Deloitte - Automate this: The business leader’s guide to robotic and intelligent automation

Automate this
The business leader’s
guide to robotic and
intelligent automation
Service Delivery Transformation

2
As the nature of work has
changed, so too have the methods
of automation. Robotic process and
intelligent automation tools can help
businesses improve the effectiveness
of services faster and at a lower cost
than current methods, but with
important limitations.
Global Business Services
Outsourcing
Shared Services

Service Delivery Transformation Automate this — The business leader’s guide to robotic and intelligent automation 1
Contents
2 Foreword
4 Process automation: What and why?
8 Nuts and bolts: Basics of enterprise automation using robotic process automation
12 Breaking through the hype: Six myths of robotic process automation and intelligent automation
15 Dip your toe … or dive in? Look before you leap
19 A glimpse of the future
21 Authors
22 Endnotes

2
Foreword
We have seen it in the movies...we have read fantastical
futuristic fiction about it as youngsters in school...and now
it is upon us: Robots performing human tasks.
The future posed by visionary film creators and novelists is
still a bit further away, but the technological advancements
which could make it possible are coming, and potentially
with great speed. There is a buzz around how robots
can transform business processes. We have been talking
for years about robots — the droids that mimic humans
in a factory — but now we are on the verge of seeing
robots that replicate the human brain, rather than only
arms and legs. Just like their physical cousins transformed
manufacturing, these “virtual” robots are likely to change
the way we run our business processes.
Robot-led automation has the potential to change today’s
workplace as dramatically as the machines of the Industrial
Revolution changed the factory floor. Core skills that are
related to business — process knowledge, technology
integration, and insightful analytics — could be delivered
through a leveraged model at a lower cost. The capability
and demand already exist for this technology, and it is
enabled by abundant computing power and software
solutions that can be packaged and downloaded as “apps.”
So why do we need robots to run business processes in
the first place? Well, to begin with many of our business
processes are not as intelligent as they could be. Some
of them cut across many IT systems that do not always
talk to each other. Others are just too time consuming
for humans to perform. To run them smarter is however
an expensive proposition. It often involves a massive IT
transformation such as an Enterprise Resource Planning
(ERP) implementation or a toolset such as a business
process management system (BPMS). Other business
processes rely on insights based on human reasoning that
computers have not been able to replicate.
Therefore, today’s business conditions are ripe for major
change and the emerging technologies within the
robot-led automation realm could just be the solution. But
the hype about these solutions taking over the workplace
obscures the reality, and can confuse the casual observer.
There are actually two separate genres of automation
tools emerging, both of which have the potential to make
our processes smarter and more efficient, in very different
ways. The first is a set of tools classified as “Robotic Process
Automation (RPA)," which has been maturing quietly over
the last decade, to the point where they are now used for
enterprise-scale deployments, very quickly and at very low
cost. The second genre is “Intelligent Automation (IA)”
— tools enabled by cognitive technologies,1
nascent, but
with hugely transformative potential in the near future.
We liken the current state of the RPA and IA landscape to
the transitional years of ERP tools. Remember various ERPs,
before the graphical user interface and the wonders of the
data warehouse? Robotic tools are in a similar state today.
Just as capabilities of the ERP tools exploded as successive
releases leapfrogged each other and customer support
offerings become increasingly user friendly, we see similar
capability trends in the robotic space.
Alright, but what exactly are these robot-led automation
tools and how similar or different are RPA and IA from
each other? When should we use either of them, and how
is the supply side geared to start solving our problems?
Given such interest on the demand side, the ongoing
maturation of available tools, and the promise of new ways
of working in support of a world class, advanced service
economy, this is a good time to provide a comprehensive
report on this emerging space. We combined efforts to
research this area in depth. To better understand the RPA
space and market capabilities, we reached out to a number
of suppliers with an extensive data request coupled with
further discussions and technology demonstrations with
some of those suppliers.*
* In some sections of this paper, we have used some products and vendors as examples to better illustrate a concept. The intent of these references is
limited to the illustration of concepts, and is not meant to compare product capabilities or to recommend any particular solutions.

We also drew upon our experience, knowledge base,
and tools in the areas of technology-enabled business
transformation, shared services, and outsourcing. And
finally, we spoke to end users and had a number of
contextual conversations with experts in our network. It’s
important to note that while we had thorough discussions
with suppliers regarding their claims of product capabilities,
we did not independently validate their representations
nor did we conduct formal reference checks or make any
attempt to confirm the fitness for any purpose.
We have enjoyed this process as we jointly discovered
the breadth, depth, and nuances of this space — and are
delighted to bring this knowledge and perspective to the
larger business reader base.
Peter Lowes
Principal
Business Model Transformation
Deloitte Consulting LLP
Frank Cannata
Senior Vice President
Operations and Planning Solutions
Warner Bros. Entertainment Inc.

