enhancing your rpa implementation with ... - aiim community

In Partnership with

Enhancing Your RPA Implementation

with Intelligent Information

An AIIM Emerging Technologies Market Research Report

Go be great.

© AIIM 2018 www.aiim.org — Emerging Technologies 2page

ABOUT THE RESEARCH

About the researchAs the non-profit association dedicated to nurturing, growing and supporting the information management community, AIIM is proud to provide this research at no charge to our members. In this way, the entire community can leverage the education, thought leadership and direction provided by our work. We would like these research findings to be as widely distributed as possible.

Feel free to use individual elements of this research in presentations and publications with the attribution — “© AIIM 2018, www.aiim.org”. Permission is not given for other aggregators to host this report on their own website.

Rather than redistribute a copy of this report to your colleagues or clients, we would prefer that you direct them to www.aiim.org/research for a download of their own.

Here at AIIM, we believe that information is your most important asset and we want to teach you the skills to manage it. We’ve felt this way since 1943, back when this community was founded.

Sure, the technology has come a long way since then and the variety of information we’re managing has changed a lot, but one tenet has remained constant — we’ve always focused on the intersection of people, processes, and information. We help organizations put information to work.

AIIM is a non-profit organization that provides independent research, training, and certification for information professionals.

Visit us at www.aiim.org.

About AIIM

John Mancini is the Chief Evangelist and Past President of AIIM. He is a well-known author and speaker on information management and digital transformation.

As a frequent keynote speaker, John offers his expertise on Digital Transformation and the struggle to overcome Information Chaos. He blogs under the title Digital Landfill (http://info.aiim.org/digital-landfill), has more than 11,000 Twitter followers, 6,000 Linkedin followers, and can be found on most social media as @jmancini77. He has published more than 25 e-books, the most recent being:

n 2017: A Digitally “Transformative” Year

n The State of Intelligent Information Management: Getting Ahead of the Digital Transformation Curve

n Information Privacy and Security: GDPR is Just the Tip of the Iceberg

n From ECM to Intelligent Information Management

n 10 Strategies to Navigate the Shift from ECM to Content Services

About the authorJohn ManciniChief Evangelist and Past President of AIIM

https://www.aiim.org/Resources/Research/Industry-Watches/2018/2018_May_2018-State-of-Intelligent-Information-Management

https://www.aiim.org/Resources/Research/Industry-Watches/2018/2018_May_2018-State-of-Intelligent-Information-Management

© AIIM 2018 www.aiim.org — Emerging Technologies3 page

Survey demographics

We value our objectivity and independence as a non-profit industry association. The results of the survey and the market commentary made in this report are independent of any bias from the vendor community.

The survey was taken using a web-based tool in early October 2018. 95% of the survey participants were NOT associated with AIIM prior to taking the survey. A total of 226 individuals participated in the survey who met the initial screening criteria of having some awareness and/or familiarity with RPA.

ENHANCING YOUR RPA IMPLEMENTATION WITH INTELLIGENT INFORMATION

6%9%

15%

47%

5%9%

6%3%

Recordsmanagement

Document orcontent

management

Line ofbusiness

Informa�ontechnology/IT

Compliance Security Legal Other

Which is the best descrip�on of the departmentin which you work?

How many employees work at your organiza�on?

100 - 100046%

Over 100034%

10 - 10020%

Where is your organiza�on headquartered?

US/Canada38%

UK/EMEA40%

Central/SouthAmerica38%

Asia/Pacific/AUS/NZ4%

3%

9%

4%

25%

8%

1%

7%

3%

4%

9%

8%

7%

4%

0%

0%

2%

4%

Government & Public Services —Local/State

Finance, Banking, Insurance

Government & Public Services —Na�onal/Interna�onal

IT & High Tech

Educa�on

Non-Profit, Charity

Manufacturing, Aerospace, Food, Process

Energy, Oil & Gas, Mining

Consultants

Engineering & Construc�on

Healthcare

Retail, Transport, Real Estate

Telecoms, Water, U�li�es

Media, Entertainment, Publishing

Document Services Provider

Legal and Professional Services

Other

Which of the following best describes theprimary business of your organiza�on?

