RPA

Robotic Process Automation (RPA) involves use of software bots for automation of businessprocesses
RPArefers to the use of a preconfigured software instance that uses business rules and predefined activity choreography to complete the autonomous
execution of a combination of processes, activities, transactions, and tasks in one or more unrelated software systems to deliver a result or service with
human exception management.*

Drivers for
Growth in Lower Cost of Quality & Redeployment of people
Efficiency Gains Scalability
RPAadoption Operations Compliance from mundane processes

Evolution of Robotic Automation

Traditional Automation Robotic Automation RoboticAutomation

(Script based) (Rule Based) (Cognitive)

Platform agnostic and runs on UI Platform agnostic and runs on UI

Platform specific/ runs on data layer
layer layers
Learns to handle exceptions over
Manual exceptionhandling Manual exception handling time; intelligent decision making
enabled by ML algorithm

Coding skills required Coding skills typically not required Coding skills typically not required

Structured Structured Structured

Data Data Data
Semi-structured Semi-structured Semi-structured
Type Type Type
Unstructured Unstructured Unstructured

Source: DRAUPanalysis
*IEEE Standard 2755-2017 definition of RPA
 RPA according to Gartner

Robotic process automation (RPA) is a digital

enablement technology that predominantly
leverages a combination of user interface (UI) and
surface-level features to create scripts that automate
routine, predictable data transcription work.
RPA can solve operational “pain points”
• Repetitive tasks done manually
• High potential for human error
• Sequential handling and bottlenecks
• Individual silos of process knowledge
• Data dispersed over mutually incompatible IT
systems
• Absence of dashboards to track case progress
• Long response time for customers
• Long process training cycles due to complexity
• Limited ability for quality control and governance
Global RPA software and services market
is expected to reach USD 1.2 billion,
growing at 29% CAGR between 2017-21
Global RPA Software and Services Market, 2016-21, USD million

RPA Software RPA Services

1,224

1,022

822
952
629
790

443 630
476
271
330
198
232 272
153 192
73 113

2016 2017 2018(E) 2019(F) 2020(F) 2021(F)

 Zinnov Zones for RPA Platforms – Overall
High Nurture Zone Breakout Zone Execution Zone Leadership Zone

UiPath
RPA Revenue |Revenue YoY Growth | # of Customers | Customer Growth YoY | Headcount |

Blueprism
Average Revenue per Customer | Funding ($ value) | Geo Focus

Automation
Anywhere
Kofax
RPA Scalability

Pega
WorkFusion
Thoughtonomy
Redwood AntWorks
Software NICE

AutomationEdge
Jacada
Another
Monday Kryon
Systems
Softomotive

Low
RPA Prowess
Breadth of Use Cases | Industry Focus | RPA Product Capabilities(Ease of Use, Ease of customization, Scalability, Ease of deployment, Quality of support) | Unattended RPA Capabilities | Attended RPA Capabilities | Cognitive RPA Capabilities
| RPA Security & Governance | Ecosystem Focus(Service Providers, Technology Partners, Developers, Start-ups) | Focus on Bot Store/Marketplace | Pricing Model | Customer Endorsements | Developer Feedback
“We see RPA as a huge driver of improved performance and
efficiency. That correlates back to productivity gains, accuracy and
customer experience.”
— Prakash Mall, Senior Director, RPA and Chatbots, Target
A Single Robot Can Take You Far
And It Looks Easy!

▪ Capture potential RPA use-cases

▪ Robot development
– Purpose / output (deliverables)
– Time to market (release)
– Required input (data)
– Actions
▪ Robot operation
– Support
– Recovery
– Termination

RESTRICTED
19 © 2019 Gartner, Inc. and/or its affiliates. All rights reserved.
RPA can help reduce costs, while improving
service levels, data quality and reducing risk
 RPA and AI
• RPA is a software tool used to automate manual
processes and improve workflow.
• Unlike AI technology, RPA mimics human actions,
not human thinking. For example, RPA is often
deployed to automate invoice processing and verify
that the invoice amounts match the corresponding
purchase order. Exceptions are usually handled by
people.
• The benefits of RPA go well beyond cost savings.
Increased productivity, better quality and stronger
competitive market position are the top three
benefits reported by companies.
 Criteria for Robotic Process Automation
Criteria Description
High volume of transactions Task considered for RPA is performed frequently or includes high volume of sub-tasks.
Need to access multiple systems Task involves accessing multiple systems. Example: copying data from a spreadsheet to a
customer registry.
Stable environment Task is executed within predefined set of IT systems that remain same every time a task is
performed.
Low cognitive requirements Task does not require creativity, subjective judgment or complex interpretation skills.
Easy decomposition into Task is easy to break down into simple, straightforward, rule-based steps, with no space for
unambiguous rules ambiguity or misinterpretation. Example: Allocate all incoming invoices from Company X
with value €3000 or more to category Y.
Proneness to human error Task is prone to human specific error, not occurring to computers. Example: matching
numbers across multiple columns.
Limited need for exception Task is highly standardized. Little or no exceptions occur while completing a task.
handling
Clear understanding of the current Company understands current cost structure of a task and is able to estimate difference in
manual costs cost and calculate return on investment (ROI) of RPA.
Source: Fung (2014) and Slaby (2012)
 Everest Group RPA – Technology Vendor
Landscape with Products PEAK MatrixTM
Assessment 2018
High
(Market success, portfolio mix, and value delivered)