4
Process automation:
What and why?
Different means to the same end
Process automation is nothing new — organizations
have always looked for ways to achieve greater operating
efficiencies and support growth. Process automation at
scale arguably began more than two centuries ago in
the textiles industry, when factory machines began to be
used for labor-intensive tasks such as weaving, stitching,
and spinning cotton. Physical tasks of this nature are
now widely automated across manufacturing and other
industries, and developments in the field of robotic
continue to lower the cost of automation while expanding
the capabilities.
As the nature of work has changed, so too has the method
of automation. For the internal operations of a modern
business, the chief enabler of automation has been
traditional information technology (IT). Many organizations
have applied technology to business processes through
the use of ERP and other business applications. However,
some of those same organizations still have a patchwork
of less-than-optimal business processes and applications
that do not talk to each other and rarely ease the workload
of generating meaningful insights — which translates into
increased costs, unnecessarily high-cycle times, inconsistent
quality, and impaired agility.
One possible explanation for this predicament is growth
— few companies manage business growth systematically.
Even organic growth often results in expedient solutions to
problems, inadequate attention to scalability of processes
and technologies, and ‘siloed’ applications. Inorganic growth
typically presents an even larger problem — bringing two
disjointed organizations together and combining multiple
sets of operations is difficult to achieve.
To date, organizations have responded to these challenges
in various ways, including:
i. By investing in newer or better-integrated enterprise
applications. On paper, this typically represents the
“right” approach, but such projects are expensive and
many implementations fail. Even the projects that prove
to be successful may take years to implement — and
any effort to shorten the project time can compromise
the chances of success and increase the risk of failure.
Running costs may still be high after completion, and
the long deployment times can limit agility.
ii. By optimizing processes with the aid of a BPMS
— a software application that supports the process
improvement life cycle, and often facilitates integration
between enterprise applications to increase the amount
of “straight-through processing” possible within a
process. Effectively, this is a similar approach to that of
an IT transformation, but with a smaller scope than ERP.
They are generally less costly and lower risk to deliver,
but may also offer reduced benefits.
iii. By developing shared services and/or outsourcing
processes to a third-party Business Process
Outsourcing provider (BPO), who will typically derive
efficiencies through labor arbitrage and by virtue of
scale. This is often a one-time labor arbitrage benefit,
and many organizations have already realized these
efficiencies, effectively hitting a ‘ceiling’ beyond which
cost and performance can be further improved only
through doing things differently.
Each of these options has its limitations. In the ongoing
quest for operational efficiency, business leaders may keep
asking how they can:
• Avoid or defer the high investment of large technology
transformation programs while achieving their
operating objectives.
• Support business growth without the proportional
increase in operating costs.
• Derive greater value from already outsourced operations.
• Support product, process, and business model
innovation, and test ideas without costly new technology.
Process automation presents a means to achieving these
aims, and there are two genres of tools in particular that
businesses should be aware of: RPA and IA.

RPA: Bringing automation benefits to
small-scale processes
RPA tools can help businesses improve the efficiency of
processes and the effectiveness of services. Classic process
candidates that can benefit from RPA typically have
repeatable and predictable interactions with IT applications
including those that may require toggling between
multiple applications (swivel chair). Rather than requiring
fundamental process redesign associated with IT-driven
transformation, RPA software “robots” are able to perform
such routine business processes by mimicking the way that
people interact with applications through a user interface
and also by following simple rules to make decisions.
An example of a routine business process would be the
retrieval of information from one system and entering
the same information into another system or activating
another system function.
RPA tools evolved quietly over the last decade, but have
now reached a level of maturity where process automation
is possible at a significant scale. Entire end-to-end
processes can be performed by software robots with very
little human interaction, typically to manage exceptions.
RPA software robots are not necessarily relevant to only a
particular business function or industry: any methodical,
standardized, repetitive process that follows consistent
rules and is wholly executed through a human-machine
interaction is likely to be a good candidate.
With a license for a software robot likely to cost less
than an onshore staff member or an offshore staff
member, the commercial attractiveness of this approach
is self-evident. There are nonfinancial benefits too, as
robot-based process performance is designed to be
more predictable, consistent, and less prone to errors
as compared to a human process. Moreover, a robot
workforce can typically be deployed in a matter of weeks.
Once in place, new processes can often be assigned to
them in days if not hours. Thus, RPA solutions generally
have lower implementation cost, require shorter
implementation time, and carry lower risk than large
IT transformations. However, it is important to find the
right processes and apply RPA judiciously.
In most organizations, there are many routine processes
performed manually that lack the scale or value to warrant
automation via IT transformation, but for which macros
and other such desktop automation tools are too limited
to effectively address. RPA can help address this gap,
reducing the ‘minimum viable scale’ of process automation
compared to other traditional options. See Figure 1.
Figure 1: RPA compared to traditional process transformation approaches
Source: Deloitte Analysis
As used in this document, “Deloitte” means Deloitte LLP and its subsidiaries. Please see www.deloitte.com/us/about for a detailed description of the legal
structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.
Low
High
Medium
Medium
Processdisruption
Speed and predictability of execution
High
Low
1. IT
Transformation
2. BPMS
3.
Outsourcing
4. RPA