38%35%

27%

Extremely familiar Very familiar Somewhat familiar

How familiar are you with the term “Robo�c Process Automa�on" or "RPA?” (only those with some degree of familiarity included)

µ 47% of the participants were from Information technology/IT, 35% line of business and linked functions, and 15% from DM, CM, RM backgrounds.

µ 82% of participants were from organizations with > 100 employees; 34% from organizations with > 1000 employees. Respondents with <10 employees are not included in the results.

µ 62% were from outside North America.

µ Largest segments are: high-tech (25%), followed by financial services, engineering & construction, education, and healthcare.

µ 73% of participants are “very” or “extremely” familiar with RPA (those unfamiliar with RPA were disqualified from the survey).

Key data points


ENHANCING YOUR RPA IMPLEMENTATION WITH INTELLIGENT INFORMATION6%

9%

15%

47%

5%9%

6%3%

Recordsmanagement

Document orcontent

management

Line ofbusiness





100 - 100046%

Over 100034%

10 - 10020%


US/Canada38%

UK/EMEA40%



3%

9%

4%

25%

8%

1%

7%

3%

4%

9%

8%

7%

4%

0%

0%

2%

4%




IT & High Tech

Educa�on

Non-Profit, Charity



Consultants


Healthcare






Other


38%35%

27%



6%9%

15%

47%

5%9%

6%3%

Recordsmanagement

Document orcontent

management

Line ofbusiness





100 - 100046%

Over 100034%

10 - 10020%


US/Canada38%

UK/EMEA40%



3%

9%

4%

25%

8%

1%

7%

3%

4%

9%

8%

7%

4%

0%

0%

2%

4%




IT & High Tech

Educa�on

Non-Profit, Charity



Consultants


Healthcare






Other


38%35%

27%



6%9%

15%

47%

5%9%

6%3%

Recordsmanagement

Document orcontent

management

Line ofbusiness





100 - 100046%

Over 100034%

10 - 10020%


US/Canada38%

UK/EMEA40%



3%

9%

4%

25%

8%

1%

7%

3%

4%

9%

8%

7%

4%

0%

0%

2%

4%




IT & High Tech

Educa�on

Non-Profit, Charity



Consultants


Healthcare






Other


38%35%

27%



6%9%

15%

47%

5%9%

6%3%

Recordsmanagement

Document orcontent

management

Line ofbusiness





100 - 100046%

Over 100034%

10 - 10020%


US/Canada38%

UK/EMEA40%



3%

9%

4%

25%

8%

1%

7%

3%

4%

9%

8%

7%

4%

0%

0%

2%

4%




IT & High Tech

Educa�on

Non-Profit, Charity



Consultants


Healthcare






Other


38%35%

27%





Enhancing Your RPA Implementation with Intelligent Information — Background

There are few segments in the IT space generating more interest than Robotic Process Automation, or RPA.

During the course of this eBook, we have quoted excerpts from AIIM’s Robotic Automation course. We strongly recommend that those who are new to RPA concepts take this course; it provides a solid grounding in core RPA concepts.

Per Deloitte’s The robots are ready. Are you?...

Continuous improvement and automation are top of the strategic agenda for many companies. Even more organizations have investigated the RPA opportunity and/or built a proof of concept. They are convinced robotics will deliver a significant productivity increase and that it is applicable for a sizeable portion of their activities.

They are also convinced that robotics can deliver other benefits, such as improved compliance, faster turnaround times and higher quality. They also report that payback periods are attractive — averaging around a year. Yet…only 3% of organizations have managed to scale RPA to a level of 50 or more robots.

It is this last point that is the focus on this eBook. Amidst all of explosive growth in the RPA space, what is keeping organizations from taking their RPA capabilities to the next level? AIIM believes that one answer lies in the unique challenges associated with integrating unstructured information into an RPA environment.

