How to accelerate digital solutions
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The document discusses the impact of COVID-19 on businesses and emphasizes the need for organizations to adapt quickly by leveraging digital solutions for recovery and retooling. It highlights the importance of data-driven decision-making, automation, and understanding customer behaviors to navigate the new normal while addressing safety concerns and maintaining operational continuity. The focus is on accelerating the adoption of digital channels and innovative strategies to respond effectively to changing market dynamics.
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• Measuring by incrementality
– Incrementality is about measuring the
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– It is useful to measure campaign’s success
and point out most effective variants
• Enablers for incrementality
– Companies have to keep different control
group levels (e.g. baseline) in order to
measure incrementality
> For some KPIs, companies have to hold
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– Attribution of top and bottom line metrics
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Scan or click here for
more info on Test for
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How to accelerate digital solutions
- 1. HOW TO ACCELERATE DIGITAL SOLUTIONS TO WIN IN THE NEW NORMAL Copyright @ 2020 Bain & Company. All rights reserved. Any use of this material without specific permission of Bain & Company is strictly prohibited
- 2. Context for these materials • COVID-19 is a humanitarian crisis and a global challenge. In this interconnected world, we have seen the virus spread rapidly, and we are still gathering information to understand both its cause and its impact • We are grateful for the businesses, governments, non-profits, and individuals around the world that are working to protect those that are sick or in danger of becoming so and “flatten the curve” • There is a lot that is still unknown about COVID-19; these materials are an attempt to shed light on what we know so far to help businesses make informed decisions – The top priority for all businesses is to protect the safety and health of employees and customers, for which there are WHO, CDC, and other national guidelines – Bain is not an expert on epidemiology and containment policies, however given our 45+ years of experience advising companies during both economic booms and busts, we are committed to spreading accurate and timely information to reduce the unknowns for businesses and business leaders • Our focus is to enable companies to make rapid and practical decisions; with a global pandemic that is rapidly spreading and changing, now is not the time for detailed decision making; the need for speed and the right directional strategy outweighs the need to get intricate details right, and we are committed to helping business leaders navigate the path forward
- 3. 1COVID situation and our perspective on the new normal 2How to leverage digital solutions/ initiatives to win in the new scenario Agenda
- 4. Source: Johns Hopkins University updated at May 07th – Data up to May 06rd . Statista for lockdown measures - updated Apr 07th A health and humanitarian crisis unlike any experienced Lock-down measures present across the globe ~60m ~47m ~67m ~65m ~1.3bn ~306m ~130m ~44m ~49m ~57m ~150m Inhabitants No Lockdown Light restrictions Medium restrictions Strong restrictions Legend ~3.5-4bn of people impacted by lockdown ~11m ~83m Number of people affected by lockdown COVID19 Countries in different stages of cases evolution Cases double every 4 days Cases double every 2 days Cases double every 3 days
- 5. Note: 1Baseline projection on Feb/20; 2Baseline projection on May/20; 32018 growth vs 2020 Post-COVID projection. Non durable goods include grocery stores, drug stores, gas stations among others; Durable goods include apparel and sports, furniture, appliances and consumer goods, department stores. Source: LCA GDP Growth projections; WTTC; FGV, Cielo Significant impact Legend Low impactSevere Impact Tourism Manufact. Transport & storage Construc- tion Retail & CPG Energy & water Financial Services Mining Agriculture Trend varies by product category, for example: Non durable goods: +6% rev Durable goods: -26% rev COVID19 COVID-19 crisis hit all sectors, but at different levels
- 6. COVID19 Different industries in Brazil will have different recovery curves, but all should take long • Groceries
- 7. How digital solutions can accelerate recovery and retool organizations for the trends that are shaping the new normal? 2. Accelerate through recovery 3. Retool for new world 1. Protect and ensure continuity Business cycle
- 8. Source: Bain survey, (N=2.131), Q1: Which of the following options best describes your situation during the Coronavirus pandemic?, Q2: How long do you think it will be before restrictions related to the Coronavirus pandemic are lifted and life is mostly back to normal (e.g. the threat of Coronavirus is reduced significantly, restrictions on movement are no longer necessary, businesses are re-opened)? of respondents in partial or total isolation 25% are in total isolation 85% 40% of respondents expect it to last more than 3 months 50% between 1-3 months Slowing the spread itself disrupts many aspects of life, and for much longer than anticipated