6
Organizations using RPA solutions typically experience
benefits beyond cost reduction:
• Decreased cycle times and improved throughput:
Software robots are designed to perform tasks faster
than a person can and do not require sleep — making
24x7 operations possible.
• Flexibility and scalability: Once a process has been
defined as a series of instructions that a software robot
can execute, it can be scheduled for a particular time,
and as many robots as required can be quickly deployed
to perform it. Equally, robots can be quickly reassigned
when other, more important processes arise — as each
robot is typically capable of performing many types
of processes.
• Improved accuracy: Robots are programmed to follow
rules and robots do not make typos.
• Improved employee morale: The tasks and processes
most suitable for automation are typically the most
onerous and least enjoyed and employees relieved of
them can be refocused on more rewarding and higher
value activities.
• Detailed data capture: The tasks performed by a
software robot can be monitored and recorded at every
step, producing valuable data and an audit trail that can
support further process improvement and also help with
regulatory compliance.
IA raises the bar
Applied alone, RPA has great potential for automating
routine tasks — those that are methodical, repetitive, and
rules-based.
By contrast, nonroutine tasks — those involving intuition,
judgment, creativity, persuasion, or problem solving —
would appear to be very difficult to automate. But the
decreasing costs of data storage and processing power
are enabling rapid developments in the field of Artificial
Intelligence, and creating a new breed of cognitive
technologies with human-like capabilities, such as
recognizing handwriting, identifying images, and natural
language processing. When combined with robotic
automation and powerful analytics, these cognitive
technologies can form “IA” solutions that can either
directly assist people in the performance of nonroutine
tasks or even automate those tasks entirely.
The market for IA is still nascent. It was less than five
years ago that IBM’s Watson first broke on the scene,
winning a highly publicized game of Jeopardy.2
Since then,
the marketplace has begun to develop, and pioneering
enterprises are leveraging IA for assorted purposes:
• Wealth Management firms are using IA to review and
analyze portfolio data, determine meaningful metrics,
and to generate natural-language reports for their
customers on the performance of each of their funds.
• Global banks are leveraging IA to improve the
regulatory compliance processes by monitoring all
electronic communications of employees for indicators
of noncompliant activities.
Robotic automation examples
• A BPO provider automated 14 core processes with RPA, achieving a typical
30% cost saving per process and improving service quality and accuracy.1
• A medical insurer used software robots to process claim adjustments, with a
44% cost saving compared to manual administration.2
1
Source: Blue Prism
2
Source: Cognizant Trizetto
For a broader discussion on the potential impact of
cognitive technologies, we recommend Redesigning
work in an era of cognitive technologies (Deloitte
Review Issue 17) — our interest herein is the use
of cognitive technologies to enable Intelligent
Automation solutions.
URL: http://dupress.com/articles/
what-is-cognitive-technology/

• Insurers are using IA to answer the queries of
potential customers in real time, and to increase
sales conversion rates.
The uses of IA are potentially limitless, but also more
expensive. Unlike RPA tools, which are very broad in
their applicability, IA solutions require more extensive
configuration and machine learning that is specific to
a much narrower business purpose and the complex
scenarios it may encounter. Also, IA solutions often take
longer to implement.
Below is a high-level summary comparison of RPA and
IA tools:
• While RPA tools can be used only for rules-based,
routine tasks, IA tools can drive value by improving
non-routine tasks requiring judgment.
• IA tools are typically used to provide leverage to
existing functions, focusing on increasing value
rather than reducing cost. In the examples above,
the Wealth Management organization may not have
been able to produce natural language reporting
across all of its customers and funds without a vast
expansion of its workforce. Now, fund managers can
focus on communicating with their clients rather than
reporting to them. The compliance analysts at the
global bank could not possibly monitor all electronic
communications without the aid of IA, and the insurer
may not be able to answer individual customer queries
as quickly. In all these cases, IA tools have helped
these businesses to extend their services, potentially
improving the value they deliver to their customers. RPA
tools on the other hand allow businesses to execute the
same services at a lower cost and at a higher level of
quality. While this distinction may not always hold true,
it does help in broadly categorizing the applicability and
the value delivered by these two distinct technologies.
• RPA tools can be implemented much faster than IA
tools and typically require lower investment.
• The RPA supply market is maturing rapidly and
there are several products in the market that have
demonstrated their effectiveness. IA tools are rapidly
improving in capability, but overall are still in a
nascent stage of development.
Know your robots!
Robotic process automation Intelligent automation
Automates tasks that are… Routine: Methodical, repetitive,
rules-based
Non-routine: Requiring a
thoughtful consideration
Able to… Follow instructions Come to conclusions
Application is… Broader: Can automate any
suitable process
Narrower: Application should be
targeted to deliver meaningful,
insightful outputs
Market offerings are… Maturing Emerging
Implementation and ongoing
costs are typically…
Lower Higher
Implementation timeframe are
typically of the order of…
Weeks Months

