0900 – 0945 SGT
Welding Higher Value Tools - Merging RPA and Intelligent Automation
The low hanging fruit may has been plucked in many organizations and enterprises are continuing their mature their RPA initiatives. Once many of the rules-based tasks have been automated the appetite grows to venture into the world of Intelligent Process Automation. The provider landscape also reflects this change with regular headlines of partnerships and product integrations between conventional RPA and AI solutions. Moving forward, RPA and process analytics will become infused with tools such as AI, Machine Learning, intelligent Optical Character Recognition (iOCR) and advanced analytics.
Consider the benefits of merging AI and RPA including:
• Autonomous monitoring
• Automaton on a grander scale
• Business process refinement through intelligent learning
Brought to you by: Automation Anywhere
1000 - 1045 SGT
Zoomers and the Workforce of the Future
The realization that robots will disrupt the job market by changing the way work is being performed and the type of work being done has become widely accepted. RPA and AI integrations have historically created new jobs that weren’t yet invented, and alternatively resulting in the disappearance or fundamental change of other jobs. As a result the call for RPA skills will continue to appear across all industries and job functions by the end of 2020. The ‘Zoomer’ multi-generational workforce including boomers and generation Z are now joined by a digital workforce.
Cultivate the seamless integration of digital and human workforces to:
• More effectively manage compliance issues and resource utilization
• Manage, govern, measure, monitor and scale automation to raise human capabilities
• Create new career and talent development opportunities
Presenter: Sudhir Banerjee, Senior Vice President - Head of Global Business Services, ABB
1100 - 1145 SGT
Avoiding the News Headlines - IA for Security
The new century is poised to be shaped in many ways by data. Defining and controlling the security, privacy and ethical use of data is on the agenda for many executives. The increasing numbers of enterprises with a Chief Data Officer is evidence of its growing importance. However, the simple fact is that human-driven security approaches can’t scale to handle this information downpour.
Intelligent Automation will play a pivotal role in global data privacy and governance initiatives, helping to alleviate human error and limitations in terms of effectively and accurately manage data-intensive tasks. This is especially true as RPA is increasingly being paired with more cognitive technologies.
Application of IA in data and process security can:
• Reduce the risk of human error
• Proactively identify vulnerabilities
• Increase data privacy and regulatory compliance
Brought to you by: Kofax
1400 - 1545 SGT
The Quest For Unattended Automation Starts with Data
When asked about their greatest data priorities, 44% of SSON’s state of the industry survey respondents indicated they want to drive more structured data inputs through conversion (OCR, Machine Vision, etc.) and just under 26% indicated they have deployed some form of unattended automation. Without the advancement of digitization of information, the data funnel that feed processes will quickly get choked up and create a bottleneck before the process flow even begins. If unattended automation is seen as the holy grail of finely-tuned, automated processes in your organization your first step should be a health check on the status of your data and the next step would be an analysis of your ‘as is’ process stat
Assess your unattended automation readiness by:
• Taking inventory of how many process inputs are digitized
• Evaluating your control points and hand offs thru process performance data analysis
• Visualizing process variation and exceptions
Day 2, 20 May (Wednesday)
0900 – 0945 SGT
IA Scaling Built on a Management and Operations Foundation
Many shared services organizations deploy RPA in pilot programs without first establishing a framework for scaling. While the initial pilot or subsequent pilots may have successful outcomes efforts to scale automation may reach a stall point. Stakeholder commitment for automation programs might wane when the number of bots continually increase yet business case objectives have not been met. By establishing a framework for governance and defining the maintenance requirements once automation in production is operationalized will alleviate these stall points. Whether your organization using a COE model or not, outlining the elements and costs necessary to optimize and scale are essential for positive, long-term results. This foundation helps to maintain the sustainable growth of IA programs while mitigating risks.
Construct your IA scaling plan by including:
• Documenting supporting enterprise systems and tools leveraged across the development lifecycle.
• Define program level reporting requirements and automation yield metrics
• Detail business rules for testing, deployment and value management
1000 - 1045 SGT
Serving the Big C - A Shift to Customer Facing Solution Delivery
Automation technologies have been widely deployed within back-office functions and service delivery to ‘little c” internal customers. Productivity gains and cost reductions have been derived by eliminating human errors, cutting costs and generating critical time efficiencies. Enterprises are beginning to shift their attention to revenue producing, customer facing processes as a natural progression to extend their automation impact. Chatbots and virtual assistants are opening the door to integrated processes spanning across front, middle and back office functions. While chatbots are not new, advances in AI will continue to make them more powerful, accurate and effective, therefore, increasing their adoption.
Increase your automation impact by:
• Focus on revenue generating, not just cost reducing, processes
• Defining ‘ease of use’ as a critical success factor
• Optimize and improve, don’t just implement, chatbots
Generating a Smart Talent Pipeline - A Tesco Case Study Followed by an Interactive Discussion with Pfizer & MetLife Shared Services
Tesco Case Study
Attracting and preparing talent for the next 1-3 years is no small feat. Over 41% of the respondents to SSON annual state of the industry survey indicated they are in the preliminary stage of workforce preparedness, recognizing a shift is occurring but still trying to get an idea of requirements. Defining what roles, jobs, rewards and incentives look like for the workforce of the future requires a diligent examination of upskilling needs as well as anticipation of new skills emerging from digitization. Hiring smart people is only the first step. People enrichment is a continuous process, one that starts with creating an environment where people can be successful.
Build a future workforce pipeline by:
• Nurturing a mindset to try new things and approach problems differently
• Fostering a culture where people can develop, grow and feel supported
. Focusing on both upskilling and recruiting for new skills sets
Presenter: Mary McSparron, Head of Learning & Development and Market Services, Tesco
Interactive Panel Discussion: Building a Digital Transformation Team
Panelist: Anil Bhavnani, Director, BPO Operations & Digital Transformation, Pfizer
Panelist: Suraj Walia, Business Leader, Global Shared Services, MetLife
Chairwoman’s Conference Closing Remarks
Join in as our Chairwoman shares her key takeaways and highlights from the summit.
Conference Chair: Rochelle Hood, Global Head of Customer Analytics and Research, SSON