Getting the right robots Getting robots right

Transcription

1 Getting the right robots Getting robots right Pega Healthcare Summit 3 October 2017

2 What is robotic process automation? Robotic process automation (RPA) is a virtual workforce that is controlled by the business and uses software for automation built on existing IT infrastructure Automated solution can work 24/7 1/3 of the cost of offshore FTE Double-digit reduction in error rates Robotic process automation software Robots work with existing IT landscape Cuts data entry costs by up to 70% Robots can be trained by business users Robots execute repetitive, rules-based, high-volume tasks efficiently Robots and people: powerful combination to increase agility and efficiency People build relationships, analyze, handle exceptions and provide decision-making RPA mimics human interaction with core systems, web and desktop applications to execute processes. Page 1

3 Transforming your business with robotics Organization layer Resource layer Execution layer The impact of robots goes beyond just deployments Establish global RPA policies and governance framework to support risk management Structure organization to consider new RPA roles to support the business Develop and deliver RPA enhanced end-to-end processes to augment benefits Policy Process Organization Performance measurement Develop RPA measurement frameworks, RPA COE and improvement program Define RPA systems and tools strategy to support cross-functional use in front, middle and back office Define set of consistent global data standards and common chart of accounts, then deploy RPA Data People Technology Integrate RPA systems with pertinent security and control mechanisms Build new competency models considering robot/human interactions Adjust talent strategy to new competency models and skill needs Page 2

4 EY s key lessons learned from robotics implementations Keep in mind You should Strategy, Application and Scope Robotics is not the answer to everything Reasons robotics projects go over budget and over timeline are: Inappropriate business scope selected Understand that robotics will proliferate, so plan for it Lack of tight project staging and logistics management Governance Governance, control and monitoring of robots is essential Build a Center of Excellence (CoE) or Automation Factory right out of the gate People This is not your father s (or mother s) enterprise IT platform Take care of your robotics employees, or someone else will Utilize consultants and software vendors for their strengths Process Document the current processes and any impact Focus on existing processes Robotics efforts benefit from IT involvement IT (internal/external support) Reasons for robotics projects go over budget and over timeline are: Inappropriate IT scope selected Not enough time allocated to address IT infrastructure concerns Focus on leveraging current infrastructure Utilize consultants and software vendors for their strengths Page 3

5 Robotics risk and control Top robotics risks: 1 A lack of robotics governance can lead to ineffective and inefficient process automation. Illustrative controls for top risks: A robotics governance framework is defined and maintained to address that support is aligned to business objectives Robotics access management is ineffectively managed. Process automation requirements are not appropriately or accurately identified and documented. Robotics implementations are not appropriately designed and tested. Automation problems are not effectively identified and managed. Risks are not effectively mitigated for robotics vendor relationships and outsourced services. IT investments are evaluated and prioritized according to policies to meet business needs. Robotics access control is managed and proper authentication methods are proposed and consistently enforced. Robotics change and development requirements are clearly and concisely documented and mapped to business needs. Implementation, testing and support requirements are developed and communicated. Automation problems and errors are evaluated, corrected, tracked and communicated in a timely manner through resolution. Page 4

6 Q&A Abby Johnson Partner Health Care Advisory Services Jason Ladurantaye Executive Director Pega Technology Delivery Lead Abby is a partner in the EY Health Care Advisory Services practice. She contributes to building a better working world by integrating EY capabilities to drive value to her health care clients. She has 12 years of professional services experience, with over 10 years spent improving health care operational performance. Her areas of focus include process efficiency, risks and controls, as well as change management and stakeholder experience. Jason is an executive director in the EY Automation practice. He has 20 years of experience in the business process automation, with an emphasis and specialization in Business Process Management. He has more than 15 years of Pegasystems technology experience, with a primary focus on the financial services marketplace. He has extensive experience in advising and guiding business automation delivery programs from small scale point based approaches to enterprise-wide technology initiatives. Page 5

7 EY Assurance Tax Transactions Advisory About EY EY is a global leader in assurance, tax, transaction and advisory services. The insights and quality services we deliver help build trust and confidence in the capital markets and in economies the world over. We develop outstanding leaders who team to deliver on our promises to all of our stakeholders. In so doing, we play a critical role in building a better working world for our people, for our clients and for our communities. EY refers to the global organization, and may refer to one or more, of the member firms of Ernst & Young Global Limited, each of which is a separate legal entity. Ernst & Young Global Limited, a UK company limited by guarantee, does not provide services to clients. For more information about our organization, please visit ey.com. Ernst & Young LLP is a client-serving member firm of Ernst & Young Global Limited operating in the US Ernst & Young LLP. All Rights Reserved ED None This material has been prepared for general informational purposes only and is not intended to be relied upon as accounting, tax or other professional advice. Please refer to your advisors for specific advice. ey.com