8
With some large organizations now operating virtual
workforces of 500+ robots, RPA has reached a point where
it can be said to be capable of “enterprise automation.”
We spoke with several RPA vendors to understand their
solutions in detail, and while there are nuances and
varied nomenclature among the various products, they all
broadly comprise three fundamental elements: A set of
developer tools, a robot controller, and the software
robots themselves.
The developer tools are used to define “jobs” – the
sequences of step-by-step instructions that a robot can
follow to perform the business process, including any
business rules or conditional logic (such as “if/then”
decisions). They focus on ease of use, so that business
users without prior ‘coding’ experience can use them.
“Drag-and-drop” functionality is common, along with
simple configuration wizards. Some tools, like those of
Automation Anywhere and UiPath, include a “process
recorder,” which can be used to capture a sequence of
user actions and speed up the definition of a process.
Developer tools are typically hosted on a server.
The instructions provided to robots need to be very
detailed, and can become complex to visualize, so
interactive diagrams that allow layering or nesting of
substeps in the job are a common feature — and breaking
jobs down into smaller building blocks comprising
common tasks is important for effective and consistent
re-use across multiple processes.
The robot controller is key to enabling process automation.
It typically plays three key roles:
i. Provides a master repository for the defined jobs. For
enterprise use, version control is a critical feature, as is
the ability to safely store credentials for various business
applications so that they are only provided to robots
when required (and ideally in an encrypted form).
ii. Supports operational governance with the ability to
assign appropriate roles and permissions to users and
provide controls and workflow to govern the process of
creating or updating, testing, reviewing, and approving,
and then finally deploying jobs to the robot workforce.
Some solutions, such as that of AutoMate, support
integration with mail servers, applications, and other
systems to aid the management of users.
Nuts and bolts:
Basics of enterprise
automation using RPA
Micro-enterprise automation at Stacked restaurants
Brian Pearson is a strong advocate of enterprise automation. He initially came across
RPA tools over a decade ago, while responsible for IT at a chain of restaurants. By their
nature, restaurants have distributed operations and gathering and collating operational
data — such as takings, timesheets, and tips — is onerous but critical, and he was
looking for a way to support the expansion of the business without the associated
growth in the back office. By aggressively pursuing standardized processes and
maintaining an “automate and repeat” mantra, the back-office grew very little under
his watch while the chain increased from 20 to over 100 locations.
In 2010, Brian moved to the newly founded Stacked Restaurants. Stacked is primarily
known for its tablet-based ordering and highly customizable menu. Equally interesting
is the automation-driven back-office that Brian has established. With the lessons
learned from his previous experience, Brian architected automation-driven business
processes from scratch, such that the entire back-office is run with very little manual
intervention on a day-to-day basis. Reports and exception alerts are automatically
produced, leaving management to focus on the business decisions. Further, Brian
has used automation to improve other aspects of the business, such as gathering
and comparing data from the hosting and ordering systems and sending an alert to
the serving staff when a particular table has not ordered within five minutes of being
seated – a good indicator that they may need guidance with deciding their menu
choice or using the tablet-based ordering device. Without automation through
RPA tools, Brian would have had to hire a team to perform these tasks.
Brian’s story demonstrates the use of RPA to support business growth without
necessitating the equivalent expansion of back-office operations, and the potential
of using RPA to underpin new services — as applicable to a large enterprise trying to
foster innovation as to a small one.

iii. Assigns jobs to single or grouped robots to execute
— and monitors and reports on their activities. The
functionality associated with scheduling and assigning
work to robots, as well as understanding their status
and capacity, becomes increasingly important as
the number of processes and transactions grow.
For example, Blue Prism’s solution uses prioritized
work queues so that robots always process the most
important transactions first.
Like the developer tools, robot controllers are also hosted
on a server.
Once issued their instructions, the software robots (also
referred to as “clients” or “agents” that reside on a
desktop) carry them out, interacting directly with business
applications to process transactions. The list of actions
that a robot is capable of performing can stretch to over
600 in some solutions, and additional actions can often
be custom created using code.
When interacting with the user interface of a business
application, the preferred approach is for the robot to
identify the important elements (such as entry fields and
buttons) by their labels in the underlying application code
— this can make the robot resilient in response to purely
cosmetic changes such as relabeling fields and moving
buttons. However, when working with virtualized desktops,
the application code is not exposed to the robot, so it must
rely on more brittle methods such as using the pixel-based
object location (relative to the edge of the screen or a
position identified using simple image matching).
Finally, whether for compliance, audit, or identifying
further process improvement opportunities, it is important
for software robots to be able to log — in detail — the
actions they take and decisions they make.

10
Robotic process automation in action
1. “Process developers” specify the detailed instructions
for robots to perform and “publish” them to the
robot controller repository.
2. The robot controller is used to assign jobs to robots
and to monitor their activities.
3. Each robot is located on a client environment —
which may be virtualized or physical — where it
interacts directly with business applications.
4. Business users review and resolve any exceptions
or escalations.
5. Robots are capable of interacting with a wide
range of applications.
Sample functions of software robots:
• Opening emails and attachments
• Logging into web/enterprise applications
• Moving files and folders
• Scraping data from the web
• Connecting to system APIs
• Following “if/then” decisions and rules
• Extracting and reformatting data into
reports or dashboards
• Extracting structured data from documents
• Collecting social media statistics
• Merging data from multiple places
• Making calculations
• Copying and pasting data
• Filling in forms
• Reading and writing to databases
1
2
3
4
5

Poppy the robot
“Poppy” the robot was used to automate the most onerous steps in the process of creating and submitting London Premium Advice Notes (LPANs) to a
central insurance market repository. Prior to the introduction of Poppy, processing a batch of 500 LPANs took several days. After Poppy was trained to
automate part of the process, the processing time was reduced to around 30 minutes, with a negligible error rate.
Poppy was welcomed rather than feared by the operations staff, who requested that Poppy be trained to take on further processes.
Before After
Source: Willcocks, Lacity, Craig, Robotic Process Automation at Xchanging, The Outsourcing Unit Working Research Paper Series, June 2015
Submit premiums Submit premiums
Standardize unstructured
data to structured form
Standardize unstructured
data to structured form
Perform validation of data Perform validation of data
Access account database Access account database
Create transaction
document
Create transaction
document
Upload document
to repository
Upload document
to repository

