Emerging Technology and its implications on the Workforce Houston CPA Society www.pwc.com Emerging technologies continue to evolve the way we work Automation can evolve as the organization continues to grow in digital maturity Macros and
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Presentation Transcript
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Emerging Technology and its implications on the Workforce Houston CPA Society www.pwc.com<br>
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Emerging technologies continue to evolve the way we work<br>
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Automation can evolve as the organization continues to grow in digital maturity Macros and Scripts
Rules-based automation within a specific application (e.g., Excel) to provide users with a way to automate a repeatable process with highly structured data Business Process Automation (BPA)
Reengineering existing business processes by using software, integrating systems, and restructuring labor to optimize workflows and minimize costs Robotic Process Automation (RPA)
Alias: Robotic Desktop Automation (RDA)
Automating labor-intensive, repetitive activities across multiple systems and interfaces by training and / or programming third-party software (bot) to replicate a user’s workflow
Operates at the presentation layer without the need to change existing systems
Users intervene to handle exceptions as they arise Intelligent Process Automation (IPA)
Aliases: Cognitive Computing, Smart Workflows
Combining RPA with artificial intelligence technologies to identify patterns, learn over time, and optimize workflows
Through ‘supervised’ and ‘unsupervised’ learning, algorithms make predictions and provide insights on recognized patterns
With IPA, robots can replace manual clicks (RPA), interpret text-heavy communications (natural language processing), make rule-based decisions that don’t have to be pre-programmed (machine learning), and offer customers suggestions (cognitive agents) Algorithmic Business
Industrialized use of complex mathematical algorithms to drive improved business decisions or process automation for competitive differentiation<br>
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RPA activity candidates include repeatable, rules-based processes Taking a transformational approach of end-to-end processes across functions will drive increased scalability and value Can it be automated? Should it be automated? Highly Rules-Based Processes
Activities taken to complete a task are known and follow if, then / if, follow rules Stable Environment
Technology systems, organization and / or process not expected to change in the mid-term High Ratio of Structured Data
High level of unstructured data requires more understanding of context, and functionality of solution Limited Exception Handling
Complex exception handling should be handled by a human Suitability
Measures potential constraints or control benefits to the process Repetitiveness of the process? Unstructured / structured data? Rules based process? Stability of the process? Value
Measures the value from automation Number of FTEs? Average cost / FTE? Cycle time improvement highly valued? Automation solution to reduce error rates? Value $ Complexity
Measures how complex a Robot build would be Level of redesign required? Number of applications used in process? Number of deviation in process? System / data restrictions?<br>
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Multiple value drivers enable RPA to be a beneficial and efficient addition to processes Benefits magnify through additional automation phases and growth absorption TANGIBLE ‘Hard’ Benefits INTANGIBLE ‘Soft’ Benefits Improves the customer / employee experience and supports digital and business transformation<br>
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There are three key questions organizations are asking as they begin to shift their operating model<br>
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The automation journey begins with evaluating current processes and designing a holistic solution Intake and Prioritization
Establish an on-going process to evaluate process maturity and perform activity analysis
Align with other strategic initiatives to generate demand
Evaluate holistic improvement including waste elimination, process optimization, org alignment as well as automation
Prioritize the roadmap and build the business case based on Suitability, Complexity and Value
Design, Develop, and Deploy
Design holistic solution focused on end-to-end processes
Select the best automation strategy and vendor
Develop & deploy with speed and quality employing agile solution development and rigorous project management
Employ process and automation architecture standards and maintain inventory of solution documentation
Govern and Support
Ensure the right controls, security and risk mitigation are developed for a digital workforce
Monitor performance and coordinate solution maintenance
Manage Infrastructure and Vendor Relationships
Benefits Tracking and Change Management
Track capacity improvements and savings as well as enhanced maturity and service delivery
Proactively communicate and manage change in partnership with the business and process owners
Advocate solution and benefits to generate demand<br>
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Risk and Governance PwC - Strictly Private and Confidential 8 Automating bad processes will leave bad processes. RPA is more than just an opportunity to improve efficiency, it can also drive significant control enhancements
RPA governance is very important to mitigate the risks of robotic processes, but no different than what we experience today. Considerations include
Process and system change management
Implementation testing
Commitment to a robotic protocol and back-up
Closely model the risk management. Build exception reporting and make sure managers are responsible for the outcomes
Regulators have generally not pushed back on rules-based RPA, but are closely monitoring the impact of and potential risks of cognitive learning.<br>
PwC refers to the PwC network and/or one or more of its member firms, each of which is a separate legal entity. Please see www.pwc.com/structure for further details.
This content is general information purposes only, and should not be used as a substitute for consultation with professional advisors. David Shebay
David.m.Shebay@pwc.com
(512) 970-0984<br>
