Digitizing Your End-to-End Process Domestic and Global

Transcription

1 May 7-9, 2017 Disney s Yacht & Beach Club Resorts, Florida Digitizing Your End-to-End Process Domestic and Global Tuesday, May 9, 2017

2 Today s Speaker T.L. Trey Robinson, III Partner E: treyrobinson@scottmadden.com O: Trey Robinson, a partner in ScottMadden s Corporate & Shared Services practice, specializes in finance advisory and global business services design, implementation, and improvement. With 20 years of consulting experience, Trey brings extensive knowledge in assessing and leading finance shared services transformations for domestic and global clients across a broad range of industries. Trey is a frequent speaker at shared services conferences and the author of numerous shared services whitepapers.

3 C O R P O R AT E & S H A R E D S E R V I C E S Who We Are ScottMadden is a management consulting firm with more than 30 years of deep, hands-on experience. We deliver a broad array of corporate and shared services consulting services from strategic planning through implementation across many industries, business units, and functions. W E D O WHAT IT TAKES TO GET IT DONE R I G H T E X P E R I E N C E Our experienced team has been a pioneer in corporate and shared services since the practice began decades ago. We employ deep, cross-functional expertise to produce practical, measurable solutions. S C O P E We have completed more than 1,400 projects since the early 90s, including hundreds of large, multi-year implementations. Our clients range across a variety of industries from entertainment to energy to high tech. Our areas of expertise span the spectrum of middle and back office corporate and shared services. S E R V I C E S We have helped our clients with business case development, shared services design, shared services build support, and implementation. Our corporate and shared services knowledge, expertise, and experience are unmatched no other firm has helped more clients with more unique solutions.

4 Capabilities and Areas of Focus ASSESS & PLAN Strategic planning Feasibility analysis Benchmarking Leading practice assessment Performance evaluation Project planning Leadership education and buy-in Staff evaluation Change readiness assessment Site visits FINANCE AND ACCOUNTING HUMAN RESOURCES INFORMATION TECHNOLOGY DESIGN Current state analysis Future state design Business case development Service delivery model design Work scope delineation Sourcing evaluation Organizational design Technology evaluation Transformation planning Implementation planning Change management BUILD Project management Service and transaction center build Detailed organizational design Staffing Process redesign Technology design, selection, implementation, and support Education and training Facility design and setup Change management Sourcing implementation SUPPLY CHAIN BUSINESS ADMINISTRATIVE SERVICES IMPROVE Analytics setup and deployment Operations improvement Governance Service expansion Cost reduction Process redesign Technology upgrade Merger and acquisition integration Field resource development Customer satisfaction measurement Metrics and performance management

5 Disruptive Technology Definition An innovation that creates a new market and value network and eventually disrupts an existing market, displacing established market leading firms, products, and alliances. Term coined by Harvard Professor Clayton Christensen, 1995

6 If You Don t Believe It Is Real Top 10 Hottest Jobs of 2017 World Economic Forum 10

7 If You Don t Believe It Is Real Top 10 Hottest Jobs of 2017 World Economic Forum 9

8 If You Don t Believe It Is Real Top 10 Hottest Jobs of 2017 World Economic Forum 8

9 If You Don t Believe It Is Real Top 10 Hottest Jobs of 2017 World Economic Forum 7

10 If You Don t Believe It Is Real Top 10 Hottest Jobs of 2017 World Economic Forum 6

11 If You Don t Believe It Is Real Top 10 Hottest Jobs of 2017 World Economic Forum 5

12 If You Don t Believe It Is Real Top 10 Hottest Jobs of 2017 World Economic Forum 4

13 If You Don t Believe It Is Real Top 10 Hottest Jobs of 2017 World Economic Forum 3

14 If You Don t Believe It Is Real Top 10 Hottest Jobs of 2017 World Economic Forum 2

15 If You Don t Believe It Is Real Top 10 Hottest Jobs of 2017 World Economic Forum 1

16 How Will Disruptive Technology Impact Your Delivery Model? Intelligent Automation Continuum Manual Assisted Unassisted Cognitive & AI Judgment based Customer focused Problem solving Unstructured Value adding Repetitive Semi structured Customer facing Manually triggered Repetitive Rules driven Structured Schedule/event driven Pattern matching Unstructured Self Learning The Future of Work is a hybrid of people and software applied in great ways. RPA is laying the foundation for Cognitive Symphony Ventures