12
Through our research and discussions with vendors
of both RPA and IA solutions, as well as organizations
that have deployed them, we have noted six
common misconceptions.
Myth: You need an army of robots to make
RPA worthwhile
In fact, one of the main attractions of RPA is the ability
to automate the “long-tail” of low-volume or low-value
processes that would not be economical to address via
other means.
However, there is still a minimum scale required to realize
both the return on the upfront investment of establishing
an automation capability, and the ongoing overhead of
running one. It is also common for vendors to specify a
minimum number of licenses to purchase. Such minimums
are usually not prohibitive, though tools that are more
squarely aimed at the "enterprise automation" portion
of the market may not be cost effective in smaller
implementations (though less expensive tools may not
scale up as effectively in an enterprise-wide deployment).
It is quite possible in today’s market to see positive
results with the deployment of a few robots.
Breaking through the hype:
Six myths of RPA and IA
Automating digital
media requests
One person was dedicated
to processing internal orders
for digital media, received
as spreadsheets attached
to emails to a team inbox.
The process required careful
examination of the complex
request forms to validate
the data before copying the
request into the order system.
The volume of orders was
highly variable, and in busy
periods there would be a
longer delay between receipt
of the request form and
entry into the system.
The process was automated
using a single robot, which
required no more than three
hours a day to process all
requests. The person who
had previously performed
the process now resolves any
exceptions due to bad data,
has been redeployed, and his
remaining time is reassigned
to other tasks.
With only three hours spent
processing requests, the
robot still had more than 85%
capacity remaining that could
be spent on other processes.
Source: UiPath
Yes
Yes
Yes
No
No
No
Check
every
10 min
Mark email
complete
Flag for
human
resources
Access the
sales inbox
Validate the
order data
Log error
Open order
system
Enter order
data
New
email?
Excel
attached
?
Data
correct?
It is quite possible in
today’s market to see
positive results with
the deployment of a
few robots.

Myth: Robots will take our jobs
In 1930, John Maynard Keynes3
predicted that the future
held mass unemployment, as developments in technology
would replace jobs faster than new jobs would be created.
While this may not have played out as quickly as he
expected, recent years have seen yet more dire forecasts
relating to the potential of computers to replace human
workers — including last year’s prediction by analyst firm
Gartner that one in three jobs will be automated by 2025.4
We certainly acknowledge that software robots are
capable of automating many tasks currently performed by
people in the workplace — and as cognitive technologies
fuel increasingly ‘intelligent’ automation, the realm of what
is possible to automate will expand.
But our review of case studies of organizations that
have deployed automation suggests that the majority
of organizations we studied are focused on increasing
the efficiency and effectiveness of their workforce rather
than eliminating it, and the people relieved of routine
tasks are re-focused toward more valuable or rewarding
activities. Furthermore, with more advanced and complex
automation comes not only increased efficiency, but also
an increased dependency on the accuracy and skill of the
human operators involved.
Increased automation of tasks does not necessarily lead
to loss of jobs — workforce augmentation, rather than
replacement, may be a more likely outcome. By freeing
up a person’s time, employees can now focus on more
advanced and engaging tasks, and over time organizations
could see lower turnover, higher morale, and increased
internal innovation.
Myth: Robots can now think like humans
Neither RPA nor IA solutions replicate human reasoning.
RPA software robots mimic the behavior of humans in the
way they can interact with application user interfaces, but
they must follow highly methodical instructions and simple
conditional logic.
IA solutions are underpinned by cognitive technologies,
which are increasingly capable of human abilities such
as understanding natural language and recognizing
images, and can learn from observing humans. Even so,
IA still requires training from humans and cannot yet fully
replicate human reasoning. For a deeper understanding
of cognitive technologies, we direct the reader to
Demystifying artificial intelligence: What business leaders
need to know about cognitive technologies (Deloitte
University Press, November 4, 2015).
Intelligent automation
• Narrative Science Quill™, the company's advanced
natural language generation platform, is designed
to analyze data and produce natural language
output — automating preparation of reports
for diverse uses like investment portfolios and
personalized customer communications.1
• IPSoft’s Amelia is a virtual agent who is designed to
converse with customers to gather information and
resolve their queries faster and more consistently
than a person could.2
1
Source: Narrative Science
2
Source: IPSoft

14
Myth: BPOs are doomed
RPA tools add to the traditional process transformation
options, rather than replacing them. In fact, BPO providers
could benefit greatly, and many are actively exploring (if
not already using) RPA tools, either to lower their cost
of delivery, or to join new specialist service-providers in
offering “robots-as-a-service.” BPO firms that successfully
integrate automation often seek to substantially improve
their profit margins, even if revenue growth slows.
However, growth of RPA as a transformation option
should affect your outsourcing strategy, whether you are
considering outsourcing or already have an outsourcing
partner. In the latter case, you should discuss automation
with your BPO to understand where it presents a mutually
beneficial opportunity.
Myth: Robots are infallible
While software robots may follow rules without deviation,
do not need sleep or vacations, and will not make typos,
they are prone to their own sources of failure. Like any
machine, reliability is not 100%. Poor quality input data
can cause exceptions, and while the ways in which robots
recognize the elements of application user interfaces are
quite robust, they are not completely impervious to system
changes — particularly when interacting with remote
environments.
In addition, robots have no “common sense,” so if a flaw
in your organization's robot management process allows
an obvious error to creep into the instructions provided to
your robots, they will still follow those instructions to the
letter — and replicate the error hundreds or thousands of
times until someone spots it.
Myth: RPA will significantly reduce the
importance of your IT Department
RPA can be used to automate processes across business
applications in a “noninvasive” manner, which can reduce
reliance on IT for deployment. But while some subset
of roles in IT may be reduced, others may increase and
overall the reliance on IT is far from eliminated. In the
same way that you would expect your human workforce
to comply with policies and procedures relating to sensitive
or customer data, you must confirm that any “virtual
workforce” accessing those data is also compliant. IT
typically takes responsibility for systems infrastructure,
security, resilience/recovery, and governance, and these
functions are as important as ever — so IT should be
involved from the outset. In addition, if an automated
process experiences any problems, the users’ first call is
still likely to be to IT.
Deploying RPA without keeping IT informed can lead to
unexpected challenges, as one organization found when
their robots were so efficient at executing the processes
that the rapid activity triggered security alerts. Eventually,
the IT team came to see the value of RPA. Hence, it is
better to include IT and other affected functions in the
RPA program to enable a stable rollout. Further, although
software robots may be able to interact with business
applications via the user interface alone, in many cases
they can be more effective when integrated ‘behind the
scenes’ using more robust system APIs — often made
easier with the support of IT.
In fact, in some organizations, proactive IT functions are
the buyers of RPA solutions, looking for cost-effective
means to better support and enhance the experience of
their business partners.