In this eBook, we explore the following questions:

R What is the current state of process automation, what is keeping organizations from moving forward, and how does RPA address a key pain point for many organizations?

R How and where is RPA being used to leverage existing enterprise IT investments?

R What unique challenges does unstructured information create for process automation and RPA engines?

R What does an intention to spend more on RPA tell us about other key organizational priorities and pain points?

https://www.aiim.org/Education-Section/Deep-Dives/Emerge-Tech-RPA


1 — What is the current state of process automation, what is keeping organizations from moving forward, and how does RPA address a key pain point for many organizations?

Despite the fact that core workflow and BPM technologies have been with us for more than a decade, many organizations are still mired in paper-intensive manual processes.

Part of the reason for this is that traditional BPM systems (and ECM systems for that matter) solved one set of problems very well — automating mission-critical, high volume, document intensive processes. This was particularly true for large-scale industry-specific processes (like check processing or new drug applications or insurance claim processing) at larger organizations that could manage the complexity and cost of these systems. BPM changes the underlying processes and tasks themselves.

As the drive to automate shifted to mid-sized companies and to additional core back-end processes (like finance and HR and contracts and supply-chain management) RPA tools became increasingly attractive.

Per AIIM’s Robotic Process Automation course:

n RPA tools are simple and effective at remembering a set of rules and running them again and again. RPA does exactly the same work as what you are already doing (but with robots instead of humans).

n RPA is most suitable for teams and individuals:

n If they perform structured, repeatable, computer tasks.

n If they undertake simple or in some cases complex decisions based on predetermined rules.

n If they need to access multiple systems to accomplish a task.

n If they need to search for, aggregate, or update information.

n If they perform tasks that are part of a workflow sequence.

In addition, a key advantage of RPA solutions is that they do not require any change to existing systems. They work with what is in place today, allowing organizations to better leverage their existing technology investments.

µ Fewer than one in five organizations have fully automated core back-end processes.

µ Despite two decades of BPM implementations, full process automation is more the exception than the rule. About 2/3 of organizations say that specific core back-end processes are less than 50% automated. Contracts, R&D, HR, and case management are particularly problematic.

µ Organizations see RPA technologies as a vehicle to reduce errors, improve data quality, and improve customer service.

Key data points




16%

13%

12%

14%

13%

13%

16%

14%

15%

29%

27%

26%

23%

21%

23%

25%

23%

27%

29%

34%

30%

29%

33%

30%

32%

28%

34%

18%

17%

16%

23%

19%

20%

18%

23%

19%

7%

8%

15%

11%

13%

14%

9%

13%

5%

Records management and archiving

Customer correspondence, help desk

Sales proposals and contracts

Case management

Supplier contracts and procurement

Research and development

Manufacturing and warehousing

Human Resources/HR

Finance and accoun�ng

How would you describe the degree of automa�on that CURRENTLY exists in each process in your organiza�on?

Completely automated 75% automated 50% automated25% automated Completely manual

55%

60%

62%

63%

65%

64%

59%

63%

58%




Case management




Human Resources/HR


“These processes are less than 50% automated…”

38%

35%

35%

21%

29%

26%

23%

11%

16%

19%

28%

Reduc�on in manual errors

Faster service

Improved data quality

Increased scope for data collec�on

Improved business results

Reduced wage costs

Reduced employee churn

Brand enhancement

Reduced human contactwith sensi�ve data

Reduced fraud

Reduced costs and reliance onIT/system integra�on

What do you see as the THREE most importantbenefits of RPA? (Please check THREE)