- 9. Activities: Pre-Covid Now Hour spent per day breakdown Daily necessity Sleep, eat, personal hygiene etc. Work and study Meetings, learning, finish work tasks along or collaboration Indoor entertainment Mahjong, spend time with family Indoor exercise Yoga, push ups Outdoor activities Exercise, jogging, social gathering Source: Bain survey, (N=2.131) Digital entertainment On mobile, laptop, TV and gaming devices Transport Public or own transportation Change in time (Now/Pre in %) 11%-23%-46% 47%31%22%-53% 23% Others Talk, organize, etc. Customers in isolation spend their time very differently
- 10. Many have been pushed into digital channels to meet essential needs, accelerating adoption Source: Bain survey, (N=2.131) First attempts during the epidemic (in the last 4 weeks) (% of respondents) Work from home softwares 21% Pay for online entertainment 16% Watch live broadcast through mobile 44% Social e-commerce/ Community groups 12% Buy indoor fitness equipment 3% Try online banking 40% Buy groceries online 17% Order a meal through an app 27% Online education courses 29% Online medical consultation 11% !! !! !! !! !! !!Essential needs
- 11. Delivery suppliers and e-commerce are receiving new users with the crisis; High NPS signals continuity of these relationships Source: Survey Bain Brazil, (N=2.131), Net Promoter Score: How likely is it that you would recommend our company/service to a friend or colleague? The scoring for this answer is most often based on a 0 to 10 scale. % of respondents attempting for the first time, or significantly increasing use during the last 4 weeks
- 12. Most consumers expect to be economically hindered, specially in low income groups Note: Low income considers households with total income lower than R$2,078 per month; Mid income considers households with total income between R$2,078 - 10,390; High income considers households with total income higher than R$10,390, Q1: How much do you expect Coronavirus will impact your household income? Source: Bain survey, (N low income = 731, N mid income = 1,118, N high income = 282, N total = 2,131) Expected financial impact (as % of respondents) 70% of respondents expect reduced household income
- 13. Note: 1) Superfluous categories: restaurants, travel, beauty. Important categories: education, home maintenance, fitness; Net spending reduction =% says will spend less -% says will spend more. 2) Default is considered to be a delay greater than 90 days in payment. Source: April 16 Bain & Co. survey. N = 2,131; Expert interviews, News clipping, Bain & Co. analysis Retail Apparel, Footwear and Optics Education Higher Education Real Estate Rental Commercial/Residential Higher rate of late payments in mar/20 vs. mar/19 Higher rate of late payments in apr/20 vs. apr/19 Default2 expected in 2020 Default expected by real estate agencies in 2020 25% 71% 11% 30% Many are already facing difficulties standing for financial commitments
- 14. Some changes in prioritized Elements of Value will persist in the new normal Quality Inwardly-focused value Outwardly-focused value Social impact elements Life-changing elements Emotional elements Functional elements Significant reprioritization Informs Design/ aesthetics Sensory appeal Makes money Reduces risk Organizes Integrates Attractive- ness Fun/ entertain- ment Therapeutic value Wellness Rewards me Nostalgia Badge value Affiliation and belonging HeirloomMotivation Self actualization Provides hope Self transcenden- ce Moderate reprioritization Reduces effort Avoids hassles Reduces cost Variety Provides access Simplifies Saves time Connects Reduces anxiety Likely to persist in the “New Normal” (vaccine and/or infections close to zero) Source: Consumer interviews Scan or click here for more info on Elements of Value
- 15. Some consumers shifts will likely accelerate and deepen due to the current crisis, while some have yet to be proven Acceleration in online channels and digital content, not only products Increase in social media engagement Out of home behavior during recovery still affected by safety concerns Increased focus on health & wellness Increasing importance of social responsibility and local community support Heightened price sensitivity drives down-trading in price-ladder and private label options Clear consumer trends The jury still out Shift to at home consumption of goods and services (including entertainment) Flexible work environment Everything digital Flight to Value At home consumption Health & safety Social responsibility Income disparity gap and risk perception differences will drive behavior and preferences divergence Polarization of preferences
- 16. 1COVID situation and our perspective on the new normal 2How to leverage digital solutions/ initiatives to win in the new scenario Agenda