There are many organizations that can benefit from RPA, and you should now be considering the opportunities within
your organization. There are typically five steps to developing an automation strategy — beginning with the idea of a
proof of concept or pilot implementation first:
Assess for automation
opportunities
• Which processes are
good candidates for
automation?
• Which processes would
be suitable to pilot?
• How should the process
owners be engaged to
try automation?
• What are the impacts
of proceeding with
the pilot?
Build your
business case
• Why does automation
support your
business needs?
• What are the benefits?
• What are the pain
points being alleviated?
• What are the metrics
to determine whether
automation is valuable?
• What is the strategy
for re-deploying
existing resources
after automation?
Determine the optimal
operating model
• Which operating model
works best for your
organization?
• Do you have the right
team to support the
solution and carry out
responsibilities (e.g.,
assessing new processes
for automation
and testing the
automated jobs)?
• Who will manage
and monitor the
software robot?
Identify your
automation partner(s)
• Who are the main
vendors in the
RPA space?
• Who are the providers
who cater to your
business needs
the most?
• Which sourcing option
do you want?
• How should you
compare the pricing
models in order to
understand what
you are paying for?
Plan the automation
roadmap
• How long should your
pilot be?
• What are the stages
after the pilot?
• What is your strategy
for scale?
• How will you ensure
impacted stakeholders
understand the what,
why, and how of
automation?
What? Why? How? Who? When?
Dip your toe … or dive in?
Look before you leap

16
1. Assess for automation opportunities (What?)
Begin with an assessment of your process landscape to
identify opportunity areas: Good candidate processes
are those which require manual interaction with a
computer interface, are largely rules-based, consume
a significant amount of time, and are performed at
frequent intervals. Less important is whether the process
is performed by an individual or multiple people — RPA
is good for addressing work that is distributed across
people or departments. Ideal candidate processes
(particularly for an initial pilot) are low risk, yet have
potential for significant reduction in effort. Address
pain points as you go. Work with the process owner to
determine the readiness for automation of individual
processes. How well understood is the process? Has it,
or can it be documented in detail? Thorough analysis up
front can help avoid surprises down the line.
2. Build your business case (Why?)
Estimate the benefits of automation on a process-
by-process basis. If resources can be relieved of tasks
through automation, where will their freed-up time be
spent? How does improved accuracy or increased speed
translate into value?
At this stage, consider automating some pilot processes
to prove the concept, and allow precise measurement
of the benefits. Pilots can also help obtain buy-in from
your stakeholders, improve understanding of both the
potential and the limitations of automation, and identify
the key success factors in your environment. Good pilot
candidates do not need to be large-volume processes,
but they must be performed with some frequency; it
is difficult to measure the benefits of automating a
monthly process during a six-week pilot.
3. Determine your automation-operating
model (How?)
Decide whether you wish to establish a strategic
automation capability within your organization, or
simply desire an automated outcome with the minimum
of effort: this will affect your automation operating
model and determine your sourcing options.
If building an internal capability for automation,
consider who will be responsible for assessing,
mapping, and prioritizing new processes for
automation; who will develop and test the automated
jobs; and who will manage and monitor the software
robots as they perform them — particularly where
they span intra-organizational boundaries. As a tool
that targets relieving mundane tasks, RPA is likely
to give better results in the hands of skilled users:
many organizations develop an Automation Center
of Excellence to facilitate training and the sharing of
knowledge and best practices.
In either case, at this point it is critical to put in the
place the foundations for governance, including
obtaining the support and input of IT.

4. Identify your automation partner(s) (Who?)
Consider your sourcing options, and which type(s)
of automation partner you are looking for. You may
already have worked with a partner to pilot some
processes — but you are not wedded to that partner.
You should approach the selection of your automation
partner(s) as you would any other strategic technology
or sourcing procurement, considering both your
current and future needs. Some providers have more
experience in particular industries and others in
certain types of processes. If procuring an automation
tool, prepare evaluation criteria appropriate to your
requirements. Vendor demonstrations are valuable, but
it is a good practice to supplement vendor demos with
client references to confirm on-the-ground realities and
appreciate complexities and challenges.
Consider which pricing model(s) will best align
with your business objectives, and compare pricing
carefully; RPA vendors may appear to have similar
pricing structures, but one vendor’s “robot” may not
be equivalent to another’s “agent” or “client.” It is
difficult to estimate what the throughput of a software
robot will be for your specific processes (compared to a
human), so determining the required number of robots
and making meaningful comparisons between vendors
is difficult. Be prepared to share clearly documented
details of the processes you have prioritized for
automation with vendors to help draw the most
meaningful price comparisons.
Typical sourcing options
• Direct: Buy RPA licenses directly from the vendor
• Direct with support: Buy RPA licenses directly from the vendor and engage a
services partner for configuration and support
• Outsource: Work with a traditional BPO provider, for a “business process-as-a-
service” or “robots-as-a-service” arrangement
Common direct to RPA pricing models
License based (most common)
• You pay per software license for each installed robot, management server,
and development tools
• Perpetual license or annual subscription
• The definition and capacity of a “robot” can vary by vendor, making direct
comparisons tricky
• Hardware and maintenance will add to the cost
Value based
• Pricing is linked to either the FTE-equivalent savings (e.g., a fixed percentage of
the FTE cost that would have been occurred), or to each completed transaction
• Can be restrictive to horizontal-scaling across the organization, as contracts will
need re-evaluating to include additional business processes
• The vendor is encouraged to put “skin in the game” and maintain a good level
of service
Service based
• You pay a regular subscription fee for the service, with a service agreement that
defines the responsibilities of the provider
• This model is particularly attractive for IA solutions, which may run on complex big
data technologies that can be expensive to set up and maintain in-house, or are
needed on a spot basis

