THE FUTURE OF WORK: HOW TO EFFECTIVELY INCORPORATE ROBOTS IN YOUR WORKFORCE

Transcription

1 THE FUTURE OF WORK: HOW TO EFFECTIVELY INCORPORATE ROBOTS IN YOUR WORKFORCE Monday, June 5th: 2:30 p.m. 3:15 p.m. This information is not a commitment, promise or ega obigation made by Pegasystems, incuding that to deiver any materia, code, or functionaity. The timing of the deveopment and reease of any features or functionaity described about our products remains at our soe discretion Pegasystems Inc.

2 Curtis Ryan Director of Initiatives & Impementations 2

3 RBCDI Automation View RBCDI Cassifies Robotic Automation Into Two Categories: Desktop and Process Attributes Desktop Automation Process Automation Tasks Many Sma Tasks Fewer Larger Tasks Frequency Sporadic Buk Decisions? Processes must/shoud stop for human input Human Input not required RBCDI impemented Desktop Automation due to depoyment in a Contact Center environment 3

4 RBCDI Automation Outcome: Simpify the Empoyee Experience MIS Statistics generated from work monitoring wi determine future automation enabing more accurate business cases and ROI System Agnostic Reps no onger are concerned about what underying system is in use. The Desktop is their primary method of input and inquiry. Stiches mutipe systems together 360 Cient View Automation Take routine, repetitive and agorithmic tasks and automate them. Aows for tak time to be targeted on vaue add vs. data input Integrated data means that Reps know a interactions the cient has had with DI and offers avaiabe to ensure targeted focused conversations 4

5 Chaenges & Soution Connecting Across Sios Automation Soution: Cient Search Using four data points to search and oad cient profies in mutipe systems View of cient Gather key data points from mutipe systems to assist rep with ca Notes Write notes to mutipe systems automaticay at ca end or after certain transactions Chaenges: DI is a sma business within a arge organization investment $s at a premium 19 systems used by our reps with itte integration and no CRM Vauabe time ost in navigating and gathering data from the various systems. Integration of these systems is expensive and time consuming 5

6 Roadmap MVP Approach POC Business Anaysis Buid/Test 2 months 1 month 5 months Ro Out Pega resources visit ca centers and identify key processes with RBC staff Use 4 key systems to prove the concept prior to contracting Used resources/smes to review existing processes in great detai and ensure down to the button cick a processes are understood Effort reduces Pega documentation time to 3 business days Pega deveoper buids the product Interna teams buid depoyment capabiities and architecture Extensive interna QA testing over two sprints Piot in a sma group to test effectiveness Ro out in stages in order to test scaabiity 6

7 Lessons Learned Systems QA is NOT Production QA environments not robust enough for robotics Production differences produced showstoppers QA same speed as prod? Configure Production for Piots Create a sma group to test Configure Production for Piots Create a sma group to test Peope BA Time is critica Deepy understanding current process down to the cick eve. Don t rush it reay understand it Lean Training / Six Sigma Understanding LSS wi improve deivery SMEs Stay Engaged SMEs are not just for requirements. Your requirements wi change! Wi form Prod test group Process Day 2 Support This is a new mode so start discussions eary How do you support production deveopment? How do source systems notify team of changes before they hit production? Buid Light and Ro Out Fast Smaer buids more often Day 2 Project Smaer buids more often 7

8 Mark Fese Head of Inteigent Automation 8

9 A Scientific Approach Path to Enterprise Operationa Exceence Automation Initiative Education Define Strategy Education Identify Stakehoders Buid Program Investment Business Case 9

10 Inteigent Automation Defining Inteigent Automation Industry Progression Key Levers Efficiency Exampes Most organizations have progressed through appying key transformation evers as a way to drive down expense, improve customer deight, manage risk and simpy the process. Recenty organizations have begun to shift to utiizing robotics as a means to continue to reaize additiona benefits Centraize Reocate Standardize Optimize Digitize Automate 5-10% Additiona 10-15% Additiona 10-20% Credit/debit bureau, disputes processing, Consumer Operations Ca Center & Servicing, Commercia Funding Desk BPO, supporting various functions, & offshore voice Vaut cash on hand, singe ockbox patform Mortgage servicing, escrow processing, statement suppression ATM/mobie check capture, image teer, branch digitization, increased imaging New strategy Automation Benefits: Lower Costs Service Exceence Scaabe for Growth Risk & Compiance 10 10