- 17. We see various digital enablers to win in the new normal Data & Analytics Harness the power of data from proof of concept to production using cutting edge analytic techniques Digital marketing Find and convert customers using the full power of data, analytics, creative and customer experience Design/build Create products and services that exceed evolving expectations, through human centered design Automation Capture efficiencies and effectiveness through the power of automation and machine intelligence New ways of working Set values and principles that guides work and how to engage with customers (includes agile practices, like scrum, but also values) New business innovation Unlock business value via modern technology strategies, systems and delivery capabilities Enterprise technology Unlock business value via modern technology strategies, systems and delivery capabilities Partnership ecosystem Access the unparalleled network of technology partners and thought leaders Scan or click here for more info on Bain Vector
- 18. Today we will focus on 3 digital winning solutions for the new normal Leveraging data& analytics to make better decisions in uncertain times Powering automation to become more efficient and deliver more value Understanding the customer and adapting rapidly the value proposition
- 19. Today we will focus on 3 digital winning solutions for the new normal Leveraging data& analytics to make better decisions in uncertain times Powering automation to become more efficient and deliver more value Understanding the customer and adapting rapidly the value proposition
- 20. To win in the new normal, companies must leverage multiple sources of data, robust analytical tools and a “test & learn” approach for the most relevant decisions Broad and robust data sets: Deep understanding of each customer individually and the context using multiple sources of data Effective modelling: For each decision, understand what information is relevant and how to use it – right analytical tool and technique Test & Learn: Develop dynamic process to test hypothesis and continually improve recommendations/decisions 1 2 3 4 Scaling: Engage key people on the decision and implementation process to capture results (change management)
- 21. To win in the new normal, companies must leverage multiple sources of data, robust analytical tools and a “test & learn” approach for the most relevant decisions Fraud Analysis Demand Forecasting Pricing Credit EvaluationCollections Digital Marketing Predictive Maintenance Offer & Promo Improvement VS manual forecast* EBITDA improvement*ROI increase* Revenue increase potential* Note (*): According to results obtained with clients of reduced loss* Credit growth on attractive loans* Growth in Cash collection rate* 50%24% 50% 14% 2.5x40%of EBITDA potential* 5 p.p13%
- 22. Collections Growth in Cash collection rate*5 p.p To win in the new normal, companies must leverage multiple sources of data, robust analytical tools and a “test & learn” approach for the most relevant decisions Fraud Analysis Demand Forecasting Pricing Credit Evaluation Digital Marketing Predictive Maintenance Offer & Promo Improvement VS manual forecast* EBITDA improvement*ROI increase* Revenue increase potential* Note (*): According to results obtained with clients of reduced loss* Credit growth on attractive loans* 50%24% 50% 14% 2.5x40%of EBITDA potential* 13%
- 23. It is very important to understand the DNA of the customers as well as their life moments Shopping behavior Customer propensities towards shopping Open/click rate Shopping missions Product categories Preferred channel Coupon usage Store tracking Average purchase ticket Avg # of products in the basket Source: Bain experience Raw data Processed data Life moments Related to family and career Newly single Pregnancy Back to school Marriage New job Moving to new house Transactional Data collected during interactions Searching products Products bought In-app clicks Shopping transactions Credit card purchases Loyalty points redeem N O N E X H A U S T I V E Environmental Data collected from other sources 3rd party cookies Facebook likes Customer surveys Social media posts Geolocation History in other retailers Descriptive Informed profile and demographics Gender Age Style Address Marital status Contact information Income level Credit card number Attitudinal Preferences, opinions, desires and sentiments NPS insights (sentiment) Opinion about product features Social media sentiment
- 24. For each decision, there will be an ideal level of personalization Global/unique01 Segmented02 Customized03 Personalized 04 Hyper-personalized 05 Customers receive identical offering communications – specially focused on brand positioning (e.g.: Covid social impact campaign, mass channels communications) Customers receive a curated offering and promotion based on their shared behaviors with a wider group of customers (e.g. channel assortment & promo, client segment offer & pricing) Customers select and customize their individual promotions (e.g. the product itself and / or discount type) from a curated list (open or closed) Customers are sent the most relevant set of live promotions based on their individual behavior Customers receive unique promotions, where the constituent elements (product, offer type, offer depth, timing etc.) have been tailored based on their individual behavior + -Personalization level Offering & promo example