16%

13%

12%

14%

13%

13%

16%

14%

15%

29%

27%

26%

23%

21%

23%

25%

23%

27%

29%

34%

30%

29%

33%

30%

32%

28%

34%

18%

17%

16%

23%

19%

20%

18%

23%

19%

7%

8%

15%

11%

13%

14%

9%

13%

5%




Case management




Human Resources/HR




55%

60%

62%

63%

65%

64%

59%

63%

58%




Case management




Human Resources/HR



38%

35%

35%

21%

29%

26%

23%

11%

16%

19%

28%


Faster service




Reduced wage costs


Brand enhancement


Reduced fraud



16%

13%

12%

14%

13%

13%

16%

14%

15%

29%

27%

26%

23%

21%

23%

25%

23%

27%

29%

34%

30%

29%

33%

30%

32%

28%

34%

18%

17%

16%

23%

19%

20%

18%

23%

19%

7%

8%

15%

11%

13%

14%

9%

13%

5%




Case management




Human Resources/HR




55%

60%

62%

63%

65%

64%

59%

63%

58%




Case management




Human Resources/HR



38%

35%

35%

21%

29%

26%

23%

11%

16%

19%

28%


Faster service




Reduced wage costs


Brand enhancement


Reduced fraud





2 — How and where is RPA being used to leverage existing enterprise IT investments?

Consider the following from AIIM’s Robotic Process Automation course:

In technical terms, an RPA tool “sits” on top of an organization’s existing IT infrastructure and does not alter the existing systems and infrastructure. This is a really important point to understand — RPA tools to do not change the way you work or how your systems work today — they simply automate some of the basic activities. RPA works with whatever you already have in place — a claims processing system, a document management system ERP or CRM system. It uses the same systems your human workers already use today — it doesn’t change or alter them.

These kinds of processes typically involve a lot of manual work pulling information together into a cohesive unit while ensuring accuracy. They often involve not just multiple workers and multiple applications but often multiple offices and locations too. As a result, these processes can be riddled with errors.

µ 90% of organizations that are aware of RPA technology are either planning an implementation or already have one.

µ The median number of “bots” in organizations with an active RPA implementation is 50. The median number of bots is admittedly a blunt instrument when it comes to measuring implementation scale. A measurement of scale might be how many hours of bot capacity are being delivered instead of the sheer number of bots. Most organizations use one bot license at about 30% capacity, so 70% of the day it’s sitting there doing nothing. Another way of looking at this question is to record the manual time spent before introduction of RPA and multiply this by the number of robot executions for this particular process.

µ 71% of adopters see applying RPA to general business processes as a key element in their initial adoption strategy.

µ Top 3 initial supply chain targets for RPA automation:R Inventory managementR Order scheduling and shipment trackingR Quote, invoice, and contracts management

µ Top 3 initial HR targets for RPA automation:R PayrollR Benefits administrationR HR records processing

µ Top 3 initial finance and accounting targets for RPA automation:R Sales order managementR Order-to-cashR Procure-to-pay and Record-to-report

µ Top 3 initial IT services targets for RPA automation:R E-mail related tasksR Synchronizing, deleting, and emptying foldersR E-mail processing and distribution

Key data points

53%37%

10%

Do you have an ac�ve Robo�c Process Automa�on (RPA) Automa�on (RPA) implementa�on in your organiza�on?

Yes Not yet, we are in the process of launching RPANo, and we have no plans to do so

4%

31%

17%19%

15% 14%

none yet 0-25 25-50 50-75 75-100 More than 100

How many live, ac�ve RPA “bots” do youcurrently have in your organiza�on?

33% 38% 17% 8% 5%

Organiza�ons o�en use RPA technologies to address both general business processes (like HR and Finance) and to address

industry-specific business processes (like customer onboarding inbanking or underwri�ng in insurance). Which statement best describe

General business processes are MUCH MORE important than industry-specificprocesses.General business processes are SOMEWHAT MORE important than industry-specific processes.General business processes and industry-specific processes are of equalimportance.Industry-specific processes are SOMEWHAT MORE important than generalbusiness processes.Industry-specific processes are MUCH MORE important than general businessprocesses.