Leaders
Major Contenders UiPath

Blue Prism
Automation
Anywhere
NICE
Kofax Thoughtonomy
Softomotive
Market impact

EdgeVerve WorkFusion
Pegasystems
Kryon Systems
Redwood Software

Contextor
Jidoka
AutomationEdge
Datamatics AntWorks

OpenConnect

Low Aspirants
Low High
Vision & capability
(Vision & strategy, development & integration, deployment & maintenance, product training
& support, and commercial model)
What do the latest developments in RPA solutions mean for
enterprises?
Business intelligence
Advanced analytics on rich process level
data for actionable insights supporting:
Strategic decision making
Optimization of processes
Virtualization of infrastructure
Enablement of the shift from physical
hardware and servers to cloud-based
virtual machines
Built-in disaster recovery and lower risk
of data loss
All other benefits of cloud infrastructure
such as higher computing power,
scalability, and lower infra cost
Higher automation rate
Moving beyond structured data (50%-90%
of an organization’s data is unstructured)
Move towards higher STP rates
Faster and easier implementation
Rules-, AI/ML-, and analytics-based
automations
Interactive interface for robot configuration
Libraries of plug & play and reusable function-
specific automations
Faster roll-out of RPA use cases
Savings in implementation cost
What it means
for enterprises? Enterprise-grade scalability
On-demand virtual workers
Elastic virtual workforce capacity
Easier control & maintenance
Better process governance and control
Higher resilience to system changes
Optimal utilization of virtual workforce
Savings in running and maintenance cost with
self-managed & self-healing robots
Usage-/utility-based pricing
RPA’s convergence play with other
tools and technologies
RPA Bot: A software robot is located on virtual
/ physical client environment where it interacts
with various business applications
Detailed code /
instructions that Developer Tools
replicate human steps

Houses robots in virtual /

Assign jobs to robots physical client environment
and monitor their
activities Robot Controller Client Environment
Store
code/ instructions

Review and resolve

any exceptions or Business Users Applications
escalations
Robots interact with range of
enterprise applications
ITC Infotech employees to get bot ‘buddies’

ITC Infotech & Automation Anywhere

 RPA service providers in India are strengthening
their in-house intelligent automation and AI
capabilities, especially around IP and asset creation

Focused on building products Provides modular building blocks of AI platform built on Infosys’
and platforms that leverage AI, Intelligent Automation including RPA, first-gen AI platform ‘Infosys
IT automation, and RPA cognitive solutions, AI and self-learning Mana’, and its RPA solution
engines ‘AssistEdge’

Intelligent automation solution that
leverages AI, ML and advanced
software engineering to transform
enterprise IT services
AI platform that helps enterprises
to hyper-automate processes,
redefine operations through
algorithmic intelligence and
cognitive computing capabilities
An automation platform that utilizes
integrated RPA, autonomics, and
cognitive computing to transform IT
and process operations across the
enterprise technology stack
 With technological advancements software
robots would be able to create and manage
robots to handle variations in the workload

Market prevalence

RPA 4.0
Cognitive RPA
High Low

• Cloud, on-premises and

hybrid deployment
RPA 3.0
• Enhanced automation with
Business Impact

Autonomous RPA
capability to develop and
manage robots
• Cloud, on-premises and • RPA integrated with AI
RPA 2.0 hybrid deployment technologies such as ML,
Unassisted RPA NLP, text analytics,
• End-to-end task
automation with real-time computer vision
RPA 1.0 • Server (VM) deployment exception handling
Assisted RPA
• End-to-end task • Scalable and flexible virtual
automation workers
• Workstation deployment • Scalable virtual workers
• Limited automation
• Limited scalability

Technology Advancements
Enterprises are predominantly in the RPA stage with some
elements of adaptive automation becoming mainstream

Cognitive
Adaptive Usage of big data, analytics, adaptive algorithms, and large volume
Instructive statistical analysis to process and make human-like judgments
Processing of unstructured data
Rules-based, screen and contextual knowledge to
interaction and make decisions automatically Experimentation phase
workflow
management
Level of built-in intelligence

Fast gaining adoption

Mature and commoditized Artificial

Intelligence
Deep
Natural Machine Learning
Language Learning
Autonomics Processing
Scripting RPA

Intelligent automation progression

Intelligent automation market is driven by industries that are
mature adopters of RPA
Artificial intelligence contribution to IA 51%
revenue is quite low as these projects are
still in the experimentation phase 44% Banking

5% Retail and CPG

Insurance 16%
Share of revenue

14%
12%
Telecom, Media and
Entertainment
10%
Utilities and 9% 9% 9%
Resources
Manufacturing
Financial
Services
Non-Profits High Tech 8% 8%
Government