17 ROBOTIC PROCESS AUTOMATION AND ARTIFICIAL INTELLIGENCE IMPACT

18 Typical Work Distribution and Location

19 Typical GBS Framework Today

20 Start with Robotic Process Automation (RPA) RPA is the use of a virtual worker (or software robot ) to complete computerized tasks using a software application user interface; replacing the need for human intervention. It is logicbased software best used to automate:

21 How Does RPA Differ from ERP Capability? Interacts on the User- Interface Level Processes are executed on the presentation layer, replicating human actions IT Impact Requires far less IT involvement to implement, giving projects faster green lights Cross-Platform without Integration Can assign username and passwords to retrieve and insert data without hard interfaces Scalability and Flexibility Bots can run tasks simultaneously. Need to move higher volumes faster? Add more Bots 21

22 Calibration of FTE Savings RPA is a cost-savings initiative akin to traditional moves to offshore and onshore labor activities. RPA is a next logical step for SSC s (particularly financial service centers) looking to increase productivity and control, and prepare for Artificial Intelligence solutions not far behind Source : Institute For Robotic Process Automation, May 2015

23 Treatment of a New Type of Work (Example)

24 Transactional Model Shift Can Be in High-Cost Talent Area

25 Build the Case (Cost out RPA Volume) (Example) Baseline without RPA and contrast cost/benefit of beginning/conservative RPA and mature/ aggressive RPA. Develop business case and implementation plan.

26 What about Artificial Intelligence (AI)? AI is the ability for machines to recognize patterns and determine how to achieve an objective leveraging data (internal/external) and learning algorithms. AI is the single most likely item in the near future that will affect humanity followed by genetic breakthroughs, energy storage, and neural bandwidth. Elon Musk, 2017

27 Machines Are Already Outpacing Us In Some Areas Key Question: Are we making big investments today that will be irrelevant tomorrow, or require significant dismantling costs?

28 What GBS Components Will AI Impact? Decisions are primarily affected by a) world events, b) legislation, c) intuition Service desks and call centers Amelia-like cognitive agent, chat-bots already here! No more interactive voice response press 1 for this 2 for that No more wait times 24-hour interactive service in all languages and accents Data-driven questions/advice/solutions we do not think of Centers of Expertise Credit and risk analysis Fraud prevention and controls Forecasting, planning, and budgeting Tax strategy M&A targeting Compensation design Recruiting and retention Workforce planning Demand planning Spend reduction opportunity Etc.

29 Model Shift Service Support Hub Automation COE

30 Model Shift COE to Support Specialists

31 PREPARING FOR CHANGE

32 Collect Process Data and Identify RPA and AI Opportunity Utilize mapping tool to collect process step data and identify static, rule-based, high-volume steps for RPA.

33 Categorize RPA Work and Measure (Example)

34 Build the Case (Cost out RPA and AI Volume) (Example) Baseline without RPA and contrast cost/benefit of beginning/conservative RPA and mature/ aggressive RPA. Develop business case and implementation plan.

35 Example Business Case Savings Advancing your GBS through digital transformation yields significant recurring savings across the global operating model Note: Figures are illustrative only

36 Re-Design Approach Summary

37 How Can You Prepare Now? Avoid surprises and create your future model now Find process steps that lend themselves to RPA (now or in the future) Measure work activities and determine specific work that will be automated (RPA and AI) Build the case for investment and realistic pace for your company Prepare your data (governance, structure, cleaning) Coordinate with your IT five-year road map Assess upcoming long-term strategic decisions vs. a highly likely future of disruptive technology BPO decisions ERP decisions Service support decisions Location decisions Preparing the future conceptual model and business case now will avoid the potential for costly initiatives that may not add value in the near future