- 25. Target groups Control Customers Create campaign variations Measure to generate insights Campaign A 10% off Prod. A 10% off Prod. N …10% off Prod. A Experimentation is then crucial to test and enhance the personalisation engine iteratively; the right data and analytical tool are key to yield best results 10% off cat. A 20% off cat. C20% off cat. A … Hi Ted! [Humor] Hi, Ted! [Product] …Hi, Ted! [Humor] • Measuring by incrementality – Incrementality is about measuring the incremental lift in KPIs vs. representative control groups for each campaign – It is useful to measure campaign’s success and point out most effective variants • Enablers for incrementality – Companies have to keep different control group levels (e.g. baseline) in order to measure incrementality > For some KPIs, companies have to hold control group without contact for months – Attribution of top and bottom line metrics at the customer level is also a key enabler > E.g.: campaign costs (operations, creative, paid ads) and outcomes (# sales, revenue) … Test with target customer segments 1 Goal: increase margin offering premium Variables: product offered, image showed Campaign B 2 Goal: drive revenue offering 2nd category Variables: discount level, category offered Campaign C 3 Goal: generate awareness of new collection Variables: layout, text and image showed Experimentation starts soft for pilots, but some enablers are needed to scale it up Different analytical experiments can be used depending on context and goal (e.g. Multivariate test, Multi-Armed Bandit, Group Balancing) Scan or click here for more info on Test for Results
- 26. Even simple levers as layout and subject line can yield significant sales uplift R E S T A U R A N T C O E X A M P L E Creative layout • Traditional (text on top and food image below) • Traditional + module for food images below • Food-first (food image on top and text below) 3 creative layouts types: Subject line • Tone (humor, straightforward, etc.) • Focus (product taste, quality, etc.) • Deal mention (mentioned or not) 10 subject lines with variations of: Offering • Product type (main course, side dish, etc.) • Product quantity (1-4 meals, boxes, etc.) • Incentive type (% off, $ off, free dessert, etc) • Incentive depth ($1-10 off, 20- 40% off, etc) 17 offerings with variations of: Source: Bain experience +9% +16% +10% Sales uplift vs control group (%) Avg. weighting of winning option by customer segment
- 27. Collections Growth in Cash collection rate*5 p.p To win in the new normal, companies must leverage multiple sources of data, robust analytical tools and a “test & learn” approach for the most relevant decisions Fraud Analysis Demand Forecasting Pricing Credit Evaluation Digital Marketing Predictive Maintenance Offer & Promo Improvement VS manual forecast* EBITDA improvement*ROI increase* Revenue increase potential* Note (*): According to results obtained with clients of reduced loss* Credit growth on attractive loans* 50%24% 50% 14% 2.5x40%of EBITDA potential* 13%
- 28. Applying advanced analytics to optimize Digital Marketing can lead to higher sales uplift and lower investment levels Scan or click here for more info on Digital Marketing Channel P&L ROI per channel and campaign Spend distribution per channel Test performance versus control Overall performance assessment and easy visualization through dashboards Affiliates: Profit per partnerText: ROI vs Impr. Share Shopping: Pricing comparison Profitability per audience Channel specific deep dives (examples) EcommerceCo Case Example +5 to 10% +45 to 50% cash marginEstablished a culture of testing, which made it possible to find opportunities in all marketing channels ~50% Increase in ROI (not ROAs) revenue
- 29. Today we will focus on 3 digital winning solutions for the new normal Leveraging data& analytics to make better decisions in uncertain times Powering automation to become more efficient and deliver more value Understanding the customer and adapting rapidly the value proposition
- 30. Customer experience is rapidly gaining relevance in the business context Higher customer expectation Experience as a key differentiator Direct impact on the bottom line Technology- enabled solutions The options are becoming increasingly clear, the "how" is harder than the "what"
- 31. Routine customer episodes with up to 40% failure rate in digital Reduced physical channels and surge in contact center volumes and wait times (up to 30x) Digital adoption matter now more than ever and it can be achieved following three main steps Prioritize new customer moments of truth and assess their impact on experience and cost Re-design selected episode in a fully virtual yet pragmatic way Align cross-functional teams to priorities and implement quick wins 2 31
- 32. Journeys are prioritized based on customer experience and cost impact Financial and operational metrics 48% Digital channel usage vs. 53% for NPS leader 67% Interactions are “Right First Time” vs. 72% for NPS leader More time to complete episode 19 minutes vs. 15 minutes for NPS leader 25% Leader: -5 -10 -15 -20 -25 Move moneyJoin the bank Deposit/with- draw money Engage and reward Keep money and data safe Open checking account New credit card Digital onboard- ing Pay bills Check balance Transfer to FF Money deposit Money with- drawal Manage credit limit Redeem rewards POS decline Replace lost/stolen cards Resolve a fraud -5 -3 -6 Scan or click here for more info on Competitive NPS positioning