<3% Travel and Healthcare and Life

<3% <3% Transportation Sciences

0 - 12 Months 12 - 48 Months 48+ Months

Time since industry adoption started

Figure 3: Process automation technologies
Process orchestration technologies to identify
Alias: Intelligent business
process management
▪ Reengineering existing
Robotic process
automation (RPA)
Alias: Robotic desktop
Macros and scripts
automation (RDA)
▪ Rules-based ▪ Automating labor-
automation within a intensive, repetitive
specific application activities across multiple ▪ Combines workflow with (RPA), interpret text-
(e.g., Excel) to systems and interfaces
provide users with a by training and/or
way to automate a programming third-party
repeatable process software to replicate a
with highly structured user’s workflow
data ▪ Operates at the
presentation layer without
the need to change existing
systems
▪ Users intervene to handle
exceptions as they arise
Current state Trending Future state
Algorithmic business
▪ Industrialized use of
complex
mathematical
algorithms to drive
improved business
decisions or process
automation for
Intelligent automation competitive
(IA) differentiation
Aliases: Cognitive
computing, Smart workflows
▪ Combining RPA with
How do RPA and IA differ?
artificial intelligence
RPA directly mimics
patterns, learn over time, human behavior
and optimize workflows
▪ Through “supervised” and Input Program Output
“unsupervised” learning,
business processes by
algorithms make
using software,
predictions and provide
integrating systems, and IA learns how to become
insights on recognized more efficient
restructuring labor to
patterns
optimize workflows and
▪ With ML, robots can
minimize costs Input Program Output
replace manual clicks
common API’s as well
heavy communications
as RPA to model,
(natural language Learning
simulate, and extend
processing), make rule-
automation across a
based decisions that don’t
business process
have to be pre-
programmed (machine
learning), and offer
customers suggestions
(cognitive agents)
THE SERVICE AUTOMATION
LANDSCAPE
The plethora of software tools and terms to describe software designed to
automate services can be very confusing. To help make sense of the service
automation landscape, we suggest avoiding the jargon and instead focusing on
the service characteristics that the tools are designed to help automate. We
consider two broad classes of service automation tools: robotic process
automation and cognitive automation. Each class of tools is designed to deal
with specific types of data and processes.

The picture can't be display ed.

Guide to automation potential of
the task
Criteria for Robotic Process
Automation
Criteria
High volume of transactions
Need to access multiple systems
Stable environment
Low cognitive requirements
Easy decomposition into
unambiguous rules
Proneness to human error
Limited need for exception
handling
Clear understanding of the current Company understands current cost structure of a task and is able to estimate difference in
manual costs
Description
Task considered for RPA is performed frequently or includes high volume of sub-tasks.
Task involves accessing multiple systems. Example: copying data from a spreadsheet to a
customer registry.
Task is executed within predefined set of IT systems that remain same every time a task is
performed.
Task does not require creativity, subjective judgment or complex interpretation skills.
Task is easy to break down into simple, straightforward, rule-based steps, with no space for
ambiguity or misinterpretation. Example: Allocate all incoming invoices from Company X
with value €3000 or more to category Y.
Task is prone to human specific error, not occurring to computers. Example: matching
numbers across multiple columns.
Task is highly standardized. Little or no exceptions occur while completing a task.
cost and calculate return on investment (ROI) of RPA.
Current vision for market opportunity
for RPA
Simplified example of instructions
for a software robot operating
across two systems
Steps for software robots to complete
1. Pick first incomplete transaction from the work queue (the transactions in the queue could have been formulated e.g., by
receiving triggers, by reading a specific report, by accessing a specific web portal etc.).
2. Launch application X.
3. Enter specific (fixed or variable) value into a specific field.
4. Click a specific button in an application.
5. Read value in a specific location in application X and store it in variable Z.
6. Launch application Y.
7. (…)
8. Enter variable Z into a specific field in application Y.
9. If an error message is shown, store result about error in a report and move to Step 12. Otherwise proceed to Step 10.
10. (…)
11. Store result of a transaction in a report.
12. Pick next transaction and return to Step 3.
 RPA is a Journey of Improvements – It Takes Time

High • 12 Use Cases Operational • 120 Use Cases American Express

• Robots Run 10 Hours Per Day Operational
• Robots Run 18
Tata Sky
Hours Per Day

• 30 Use Cases Operational Take into account:

• 25 Use Cases Operational
Level of Scale

• Robots Run 14 Hours Per Day

• Robots Run 14 Hours Per Day - RPA options
• 15 Robots - Process changes
Purchased
- Application
• 20 Use Cases Operational integration
• Robots Run 10 Hours Per Day
- Security
• Seven Use Cases Operational
• Robots Run 8 Hours Per Day
• Five Robots Purchased

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Year One Year Two

Luckily, Measuring Success With RPA is Doable

▪ Metrics that work:

Business
– Productivity increases Performance

– Cycle time Customer Satisfaction

Customer
– Hours saved AHT Reduction Value
– Accuracy or error rate Cycle Time Reduction
Organizational Employee Satisfaction

– Time to automate Value Add Per Resource

Effectiveness Collaboration

▪ Metrics that don’t Improved Compliance/Privacy Error Reduction

Technical Exception Rate
Service Service
work well: Functional Exception Rate Quality Velocity
Bot Deployment Rate
Number of Robots

– $$ Savings Avoided IT Investment Bot Availability

Operational
– FTE Reductions Avoided Cap. Investment Bot Utilization
Efficiency
ID: 375111

“97% reduction in processing time for standard settlements”

RESTRICTED
25 © 2019 Gartner, Inc. and/or its affiliates. All rights reserved.
 Characteristics of processes
suitable for automation tools

RPA NLP ML

• High level of process • Interpretation of human • Decisioning required

standardization language through email, • Availability of data to train
• Decisioning can be PDF, and other means algorithm (high frequency/
encapsulated into simple • Unstructured data sources high volume tasks are best)
rules in written, electronic/text, • SME time to train machine
• Structured data voice format to generate algorithm
• Stable process • Semi-structured or
• Low number of deviations unstructured data
• Regulatory
Automation opportunity identification
and mobilization framework
 Intelligent Automation platform with cognitive capabilities; Supports both invasive
and non-invasive integration (RPA and IT integration) with applications 27