11 Inteigent Automation Program Vision Vision Leverage avaiabe technoogy, and evauate/impement new technoogy, to increase operationa exceence reducing cost, reducing risk/reg/compiance, increase quaity and customer experience. Team Commitment Vaue Proposition Leverage industry best practices to identify areas within the bank to impement toos to drive improvement Utiize technoogy toos to gather data to identify opportunity areas within the bank Utiize standard approach to identify processes, create business case, and redesign process to maximize benefit reaization Aign with Strategic Initiatives to support stated goas and streamine efforts Coaborate with key stakehoders and the Transformation team to activey ead change Deveop partnerships for ong term success Inspire a cuture of continuous automation Deiver financia impact through expense savings, cost avoidance, increased efficiency, risk reduction, reguatory and compiance resoution Enhance customer experience by everaging technoogy to assist in customer facing processes Discover and document the rea process with LOB SME to support deveopment efforts Acceeration of enhancements / soutions to meet business needs not meeting tier eve support / approva Speed of change measured in weeks/months not years as a resut of everaging Agie methodoogy Interna automation consuting team Proven capabiity to impement change and reaize benefits 11

12 Inteigent Automation Program Team Structure Director Inteigent Automation COE Leadership RPA, Cognitive, AI Strategic Direction Industry trends, too evauation, communication ead Identification & Depoyment Lead Opportunity evauation, documentation, vaidation Anaytics & Benefit Vaidation Pre-Post process anaytics, Governance Technoogy Lead Documentation, buid, test, depoy, maintain 12

13 Roadmap Resuts Cumuative Summary (thru May, 2017): 12 Sprints 36 Automations depoyed Automations per sprint increased 43% year over year Resuts Stakehoder Buy-in Kick Off: Started within Operations through Ops Ex Strategic Initiative Vendor Seection Considerations for seection: Cost, Too Capabiity/Fexibiity, Abiity to Scae outside of Operations, Technica requirements Education: Define Governance management and rhythms to manage at scae, CoE Education Proactive and Strategic: Roadshow, Leverage existing programs, Aign with Strategic Goas Process Prioritization Piot Seected process to maximize ROI: Considerations - Compexity, Systems, Ease of Impementation, LOB Engagement 13

14 Inteigent Automation Operating Mode Project Discovery and Panning Project Execution Process Identification Vetting Prioritize and Pan Buid Maintain Leverage existing processes to identify opportunities Vendor Acceerators, High Risk Process Maps, Off Shore Document processes through process shadowing, interviews with SMEs (process maps and procedures at cick eve) Review processes with Core Automation team to determine fit for automation Buid proof of concept framework Anayze process data to understand current state and potentia benefit of future case Buid business case to support project request Create a sorted priority ist based on key drivers Cost, Quaity, Customer Experience, Risk Based on business need and priority. Core Deveopment team creates a sprint schedue to buid seected projects Core deveopment team buids automation to specs documented by the business team and SMEs Sprints schedues wi be defined to buid automation (projects coud span mutipe sprints Deveopment team wi compete testing to vaidate competeness prior to depoying to production environment Transformation team monitors automations to ensure avaiabiity and manage at scae Anayze process data to understand benefit reaization 14

15 Inteigent Automation Today Is Focused on Desktop Automation, BPM, & Process Automation: Industry Moving Toward Cognitive Learning and Artificia Inteigence Phase I in process Future Opportunities Cognitive Systems Artificia Inteigence RPA, BPM Phase II Phase III 15

16 Lessons Learned Automation must fit into broader corporate strategy Cear partnership between IT, Transformation, and Lines of Business Process Prioritization understand key driver ($$, risk, etc.) Methodoogy Agie vs. Waterfa Compexity of Technica Requirements for seected too IT deveopment vs. Business Cutura resistance Automation is a about reducing staff Perception that current appications aren t compatibe Compexity of seected automation opportunities, start sma, quick wins Aignment with Risk Programs as needed Access to Subject Matter Experts Difficuty in buiding a business case - actua benefit reaization Toos/Acceerators to identify opportunities (minimize faiure rate) Understanding current documentation capabiity across enterprise (does documentation refect true production state) Interna vs. Externa deveopers buiding interna team vs. contracting, IT expertise Licensing costs for ongoing depoyment of seected too Attempting to redesign process through automation Risk Program Aignment Compimentary tooset to achieve maximum benefit (toos beyond robotics i.e., cognitive, AI, etc.) Unreaistic expectations based upon industry messaging RPA can sove any probem 16

17 Q&A 17

18 THANK YOU! 18