIT Matrix Assessment - Technologies for Building a "Virtual Workforce" -
Market Report - Everest Global, December 2016, http://www2.everestgrp.com/Files/previews/RPA%20-
%20Vendor%20Landscape%20with%20FIT%20Matrix%20-%20Preview%20Deck.pdf
• Start Preparing Now for the Impact of AI on Procurement, Gartner, March 2017
• Start Preparing Now for the Impact of AI on Procurement, Gartner, March 2017
• The Forrester Wave™: Robotic Process Automation, Q1 2017, The 12 Providers That Matter Most And How They Stack Up, Forrester, February 2017,
https://www.edgeverve.com/wp-content/uploads/2017/02/forrester-wave-robotic-process-automation.pdf
• Top 10 RPA System Features, UI Path, https://www.uipath.com/blog/what-to-look-for-top-10-rpa-system-features
• Top 10 Strategic Technology Trends for 2017: Artificial Intelligence and Advanced Machine Learning, Gartner, March 2017
• Use Cases for Robotic Process Automation: Providing a Team of 'Virtual Workers', Gartner, October 2015
Additional References Available via SIG
A Blueprint for Getting Started With Robotic Process AutomationThis paper outlines six steps that can set a fast but successful course for integrating RPA into
business services operations:
• Think “transformation” before thinking tools
• Define automation objectives
• Identify areas of high potential
• Establish the right governance
• Plan for transformation
• Conduct a proof of concept or pilot
Category Intelligence on Artificial Intelligence
From Beroe
• Global Outlook
• Market Analysis (Global Trends, Regional Outlook, Porter’s Five Forces)
• Supplier Analysis (Profiles, Key players & products, By industry)
• Pricing Analysis (including Outsourcing AI)
Access to this report available through SIG buy-side membership
Contact SIG for more information (info@sig.org)
Additional References Available via SIG
The Game Changers of 2017: RPA, AI and Algorithms, Part I
• Part I in this series of presentations
• Topics:
• How to speak knowledgeably about RPA, AI and Algorithms
with beneficial resources to guide your journey
• Real world case studies of successful adoption
• The benefits, risks and lessons learned from the frontline
Other fantastic resources in the SIG Resource Center:
• Beyond RPA: Revamping Operations with New Digital Process Models• How operations can be transformed to become more digital in nature• The impact of digitalization on organizational competitiveness• How to combine internal and external data to enhance operational effectiveness
• Are You Ready for Robots in Procurement?• Procurement automation• Key use cases for procurement automation• How to calculate a return on investment (ROI) on automation, and specifically how key procurement metrics are
positively impacted by robots
• The Keys to Maximizing Value from Robotics Process Automation• Where and how RPA is being most (and least) successfully applied• The level of benefit and ROI achieved from RPA• The commercial implications of RPA on outsourcing contracts• What's next for RPA
Some Additional Reading Not Referenced
• 11 ways to address RPA and AI in IT outsourcing contracts: http://www.cio.com/article/3157393/outsourcing/11-ways-to-address-rpa-and-ai-in-it-
outsourcing-contracts.html?page=2
• Contract Renewal – Walking the Walk on RPA: http://alsbridge.com/index/module-article-detail/contract-renewal-walking-the-walk-on-rpa
• Seizing the Robotics Process Automation (RPA) Market Opportunity: https://www.gita.org.in/Attachments/Reports/8%20NASSCOM-ERI-
RPA%20Market%20Opportunity%20-%20NASSCOM.pdf
• How to select the right candidate for Robotic Process Automation? http://virttia.com/2015/10/how-to-select-the-right-candidate-for-robotic-
process-automation/
• An ROI Calculator: https://automation.knowit.ee/rpa-roi/
• Another ROI Calculator: https://www.robotics.org/content-detail.cfm/Industrial-Robotics-Industry-Insights/Calculating-Your-ROI-for-Robotic-
Automation-Cost-vs-Cash-Flow/content_id/5285
• How to Measure IT Process Automation ROI: http://ayehu.com/wp-content/uploads/2016/02/How-to-Measure-IT-Process-Automation-Return-on-
Investment-ROI-By-Gabbi-Nizri-Ayehu.pdf
• Robotics process automation (RPA): The Next Revolution of Corporate Functions: https://www.fr.capgemini-consulting.com/resource-file-
access/resource/pdf/robotic_process_automation_the_next_revolution_of_corporate_functions_0.pdf
• How AI and Crowdsourcing are remaking the Legal Profession: https://www.fastcompany.com/3059725/how-ai-and-crowdsourcing-are-remaking-
the-legal-profession
TLC Members
Company Name Title
Bank of Canada Krystelle Bilodeau kbilodeau@bank-banque-canada.ca
BB&T Rohan Ranadive rranadive@bbandt.com
Canon Business Process Services Ted Ardelean tardelean@cbps.canon.com
Honda North America Bill Harris bill_harris@hna.honda.com
Huntington National Bank Debbie Manos-McHenry deborah.manos-mchenry@huntington.com
LexisNexis Karen Gray karen.gray@lexisnexis.com
Mayer Brown Brad Peterson BPeterson@mayerbrown.com
Ontala Performance Solutions Linda Tuck Chapman lindatuckchapman@ontala.com
PwC John Fafian john.j.fafian@pwc.com
Scotia Bank Merrilee Evans merrilee.evans@scotiabank.com
CNA Insurance Tom Ciardiello tjciardiello@gmail.com
SIG Mary Zampino mzampino@sig.org
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