Client Details Automation solution implemented for 40+ use cases in

Personal Lines: Home, Motor and Pet
Unified self-service portal for CSRs to integrate policy details
Client: Leading European insurance company from 8+ legacy applications
Business function: Customer contact centre Plug and play RPA solution integrated with various technologies
- Salesforce, Windows, Mainframe, VBA excel based
applications, etc.
Agile transformation Solution

Problem Discrete legacy applications landscape and multiple touch Reduction of 40+ FTEs for Personal Lines division
Statement points, due to which customer service time was higher, leading Average 90% reduction in TAT, improved accuracy of
to customer dissatisfaction. transactions
High levels of staffing - 500+ Customer Managers (CM) servicing 2x faster customer service
customers Processed over 500,000+ bot transactions & served 140,000+
Customer looking to reduce operational expenditure to fund policies since production deployment (April 2017) with coverage
transformation >98%
High expenses to train agents across multiple product lines, high Scalable solution to be taken forward for other process area and Value
manual efforts, quality errors and long wait time geographies Delivered
Processes
Automated

Robotic automation with integrated smart portal for

Policy Retention (Enquiry, Cancellation, Payment, MTA)
agent/ customer self service

Tools /
Technology
Top AI technologies being adopted
by RPA adopters
Natural language
processing – primarily
Number of RPA adopters implementing AI

as front-end for
chatbots and virtual
Computer vision – assistants
primarily for entity
extraction from
unstructured data
sources

Machine learning –
primarily for
predictive analytics
and some straight-
Autonomics – through processing
primarily for enabling
self-healing in IT
processes

Maturity of core technology

Positioning RPA
 RPA Propensity Heat Map: 17 HR processes were identified with high RPA relevance levels

RPAAdoption High
Employee Onboarding
Leave/Absence Management
Payroll and
Compensation Employee DataManagement
Expense Management
Reporting & Compliance
Administer Surveys Timesheet Management
Performance Management Applicant Sourcing
RPARelevance
Low Employee High
Communications Manage
Job Requisition Employee Health&
Safety Management Applicant Employee Offboarding
Career & Information
Organization Design Workforce Succession Planning
Benefits Rewards Applicant Assessment
Management Forecasting
Internal Management & Recognition
Recruitment
HRMetrics Competency Marketing Mobility Scheduling
Management Employee Grievance and Logistics
Development Management Model
Administer Training Management
Development
HRPolicies & Assessment
Development and Learning Programs and
Management Content Development Low
HRStrategyand Talent Development& Compensation&
HRFunction Planning
Talent Acquisition
PerformanceManagement Benefits
HROperations EmployeeRelations
High propensity use case analysis: RPA Bots are good at extracting, augmenting and processingdata;
launching and interacting with multiple enterprise software products (1/2)
RARelevance
High Enterprise
Function Use Case Net FTE Rule Based Demand Adoption Bot Automation Areas
Processing
replaceable nature Fluctuation
Errors
• Bots can automate publishing jobs to company’s website or
Applicant Sourcing Moderate job portals, preliminary screening of applicants, scheduling
Interviews, notifications on the status of the applicant
autonomously.
Applicant • RPA can automate managing applicant information across
Low
Assessme multiple systems from initial application submission to
nt completing the new hireprocess.
Talent Acquisition • Bots can assess, prepare and create new joiner data, send
Manage Applicant out offer letters, streamline information across disparate
Moderate corporate systems for preparation on day 1, & consolidate
Information
inputs from business areas and feed to downstream
systems.
Employee
High
Onboardin
g
• Bots can send out performance review forms to employees
Talent Development and managers, check data, feed data into multiple systems,
Performance
& Performance Moderate notify employees of additional requirements, schedule
Management interviews, publish predefined employee performance
Management
reports available to managers asper schedule
• Autonomous Update of Master Payroll file, Payroll Inputs,
Payroll and Validate time & attendance data, Gross & Net Salary
High
Compensatio calculation, Distribute Pay slips (online), & Deposit & Report
n dues such asTDS,PF,ESIetc.
• Bots can educate employees about available benefits
Compensation & Benefits through notifications or email, create analytical reports on
Benefits Low benefits utilization by collating data from multiple systems
Manageme • Send out rewards nomination forms, check submitted data,
nt send out emails for recognition for rule based records, feed
data into payroll systemsfor monetary rewards
Rewards
Enterprise Adoption Level High Low Low
& Recognition Decreasing Rating
High propensity use case analysis : RPA Bots are good at extracting, augmenting and processing data;
launching and interacting with multiple enterprise software products (2/2)
RA Relevance
Enterprise
Function Use Case High Bot Automation Areas
Net FTE Rule Based Demand Adoption
Processing
replaceable nature Fluctuation
Errors

Employee Grievance • Bots can track employee grievance requests, track process
Low stage and send out notifications for early case completion
Employe Management
and higher visibility
e • Bots can send out regular surveys, check for data completion,
Relations Administer Surveys Moderate and build reports for management for furtheraction.