36%

21%

30%

37%

30%

35%

33%

26%

30%

8%

Order scheduling and tracking of shipments

Bill of lading

Transport notes

Inventory management

Demand and supply training

Quote, invoice, and contracts management

Work order management

Freight management

Returns processing

None of the above

In which of the following supply chain processes has your organiza�onused robo�c process automa�on - RPA? (check all that apply)

In which of the following HR processes has your organiza�onused robo�c process automa�on - RPA? (check all that apply)

In which of the following finance and accoun�ng processes has yourorganiza�on used robo�c process automa�on - RPA? (check all that apply)

In which of the following IT services processes has yourorganiza�on used robo�c process automa�on - RPA?

(check all that apply)

29%

24%

32%

22%

38%

23%

32%

37%

30%

30%

8%

Employee onboarding

Extrac�ng key data from candidate CVs

HR records processing

Compliance and repor�ng

Payroll

W4 management

Time and a�endance management

Benefits administra�on

Stock administra�on

Employee training and educa�on

None of the above

33%

36%

33%

29%

31%

31%

40%

8%

Procure-to-pay

Order-to-cash

Record to report

Vendor management

Incen�ve claims

Collec�ons

Sales order management

None of the above

30%

38%

35%

44%

31%

46%

42%

35%

3%

Installa�ons

Server and applica�on modelling

FTP download, upload, and backup

Synchronizing, dele�ng, and emptying folders

File management

E-mail related tasks

E-mail processing and distribu�on

Batch processing

None of the above



53%37%

10%



4%

31%

17%19%

15% 14%



33% 38% 17% 8% 5%




36%

21%

30%

37%

30%

35%

33%

26%

30%

8%


Bill of lading

Transport notes





Freight management

Returns processing

None of the above






29%

24%

32%

22%

38%

23%

32%

37%

30%

30%

8%

Employee onboarding




Payroll

W4 management





None of the above

33%

36%

33%

29%

31%

31%

40%

8%

Procure-to-pay

Order-to-cash

Record to report

Vendor management

Incen�ve claims

Collec�ons


None of the above

30%

38%

35%

44%

31%

46%

42%

35%

3%

Installa�ons




File management



Batch processing

None of the above

53%37%

10%



4%

31%

17%19%

15% 14%



33% 38% 17% 8% 5%




36%

21%

30%

37%

30%

35%

33%

26%

30%

8%


Bill of lading

Transport notes





Freight management

Returns processing

None of the above






29%

24%

32%

22%

38%

23%

32%

37%

30%

30%

8%

Employee onboarding




Payroll

W4 management





None of the above

33%

36%

33%

29%

31%

31%

40%

8%

Procure-to-pay

Order-to-cash

Record to report

Vendor management

Incen�ve claims

Collec�ons


None of the above

30%

38%

35%

44%

31%

46%

42%

35%

3%

Installa�ons




File management



Batch processing

None of the above

53%37%

10%



4%

31%

17%19%

15% 14%



33% 38% 17% 8% 5%




36%

21%

30%

37%

30%

35%

33%

26%

30%

8%


Bill of lading

Transport notes





Freight management

Returns processing

None of the above






29%

24%

32%

22%

38%

23%

32%

37%

30%

30%

8%

Employee onboarding




Payroll

W4 management





None of the above

33%

36%

33%

29%

31%

31%

40%

8%

Procure-to-pay

Order-to-cash

Record to report

Vendor management

Incen�ve claims

Collec�ons


None of the above

30%

38%

35%

44%

31%

46%

42%

35%

3%

Installa�ons




File management



Batch processing

None of the above

53%37%

10%



4%

31%

17%19%

15% 14%



33% 38% 17% 8% 5%




36%

21%

30%

37%

30%

35%

33%

26%

30%

8%


Bill of lading

Transport notes





Freight management

Returns processing

None of the above






29%

24%

32%

22%

38%

23%

32%

37%

30%

30%

8%

Employee onboarding




Payroll

W4 management





None of the above

33%

36%

33%

29%

31%

31%

40%

8%

Procure-to-pay

Order-to-cash

Record to report

Vendor management

Incen�ve claims

Collec�ons


None of the above

30%

38%

35%

44%

31%

46%

42%

35%

3%

Installa�ons




File management



Batch processing

None of the above


53%37%

10%



