Service Delivery Automation (SDA) Continuum | Market Insights™
Service Delivery Automation (SDA) Continuum
Service Delivery Automation (SDA) Continuum
Enterprise perception of innovation in AS methodologies
Driven by significant product innovation over recent years, RPA has evolved from tactical to strategic
Consider this situation: the head of operations for the finance function at a leading insurance company had heard from both his BPO provider and several technology companies claims of robotic process automation’s (RPA) ability to deliver significant operational efficiencies and cost savings. He decided to take the plunge, obtained leadership buy in, made elaborate RPA implementation plans, set the investment rolling, and finally directed his team to implement RPA across the function in all geographies. A year after deployment, he was still struggling to see significant evidence of the promised benefits. Have you heard stories like this before? Perhaps experienced it in your own organization? Unfortunately, it’s all too common. Various factors contribute to the glaring gap between expectations and reality. They can be broadly categorized as follows:
Automation assessment, or lack thereof, is the most critical factor
The paramount contributing factor to a successful – or unsuccessful – implementation of an automation project in your enterprise is automation discovery, i.e., the assessment of automation potential in your organization’s unique environment. In all too many cases, BPO or RPA tool providers look first just at process viability, e.g., if the process consists of rules-based, rather than judgment-based, activities, and then base their assessment on experiences with other clients or on a pure numeric automation benchmarking exercise provided by an analyst firm. However, mere replication of the same RPA tool across a similar process will not necessarily deliver similar automation benefits.
Our recommendations for enterprise buyers on how to help optimize their RPA investments and achieve the potential ROI include:
Our primary recommendation for service providers looking to satisfy their clients’ expectations is to leverage a comprehensive automation benefit benchmarking model that is based on benefits delivered and the underlying context of RPA delivery. This will help them not only better estimate but also realize the potential benefits on their clients’ behalf. Service providers that correctly estimate, communicate, and deliver these benefits consistently will ultimately have more RPA success stories to tell.
Do you work for an enterprise or service provider that has implemented RPA? If so, our readers would love to hear about your automation journey experience, and if/how you were able to achieve the intended benefits!
Resolving concerns from IT team and process stakeholder buy-in are key to moving forward in your automation journey
Organizational readiness, process viability, proof of value, build capability, Center of Excellence
P&C insurers’ fears about RPA risks – particularly loss of skills – prior to adoption are largely resolved with experience
Keys drivers of RPA adoption in P&C Insurance: Operational optimization and cost reduction
The current rise of robotic process automation (RPA) presents an opportunity for IT organizations to wring more benefits from their offshore delivery centers. The rapidly advancing technology that is used to automate rules-based and repetitive tasks with limited or no human involvement is growing in popularity among the captive center set, says Sarah Burnett, vice president of research with outsourcing research firm and consultancy Everest Group. RPA offers a number of benefits: incremental cost savings over traditional offshore delivery; improved service delivery in the form of process quality, speed, governance, security and continuity; relatively shorter investment recovery periods; and a general ease of implementation.
A number of recruitment process outsourcing (RPO) processes are at least somewhat replaceable with robotic process automation (RPA)
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