Employee Off-Boarding Moderate • Bots can send out various exit requirements, notify
authorities of non-compliance, missing data and send out
Timesheet Moderate
exit letters upon process completion
Management • Automated review of employee time records, leave/absence
records daily for accuracy & completion.
Employee Data High • Notify employee or manager of any missing information to
Management fix defects and maximize payroll accuracy.
• Bots can extract data from multiple files, clean it and enter it
HR Leave/ Absence into payroll systems.
High
Operations Management • Data capture and cleansing to support automated generation
of reports
Reporting & High • Pre-populating complex periodic reporting requirements
Compliance • Auto approval of standard expenses based on defines
business logic and feed data into expense systems
High • Bots can schedule interviews by checking multiple systems
Expense Management
for suitable time, send out emails, reschedule as per
requirement and call for manual intervention if required
Scheduling & Logistics Low

Enterprise Adoption Level High Low Decreasing Rating

A Comparison between
Automation Tools for Audit Tasks
Schemata for Intelligent
Automation Component Elements
DRAUP’s “Use Case Prioritization Framework” – Definition of parameters
Use Case Prioritization Framework

RPA Relevance RPA Adoption

Sub-parameters

Net FTE Replaced:

Percentage of workforce that can be replaced through Robotic
Process Automation.
Rule based nature:
Highly rule based (less human judgement) processes with low
complexity are rated higher on RA relevance
• A detailed mapping of use cases being addressed by
100+ firms including RPA software vendors and
enterprises was done through primary and secondary
research
• Use cases were then prioritized based on frequency of
occurrence

High Data Processing Errors:

Processes with high rate of errors in data processing and
compliance issues are rated higher on RA relevance

High Demand Fluctuation:

Processes with high demand fluctuation are rated higher on RA
relevance
 Enterprises are building and strengthening in-house
automation teams to navigate the automation ecosystem
Intelligent automation roles already exist
on the enterprise side… …and several more are being hired for
Senior Technology Officer, Robotic
• Project Manager - Robotic Process Process Automation (RPA)
Automation Toronto, Canada
• Robotic Process Automation Developer
Sr. IT Business Analyst – Robotics Process
Automation
Chicago, Illinois
• Robotic Process Automation Business
Unit Lead
Firmwide Robotics & Innovation Office –
• Associate Director, Robotic Process
Strategy - Vice-President
Automation New York, US

• Senior Manager - Robotic Process Robotics Process/Intelligent Automation

Automation Leader
Atlanta, US
• Software Engineer II - Intelligent
Automation
Robotic Process Automation & Cognitive
Lead Engineer
Texas, US
• Robotic Process Automation COE Lead
• Senior Manager - Robotic Process Consumer Networks – Manager, Robotic
Automation Process Automation (RPA)
Singapore

21 Source: Based on Avasant’s analysis of Linkedin profiles and job postings

 RPA Talent Requirement: Enterprises leverage a mix of technical roles, business roles and domain
expertise to build in-house RPA capabilities

Talent Requirement for RPACapability Building Trends in RPATalent Building

1 Internal Training Programs

Employees are trained on 2-3 tools and training lasts 3-4

months
• Training through RPAtool vendors
TechnicalRoles Domain/Process Roles ManagementRoles
• Training by internal/ inhouse RPAengineers
• Hands-on training with delivery team

2 RACertifications and Training Academies

• RPABusinessAnalyst
Key Job titles

• RPADeveloper
• BusinessProcess • Program Manager–
• RPASolution Architect
Architect (RPA) Companies such as Blue Prism & UiPath
• RPATechnical Lead
• Automation Process • Automation Manager have dedicated training/ accreditation
• Automation Engineer
Architect (RPA) programs with certifications for RPA
• Automation Developer
• Process Engineer • RPAProject Manager talent
• RPASystem Architect
• RPASpecialist

3 Outsourcing consultants
• Languages: C/C++, • Visualization tools: • Strategy planning
Python, VB Script, Ruby, Power BI, Tableau, and • Team management/
Java, JS, .NET Splunk Changemanagement
Companies usually outsource RPA
Skill

• RPAtools: Blue Prism, • Other tools: iGrafx, • PoCimplementation

Automation Anywhere, management experts or consultants from IT
Prosci/ADKAR ,Helix ,
s

companies like Cognizant , Accenture

UiPath, Work Fusion, Lean Six Sigma and RPA • Business Planning
and more
OpenSpan tools • Knowledge of RPAtools
Technical roles: RPA developer and RPA Solution architect are the key technical job roles which augment
internal IT teams in implementing RPAsolutions
Job Titles Description Skills Workloads

• Responsible for bot development & maintenance as per development and SLAstandards
• Java or .Net (C#, VB, etc) • Work collaboratively with stakeholders during the system test and UATphases to fix
or Oracle PL/SQL / VBA / assigned bugs with quality
Development, • Responsible for defining & meeting RPAUse Cases milestones, monitoring adherence to
RPADeveloper HTML, scripting language
Support, Testing and project scope, requirements and design documents
(Automation (JS/ VBS/ JavaScript)
Deployment of RPA • Support RPAdelivery by assessing the technical feasibility of a solution & collaborating
Developer) • RPAtools: Automation
tools in the enterprise with the technical leads/architects on bot design
Anywhere, UI Path, Blue
prism • Proactively address issues and risks (Bot Ids entitlements, Bot VDIs, Bot on-boarding,
migration etc.) that could impact project schedule and/orbudget