- 33. The combination of both assessments will allow you to take decisions that will reduce cost while accelerating digital Example initiatives Reduce unit cost Simplify, automate and digitalize end to end customer episodes Shift mix Accelerate digital adoption putting the customer in control with ability to self serve Reduce quantity Eliminate bad and avoidable volume • Auto status updates reducing inquiry calls • Digital application submission reducing incomplete forms and rework • AI-based tailored campaigns to increase digital adoption • Digitally-enabled tools • AA/AI augmented actuarial model and pricing engine, automated UW engine and straight through processing • Simplified and automated processes • Workforce scheduling to optimize productive time • Labor mix optimization
- 34. Customer experience is prioritized by identifying the moments of truth of the journey Customer Need Manage my savings Manage my wealth Own a home Accelerate Digital Service Maximize digital sales Scan or click here for more info on
- 35. Customer experience is prioritized by identifying the moments of truth of the journey frequency Potential to delight (%) Product availability Product change due to unavailability Product search in app Seafood Fresh Food Time waiting in line Product return Loyalty program Login Payment methods Wine section Online touchpoints Offline touchpoints Routine stock up Event stock up Fill inCustomer Need Seafood Fresh Food Payment methods Potential to annoy (%)
- 36. After prioritizing the customer episodes, redesign the selected journeys Deep customer ethnography used to identify customer needs and preferences The new fraud experience will come down to five “big rocks” Proactive and immediate notification Rapid and seamless authentication Effective, friendly interactions Same day refunds with no hassle Minimal spend disruption B A N K C O E X A M P L E
- 37. In parallel, Agile teams setup around the episodes accelerate results through continuous improvement of the experience I need a Credit Card to enable my purchases Onboard Use Solve Issue Cancel Episode Owner Integrated processes and policies Ensure experiences are backed by effective, efficient, compliant operations Measurable outcomes Revenue creation, cost avoidance, customer satisfaction, customer adoption, and quality Cross-functional resources Business, IT, digital, data, designed to fix, improve, and transform experiencesFunctions Design/ Cx Ops Channels CVPs Products Sales & Mkt IT Network Infra- tructure Experts Episode: My card was declined by fraud Scan or click here for more on Agile from Bain & HBR
- 38. Problem: Limited growth in application users Solution: Deployment of improved customer in-app registration 50% increase in first deposit rate at eWallet co 4x increase in in-store e-commerce purchases in pilot stores at Fashion Co Fashion Co Problem: Declining store productivity and inefficient inventory management Solution: Deployed an application that provided a seamless and decentralized checkout experience Problem: Declining sales and inefficient supply chain management Solution: Deployment of improved web & mobile sites, order tracking dashboard, and leads management system 130% over target in consumer orders at Industrial Co eWallet Co Industrial Co Accelerating the improvement of customer experience will bring significant results
- 39. Today we will focus on 3 digital winning solutions for the new normal Leveraging data& analytics to make better decisions in uncertain times Powering automation to become more efficient and deliver more value Understanding the customer and adapting rapidly the value proposition
- 40. Pandemic challenging past beliefs of automation But thinking tactically – not grounding automation in business process redesign Automation being elevated as key initiative to adapt to new environment What we are seeing Questioning current ways of working due to work from home and business continuity issues
- 41. Before the crisis Over 1 million knowledge-based jobs globally expected to be replaced by automation and AI in 2020 Of all current jobs could be automated to some degree US Healthcare industry alone has saved $100B+ annually by automating administrative work Automation is changing how companies operate and people work 1M $100B+50% 88% Of all job losses in last three recessions took place in routine, highly automatable jobs
- 42. E X A M P L E S P h a r m a R&D H o s p i t a l Procurement B a n k i n g Loan processing I n s u r a n c e Claims management D i s t r i b u t o r Supply chain C h e m i c a l s Sales H o t e l s Customer service H e a l t h c a r e p r o v i d e r Finance R e t a i l Support clinical testing for vaccine development, accelerating data entry Support 10x surge in PPE order volumes, balancing orders and inventory in real time Process 50x surge in loan applications due to US CARES act Process 300-400 FMLA claims per day, including assisting with claim creation, validation, approval/denial of requests, and customer notification Use process mining to analyze supply chain impacts real time and react more quickly Process 10x surge in order intake volumes for hand sanitizers Support overwhelmed contact center staff access data remotely and speed up calls Support claims and revenue cycle management after dental office furloughs 60% of staff Screen ~1M job applicants to quickly fill 100K jobsHR Companies are turning to automation across the value chain amid the pandemic