18
5. Prepare the automation roadmap (When?)
Your road map for automation should look beyond the
initial deployment and set out how automation will
grow within your organization.
Like other transformation programs, communications,
training, and change management are all critical. Before
you begin the automation journey, you must confirm
that impacted stakeholders clearly understand the what,
why, and how of automation. Your employees can also
help identify candidate processes for an automation
platform, which employees can use to describe their
processes and recommend them for consideration.
Your road map should also account for any supporting
initiatives on which successful RPA is dependent.
For example, a commonly encountered obstacle is
poor data quality preventing successful autonomous
transaction processing. Where known data quality
issues exist, you should incorporate remediation
activities into your plan.
Questions your employees will likely ask
• What is RPA?
• Why are we deciding to deploy it here at our company and for this process?
• How will this affect my role? Is a robot replacing me?
A sample checklist to launch an automation program
✓✓ Allow sufficient time for deployment and automation development
✓✓ Confirm that processes are properly understood and documented
✓✓ Fully account for the handling of errors and exceptions
✓✓ Identify ways to mitigate any organizational resistance to change
✓✓ Bring IT onboard early
✓✓ Gather or prepare representative test data
✓✓ Confirm that there are no system or data access issues
✓✓ Resolve data quality issues before automating
✓✓ Develop a thorough disaster recovery plan
✓✓ Provide up front and ongoing training to end users
✓✓ Be sensitive to fear of job loss and “being replaced by robots”
✓✓ Confirm that you are prepared for maintaining the solution post-deployment
✓✓ Account for headcount reduction or redeployment or role definition
Your road map for
automation should look
beyond the initial
deployment and set out
how automation will grow
within your organization.

RPA has the potential to benefit a large number of
organizations and in the near future, the number of
large-scale RPA deployments could increase dramatically.
IA, while still nascent, holds enormous transformative
potential, and organizations should be actively monitoring
the market and considering strategic opportunities.
As robotic solutions grow more robust and intelligent
solutions become more powerful, we see three potential
flavors of convergence: within the market, across solutions,
and among processes.
Market convergence
Considering the rapid growth that both RPA and IA vendors
are currently experiencing, and the enormous market
potential for both types of offering, there is potential
for some convergence in the market place in the near to
mid-term. In particular, RPA presents a large potential threat
as well as an opportunity to the traditional BPO providers.
The reactions of BPO providers will be interesting to
monitor. There could be an increase in strategic partnerships
between RPA tool vendors and BPO and other service
providers if not outright mergers and acquisitions.
Solution convergence
We spoke to a number of leading RPA software vendors
about their product strategy and found two key themes:
i. In anticipation of increasingly large deployments
(and perhaps requests from BPO partners), many
vendors are focused on the development of features
for enterprise readiness, such as increasingly dynamic
assignment of workload to robots, improved monitoring
of robots’ activity via dashboards and reports, and
version control and release management functionality
to support process definition and deployment across
organizational boundaries.
ii. A current limitation of all RPA software robots is their
inability to work with unstructured data. Recognizing
this, the largest vendors are turning their focus to
adding some elemental cognitive capabilities to their
tools, such as for speech recognition, natural language
processing, and extracting structured information from
images such as scanned invoices and receipts.
As RPA and IA solutions are used more frequently together,
they may be offered as “Analysis as a Service,” providing
end-to-end support for a particular business need. Merging
the abilities of cognitive tools with the ability to rapidly
and autonomously execute rule-based steps through RPA,
providers can focus on providing integrated, business-
specific solutions to their customers, potentially freeing the
customers from the effort and expense of integrating the
components themselves.
A glimpse of the future