• Provide technical direction for the development, design, and systems integration from
definition phase through to implementation
Responsible for • Design and architect the product/solution
RPASolution • Java / .NET (C#, VB, etc.)/ • Ensure that the product/solution architecture is scalable and extensible
overall design and
VBA / HTML/ SQL, JS/ VBS/
Architect / RPA architecture of the • Keep the project manager well informed of the status of development effortsand serves
JavaScript as liaison between development staff and the project manager
Technical Lead ( solution and act as a
• RPAtools: Automation • Own the development lifecycle and should be responsible for managing technical risks
Solution Architect / liaison between
Anywhere, UI Path, Blue
System Architect ) developers and throughout the project
prism • Performs code reviews and mentors junior developers
project manager
• Understand complex database concepts and effectively employs different database
design techniques
 Domain and Management Roles: RPA process architect and Business analyst collaboratewith HR process
SMEs to define HR process workflow
JobTitles Description Skills Description/Workloads

• Lead the transformation effort to standardize the delivery management and enabling technology landscape
toachieve cost efficiency and service delivery performance
• Lean Six Sigma, Agile,
RPAProject Lead the transformation effort • Responsiblefor engaging various stakeholders to identify opportunities to leverage best robotic process
Project management
Manager ( RPA to RPAtechnology and solve automation practices to optimizedelivery
• RPAtools: Automation
ProgramManager/ business and technical • Analyzing existing systems and providing technical solutions
Anywhere, UI Path,
RPAManager) problems • Translate businessrequirement document to software requirement specifications
Blue prism
• Recommendand build scalable processesand infrastructure for enterprises
• Concept presentations to businessstakeholders and ensure all queries are addressed

RPABusiness Analyst will
gather and document business
RPABusiness requirements, configuration
Analyst (RPA
designs, test plans and results,
Analyst)
and other deliverablesrequired
to implement RPAsolutions
Design, and optimize business
RPAProcess
processes, determine target
Architect
( Automation processes ideal for automation,
Process Architect, work on ‘how’ to build
Business Process solutions using RPA
Architect)
• Work closely with businessexperts to document and define businesscases and best uses for RPA
• Tableau, Qlik, MS • Participate in RPAproposal creation andevaluations
Excel, SQL • Responsiblefor providing peer review of ad hoc reporting, change management, implementation of
• RPAtools: Automation scheduled changes, and documentation ofStandard Operating Procedures
• Designing interactive visual interfacesand dashboards
Anywhere, UI Path,
Blue prism • Integrate and synthesize information from multiple sources in order to analyze complex data and results,
anticipate issues and solve problems
• Product management
• Work with stakeholders (Process SMEs, Technical Architects & Operations Team) toanalyze and assess
tools - Aha!, JIRA,
automation feasibility
business case
• Analyze and observe processes to understand process steps, inter dependencies and applications used in
development from
processes
scratch
• Translate business requirements, current and future state process designsto create automation ready
• RPAtools: Automation
process flows
Anywhere, UI Path,
• Work with the RPA Solution Architect to create a final TO-BE state Robotics solution
Blue prism

HRProcess
Define HRprocesses workflow • HRprocessexpertise • Works with RPA process architect and Business analyst to document business requirements
SME(Intern
al)
Note: Post implementation of RPA, management and resource allocation of RPA bots is required, this task is typically performed by HR personnel with knowledge of the automated process
 Enterprises typically use center of excellence models to
operationalize automation initiatives
Centralized COE
COE functions
• Develop an enterprise-wide automation
One core COE performs all functions for
strategy and roadmap COE
the enterprise in a single joint group
• Set automation standards for the firm and
ensure that those standards are adhered to
• Create a prioritization method by
establishing a process suitability criteria for Hybrid COE
automation requests/pipeline
• Support identification of tools and BU IT One core COE sets up standards and
implementation providers procedures for specific business units to
• Establish governance process-including COE
perform automation capabilities locally
Steering Committee HR BU
• Educate through training and by loaning
automation resources to other units
• Monitor automation initiative Decentralized COE
• Develop methods to measure benefits and BU IT
return on investment Each local business unit contains
• Establish process for deployment into replicated COE functions
production, management of production, HR BU
and exception processing

22 Source: Avasant Research

 Delivery models for centers of excellence are also evolving

• The enterprise runs the COE using its own resources

• Enterprises build the team of trained resources through recruitment of automation experts and training
In-house programs
• While there is good control over all the automation initiatives, this model requires a fair amount of time to
develop and scale

• Service providers are engaged by enterprises to set up the entire COE

Managed • Typically as part of ongoing outsourcing engagements
automation • The COE is staffed by automation experts from the service provider, and the success of the center is
services measured against enterprise automation goals around the number of processes automated and the
business benefits accrued through automation

• Enterprise runs the center of excellence but uses a service provider as an implementation partner
• Typically as part of new outsourcing engagements
Hybrid
• The enterprise automation strategy, standards and training are managed by automation leaders within
the enterprise

23 Source: Avasant Research

 Providers are investing in in-house automation and AI tools,
and training their resources on third-party tools

35% 91%
of planned provider increase, on average, in
investment, on average, third-party tool trained
is going towards IP and resources in service
asset creation providers

Sample in-house investments Sample tools where providers have a high number
of trained resources

24 Source: Based on Avasant Intelligent Automation Services RadarView Survey, June-July 2018
 Service providers are also developing strong partnerships
with RPA tool providers

Gold Delivery Partner

Platinum Business
Silver Capability Strategic Partner Partner
Partner
Partner

Partner Business Partner Partner

Implementation
Business Partner Silver Delivery Partner Strategic Partner Business Partner
Partner