- 43. Automation enables 24x7x365 execution, in a fraction of the cost 66% lower error rates through automation Multiple benefits are driving adoption of automation Enhanced performance and quality Greater customer responsiveness Up to 85% of data automatically generated to improve visibility of operational status Increased ease of generating data and improved decision making Up to 35% savings can be achieved through automation Lower costs 35% of global financial services players have seen 2%–5% increase in topline growth due to automation Revenue growth
- 44. While automation benefits are significant, delivery can fail easily Organizations often fall short of their expected cost savings There are a number of commonly observed pitfalls among organizations whose automation programs under deliver 43% of organizations fail to achieve their automation cost savings target • Thinking too tactically and/or lack of overall digital vision • Over-stating business case, focused only on cost savings • Picking the wrong process • Lack of leadership buy-in and/or involvement • Organizational fears/insufficient stakeholder management • IT resistance or not involved early • Deployment taking too long/waterfall instead of agile • Unclear governance (IT, Functions, BUs) • Need to simplify, standardize and reengineer processes to realize value • Underestimating skills and talent neededSource: Bain Automation Survey 2019 (N=809)
- 45. The winning approach should focus on the broader digital transformation, with a strategic roadmap and driven by the delivery of tangible results Identify automation opportunities Support execution Build capabilities • Proof of concept/value • Pilots • Project plans for scale deployments • Software and implementation partner selection • Impact on talent • Communications planning • Change management • Setting up governance, including Automation Center of Excellence • Training your teams to identify and execute automation opportunities • External best practices • Identification and prioritization of automation use cases • Deployment of tools to assess what can be automated • Sizing potential savings from automation • Diagnostic of existing automation programs
- 46. An important first step is to size potential cost savings from automation and prioritize where to focus automation efforts Survey business function leaders Assess processes across main functions Identify automation opportunities Size potential cost savings to set goals and prioritize where to focus automation programs • Finance • HR • Supply chain / Procurement • Operations / Service delivery • Compare current automation levels to peer benchmarks for each process • Answer several key questions: – How do our automation efforts compare to those of our peers? – Are we saving as much as we could be with automation? – Where in my organization does it make the most sense to deploy automation? – What key implementation structures lead to deployment success? – How does our usage of various automation technologies compare with our peers? R E C O M M E N D E D A P P R O A C H
- 47. Example output: Finance’s savings potential in the short term is ~R$XM. Closing, accounting, and planning processes have the greatest gains Total 13 1,6 Note: Respondents = 17 (Finance). Source: Internal research (Pathfinder); Benchmark; Bain Analysis. Finance and HR processes include payroll processing, cash management, accounting closing & consolidation, among others
- 48. Example output: Automation benefits go beyond cost; faster and more time- saving gains are more relevant. However, there are challenges in implementing Note: Respondents = 17 (Finance). Source: Internal research (Pathfinder); Benchmark; Bain Analysis. Top pain points to implement new automation technologies in the organization Faster processes 2 3 5 4 1 Freed up staff to do higher value work Better financial controls and lower risk Direct cost savings (FTE reduction) Indirect cost savings (Eg, via increased accuracy of processes) Top benefits obtained with new automation technologies 1 2 3 4 5 Insufficient budget or resources Lack of centralized coordination (eg., Automation CoE) Executive leadership team is not fully bought into automation IT department not able/willing to support further automation Lack skills/capabilities needed to support further automation Cost-related benefits Benefits related to efficiency and quality Scan or click here for more info on Automation
- 49. Going forward… Get daily news from Bain on COVID-19 (and other topics) on our Linkedin page https://www.linkedin.com/showcase/bain-&-company-brasil/ Access all Bain material on COVID-19 by accessing our website www.bain.com/insights/topics/coronavirus/ Stay tuned for more webinars in the coming days Get in touch to discuss individual actions for your company
- 50. Livia Moura Partner, South America Livia.Moura@Bain.com THANK YOU! Luiza Mattos Partner, South America Luiza.Mattos@Bain.com Ives Moraes Partner, South America Ives.Moraes@Bain.com Contact us if you would like to discuss further