20
Process convergence
Over time, these integrated business-specific solutions
could merge into intelligent systems that self-regulate
large components of an organization. An analogy for these
business systems is the body’s Autonomic Nervous System,
which regulates key functions like heartbeat and breathing
without conscious thought, allowing the brain to focus
on interacting with the world around it. These systems
could operate as the ‘heart and lungs’ of an organization,
taking in key data inputs and performing all of the internal
processes that are core to the business. For example, in
a manufacturing company, the system could respond to
key stimuli like sales and customer data, and tune the core
operations of the company, such as forecasting demand,
optimizing and setting pricing, and managing the entire
supply chain and production scheduling to optimize
inventory levels — all on a “self-regulating” basis.
Alternatively, consider how IA tools could evolve for
a wealth management company. While today wealth
management services are able to use IA to give their clients
customized portfolio reporting and recommendations,
a truly autonomic capability could make it cost effective
for companies to offer wealth management as a service
to customers with very low net worth. Automated
customer interaction tools could provide customers with
an intelligent point of interaction that could be much more
intuitive and dynamic than a website, with the customer-
facing system able to help the customer understand
potential options in a situation and make decisions based
on everyday needs, while the company systems curate
options for the customer and manage the transactions in
the background. A client might call the financial services
company, tells an automated representative about the
birth of a child, and the customer-facing system could
recommend the creation of a college savings account,
discuss the risks and benefits of selected approaches,
manage the fund transfer, and allocate the investment
to the selected vehicle. The entire transaction could
take a few minutes while the customer is on the phone
at almost no marginal cost to the company.
What about the humans?
Just as with prior waves of automation, we can expect that
the IA will likely drive significant changes in the jobs that
people do. Automation-driven systems could replace large
numbers of knowledge workers doing managerial jobs;
these “intelligent engines” could make detailed demand
forecast preparation seem as antiquated as home milk
delivery. The armies of people who support these processes
— in finance, IT, and operations — will have to find new
avenues to add value. Innovation, sales and customer
relationship development, and “teaching” the intelligent
systems, are all potential areas for people to focus their
efforts.5
IA has already begun to change businesses. As
these changes accelerate, people will have to be more
nimble than ever as they think about their careers, and
what kinds of skills they — and their children — will need.
Just as the notion of “lifetime employment” has faded,
so too may the notion of a “lifetime career.” People, and
governments, may need to plan around multiple stints
in education and training, in order to keep up with the
frenetic pace of change. While daunting, people may
consider this liberating, as we gain opportunities to
reinvent ourselves and the world around us.
Just as with prior waves
of automation, we can
expect that the IA will
likely drive significant
changes in the jobs
that people do.

Peter Lowes
Principal
+1 212 618 4380
plowes@deloitte.com
Peter Lowes is a Principal at
Deloitte Consulting LLP in
New York, where he leads the
development of next-generation
business process automation,
global business services and service
delivery transformation offerings.
He has served many of the world’s
leading financial institutions
as well as public and private
sector enterprises in the areas
of technology, innovation,
operations, M&A, shared
services and market utilities.
Frank R.S. Cannata
Senior Vice President
Operations and Planning Solutions
+1 818 977 7700
frank.cannata@warnerbros.com
Frank has held various positions
including several firsts for the
company: Managing Warner Bros.’
first global SAP implementation;
Architect and driver for Warner
Bros.’ initial foray into shared
services and outsourcing for BPO
and ITO. He has brought all of that
experience to his current position
where he leads a group responsible
for the definition and oversight
of complex, transformational
organizational, and business
process changes.
Subodh Chitre
Senior Manager
+1 241 840 1745
suchitre@deloitte.com
Subodh works as a Senior
Manager in Deloitte’s Business
Model Transformation service
line. In this role, he focuses on
driving large-scale transformation
programs in areas such as IT &
Business Process Outsourcing
and Shared Services.
Jason Barkham
Vice President
Business Transformation Solutions
+1 818 954 4139
jason.barkham@warnerbros.com
Jason leads an internal consulting
team focused on organizational
transformation, business process
redesign, and global sourcing
opportunities. Previously he
oversaw contract and financial
management of Warner Bros.
Entertainment’s primary outsourced
service relationships and lead
operational governance of
outsourced finance and
accounting functions.
Additional contributors
Ayana Todd, Erica Solum, Hari Krishna, Jenny Zheng, and Matt Phipps-Taylor
Special thanks to the following vendors who participated in our research study: Automation Anywhere, Blue Prism, Cognizant Trizetto, Digital Reasoning,
IBM Watson, IPSoft Amelia, Help System Automate, Narrative Science, Rage Frameworks, UiPath.
Authors

1. For an introduction to the concept of cognitive
technologies, their improving performance, efforts
to commercialize them, and the growing impact
we expect them to have, see David Schatsky, Craig
Muraskin, and Ragu Gurumurthy, Demystifying artificial
intelligence: What business leaders need to know
about cognitive technologies, Deloitte University
Press, November 4, 2014, http://dupress.com/articles/
what-is-cognitive-technology/
2. Ante, S. Computer Thumps 'Jeopardy' Minds. (2011,
February 17). Retrieved from http://www.wsj.com/
articles/SB1000142405274870417100457614897417
2060658
3. Keynes, J.M. Economic possibilities for our grandchildren
(1930). Essays in persuasion, pp. 358–73, 1963, http://
www.econ.yale.edu/smith/econ116a/keynes1.pdf
4. Barajas, J. Smart robots will take over a third of jobs
by 2025, Gartner says. (2014, October 7). Retrieved
from http://www.pbs.org/newshour/rundown/
smart-robots-will-take-third-jobs-2025-gartner-says/
5. For more on ways people can cope with increasing
automation, see Thomas Davenport and Julia
Kirby, “Beyond Automation,” Harvard Business
Review, June 2015 and see David Schatsky and
Jeff Schwartz, “Redesigning work in an era
of cognitive technologies,” Deloitte University
Press, July 27, 2015, http://dupress.com/articles/
work-redesign-and-cognitive-technology/?coll=12201
Endnotes
Copyright © 2015 Deloitte Development LLC. All rights reserved.
Member of Deloitte Touche Tohmatsu Limited

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