Platinum Business
Partner Strategic Partner Business Partner Partner
Partner

Partner

Business Partner Silver Delivery Partner Partner Business Partner Partner Strategic Partner

Business Partner Partner Business Partner Partner Strategic Partner

Platinum Business
Silver Delivery Partner Partner Business Partner Partner
Partner

Business Partner Partner

Platinum Business
Business Partner Partner Partner Partner
Partner

Platinum Business Silver Delivery Partner

Strategic Partner Business Partner
Partner Silver Service Partner

Platinum Business
Partner Partner Business Partner
Partner

25 Source: Avasant Research

What is Smart RPA?: Solutions that combine RPA and AI technologies to
automate business processes
Key technologies that form the underlying
systems for Smart RPA solutions

Human involvement
Technologies Definition Example – billing process
Robotics Robotics refers to an execution engine for processing rule- Moving customer data across disparate
based tasks systems during billing

Optical Character OCR / computer vision is a tool used to extract information Reading and gathering customer-
Recognition (OCR) from images and convert them into a machine-readable entered data (structured or
/ computer vision format. It utilizes descriptions, tagging, and domain-specific unstructured documents) and entering
knowledge to identify and categorize content it into the pricing systems

Process Process orchestrator / BPM is a set of workflow and Used during a billing cycle to
orchestrator / process designing tools in which the business logic for orchestrate the flow of work across
Business Process optimized processes can be configured. It governs the human, robot, and system to enable
Management process flow and routes work to the best worker (human or end-to-end automation
(BPM) robot) based on the nature, type, and criticality of the task

Analytics A suite of applications from worker performance analytics Automation solutions with embedded
and process/business intelligence to diverse advanced analytics could allow the company to
analytics solutions such as predictive, prescriptive, and big describe, predict, and derive actionable
data analytics insights for product pricing

Machine Learning ML is a core technology within cognitive automation. It is a As humans handle exceptions during
(ML) vital capability needed to automate knowledge-based billing, models learn and adapt, which
business processes further reduces manual effort

Natural Language NLP is used to build software robots that can parse or Answering FAQs related to bills
Processing (NLP) interpret natural human language and script responses to generated in interactive chat
their queries in natural language
 Enable digital transformation of
front- and back-office operations
Learning process

Front office Back-office

Multiple data sources
Calls back-office bots
for required information
BPM orchestrates the flow of work across human,
BPM/Workflow
bot, and system tasks to enable
end-to-end automation
Omnichannel customer touchpoints

Unstructured data
Stage 1
Manual process with OCR to extract data

Inquiry Stages 1 and 2 run simultaneously

Customers Stage 2
Routes to agents for Load distributed between Captures clean data and
high-complexity agent and cognitive bots selects ML algorithms to train AI
queries
and exceptions
Structured data Stage 3
Chatbots handle Agent-assist bots Cognitive bot developed and added
low- and help agents to the resource pool
medium- handle inquiries
complexity
queries If confidence level is low
Stage 4
RPA bots handling back-end Humans manage exceptions and the cognitive
transactional processes bot learns

Exceptions handling

Exceptions handled by agents

Core applications
CRM 1 CRM 2 ERP 1 ERP 2
Chatbots address low and medium-complexity customer queries and
are integrated with RPA robots to extract/enter relevant information
based on customer inquiries

Relevant information is Updates customer

passed on to appropriate information in enterprise
Address update request back-office robots database
Customer
Omnichannel customer
touchpoints ERP 1 ERP 2 ERP 3
Chatbot RPA robot

Sends confirmation to
customer

Process orchestrator / BPM

Next-generation workforce

Chatbots Human agents Agent-assist robots RPA robots IDP

Process orchestrator / BPM capability integrated within a Smart RPA platform governs the process flow and routes work to the best worker
(human or robot) based on the nature, type, and criticality of the task for optimal delegation, process continuity, and end-to-end analytics.
Downloadable bots for routine processes already in place;
more are getting developed rapidly
Bot stores are already very vibrant… …and continue to expand rapidly
~210 pre-built bots available

500
Key business process bots Key functional bots Automation
Anywhere’s target
•Information technology • Basic productivity utilities
number of bots by
•Finance and accounting • Artificial intelligence
end of 2018
•Human resources • Collaboration
•Inventory management • Cognitive automation

~250 pre-built bots available

Key bots
•Information technology
Key applications bots
•Ready bots for over 60 standard
40+
•Human resources applications new bot submissions
received by Automation
•Spreadsheet processing Anywhere for screening
•For ERP and testing every week
•For CRM
•For Google analytics
•For AML
 Insertion of Robotic Devices into
Human Processes

Panel A: Abstraction of the Shape of a Typical Organizational Structure

Low-level, less-skilled workers are more numerous than highly skilled workers,
resulting in a pyramid shape.
Panel B: Abstraction of the Effect of Automation on the Typical Organizational
Structure
Robots will initially replace more low-level jobs than higher-level skilled positions.
The resulting organizational structure is fundamentally the same shape as the
previous structure, but the human component resembles a pillar instead of a
pyramid.
Complex queries and exceptions are routed to human agents;
agent-assist robots help them to solve queries quickly and
accurately

Complex queries or Relevant information is Updates customer

exceptions are passed on passed on to appropriate information in
Address update to human agent back-office robot enterprise database ERP 1
request
Customer
Omnichannel Agent-assist robot helps
customer touchpoints agent handle inquiries faster
ERP 2 ERP 3
Sends confirmation to
customer

Process orchestrator / BPM

Next-generation workforce

Chatbots Human agents Agent-assist robots RPA robots IDP

Process orchestrator / BPM capability integrated within a Smart RPA platform governs the process flow and routes work to the best worker
(human or robot) based on the nature, type, and criticality of the task for optimal delegation, process continuity, and end-to-end analytics.
Unstructured documents are processed by human agents and IDP
solution is trained by observing human actions

Structured data is passed

Multiple data Unstructured documents on to appropriate RPA robot
Human agents capture relevant
sources information in structured format
RPA robot executes back-end
transactional process

Learning

Process orchestrator / BPM

Next-generation workforce

Chatbots Human agents Agent-assist robots RPA robots IDP

Process orchestrator / BPM capability integrated within a Smart RPA platform governs the process flow and routes work to the best worker
(human or robot) based on the nature, type, and criticality of the task for optimal delegation, process continuity, and end-to-end analytics.
Once training is complete, the workload is distributed between
agents and IDP solution, based on the predicted accuracy rates or
confidence level of robots

Structured data is passed on

Multiple data Unstructured documents to appropriate RPA robot
Human agents and IDP capture
sources relevant information in
structured format RPA robot executes back-end
transactional process
IDP solution trained and
added to the resource pool

Process orchestrator / BPM

Next-generation workforce

Chatbots Human agents Agent-assist robots RPA robots IDP

When confidence level of robots is low – as is with exceptions – the task is routed to the exception management team. IDP provides capability
to observe how humans handle these exceptions and improve their accuracy accordingly. If the confidence level rises above a given threshold,
and there are no exceptions, the process is completed and structured data is created.
 HOW HUMANS AND SOFTWARE
ROBOTS WORK TOGETHER AT A
UTILITY COMPANY
The European utility company we studied verifies household meter readings
before generating a customer’s utility bill. After robotic automation was applied
to the process, the software robots could handle enough exceptions to free up
60% of the humans from this task; those who have continued working in this
area work on only the most unusual exceptions.
The picture can't be display ed.
RPA at Xchanging: ‘‘Poppy,’’ the
robot in the LPAN Process
Six Levers for Transforming Back
Office Services
Xchangings’ June 2015 RPA
Capabilities at a Glance
Typical
Number of Number of RPA Number Number of cost
processes transactions per of FTEs savings Other benefits
automated month Robots replaced per
process
· Improved
service quality
· High accuracy,
Automation low error/
not about · exception rates
replacing
· Faster
14 core people with
120,000 cases?? 27 30% turnaround time
processes technology
· Multi-tasking
but about
continuous · Scalability
improvement · Increased
compliance
· Strategic
positioning
Pricing models for RPA technology
Pricing Models Description

Buyer pays up-front fee for technology and software licenses for the long term
Perpetual licensing
plus an Annual Maintenance Charge (AMC); low recurring costs

Subscription-based

Buyer pays a fixed fee per term (generally annually) for each robot inclusive of
Fixed capacity
maintenance costs

Transactional / Pricing is directly and linearly linked to discrete units of outputs delivered by the
per process-based RPA technology to the buyer; price based on discrete unit of output

Buyer pays for robot usage; best for buyers whose requirement and workload
Usage-based
volumes vary significantly

Pricing linked to outcomes; i.e., measurable cost or revenue impact delivered to

Outcome-based
the buyer; price based on gainsharing model
 RPA pricing trends
Price variation by geography Price variation by volume
Per robot price in North America indexed at 100 Average per robot price for 1-25 bot usage indexed at 100

100
North America 100
80 8 - 12%

Price per robot

13 - 17%
17 - 22%
UK 93 23 - 28%
60
30 - 40%

Continental Europe 88 40

APAC 72 20
1 - 25 26 - 50 51 - 100 101 - 250 251 - 500 500 +
Number of Robots

Market price movement across years Price premium for AI capabilities

Current per robot price indexed at 100 Price per RPA robot license indexed at 100

108
100
88 RPA 100
72

~8% per year price reduction Integrated

RPA + AI 320 - 370

2016 End of 2017 2019 2021

 There are broadly three choices for sourcing and deploying RPA
solutions for buyers

RPA
technology
vendor +/- SI

1 BPS
SI
provider

2
3
Buyers
Representative lists

1
The buyer purchases directly from the RPA technology
vendor and deploys in-house with or without consultancy

2 The buyer commissions a BPS provider to automate

outsourced processes. The BPS provider works with an RPA
technology partner to deliver alongside its own IP

3
The buyer commissions a specialist technology System
Integrator (SI) to implement RPA
 Service Delivery Automation (SDA) spectrum

Ability to handle Ability to Context

input data type learn awareness
Maturity

Robotic Desktop Structured only No Minimal

Automation (RDA)

Robotic Process Structured and No Minimal

Automation (RPA) semi-structured

Autonomics Structured and No Yes, but limited to its

semi-structured computing environment

Narrow Artificial All types of data Yes, but limited Yes, but limited to a
Intelligence including to a particular particular domain
unstructured area
Future tech

General Artificial All types of data Yes, across Yes, across multiple
Intelligence including multiple areas domains
unstructured and similar to human brain
Figure 1: 5 categories of risk to consider when implementing an RPA program