4%

31%

17%19%

15% 14%



33% 38% 17% 8% 5%




36%

21%

30%

37%

30%

35%

33%

26%

30%

8%


Bill of lading

Transport notes





Freight management

Returns processing

None of the above






29%

24%

32%

22%

38%

23%

32%

37%

30%

30%

8%

Employee onboarding




Payroll

W4 management





None of the above

33%

36%

33%

29%

31%

31%

40%

8%

Procure-to-pay

Order-to-cash

Record to report

Vendor management

Incen�ve claims

Collec�ons


None of the above

30%

38%

35%

44%

31%

46%

42%

35%

3%

Installa�ons




File management



Batch processing

None of the above

53%37%

10%



4%

31%

17%19%

15% 14%



33% 38% 17% 8% 5%




36%

21%

30%

37%

30%

35%

33%

26%

30%

8%


Bill of lading

Transport notes





Freight management

Returns processing

None of the above






29%

24%

32%

22%

38%

23%

32%

37%

30%

30%

8%

Employee onboarding




Payroll

W4 management





None of the above

33%

36%

33%

29%

31%

31%

40%

8%

Procure-to-pay

Order-to-cash

Record to report

Vendor management

Incen�ve claims

Collec�ons


None of the above

30%

38%

35%

44%

31%

46%

42%

35%

3%

Installa�ons




File management



Batch processing

None of the above


3 — What unique challenges does unstructured information create for process automation and RPA engines?

RPA technologies alone do a terrific job with very modest effort at automating human tasks based on structured information and data.

But when it comes to tasks that rely on semi-structured documents (like invoices) or unstructured documents (like a contract) or informal communications (like emails or texts), there are a set of intelligent information management technologies that can be a terrific addition to RPA capabilities. Without these capabilities, RPA engines will struggle in processes that have lots of documents and unstructured information (i.e., most processes that involve knowledge workers).

µ Across every core back-end business process, unstructured and semi-structured information (i.e., content) represents a significant obstacle to full automation.

µ Unstructured information represents an ongoing challenge for many in automating core business processes. Manufacturing and warehousing, R&D, case management, and records are particularly problematic.

µ Organizations anticipate massive data growth – 35% see a 5X increase or more in just the next 2 years.R Currently = XR In two years = 4.2X

µ Most of this explosion is in unstructured information, not data. The 80/20 unstructured vs. structured information urban legend is nearly true — Nearly 50% say that more than 70% of the information in their organization is unstructured. On average, 62% of the information in an organization that must be managed is unstructured.

µ The wide variety of unstructured inputs clearly a challenge for RPA engines — and an opportunity for those focused on multi-channel intelligent capture.

µ The high percentage of unstructured information is important for optimizing RPA because this information must be turned into structured data for RPA engines to be effective.R 2 out of 3 organizations say that “Documents

create problems for most RPA tools.”R 70% say “Unstructured information is the Achilles’

Heel for many RPA implementations.”

Key data points

18%

14%

15%

13%

19%

19%

19%

18%

18%

39%

41%

37%

44%

36%

39%

41%

32%

36%

30%

32%

37%

30%

36%

35%

29%

37%

35%

13%

13%

11%

13%

9%

7%

11%

13%

11%




Case management




Human Resources/HR


For each of the following processes, think about how muchof a challenge semi-structured and unstructured informa�on

represents in your efforts to automate. Huge challenge A challenge Somewhat of a challenge Not very challenging

57%

55%

53%

57%

55%

58%

60%

50%

54%




Case management




Human Resources/HR


"Managing unstructured informa�onin this process is a challenge..."

2%

25%

21%

16%

10%

7%5% 6%

2%

5%

X 2X 3X 4X 5X 6X 7X 8X 9X 10X

Think about the huge amounts of data and informa�on currentlycoming into your organiza�on (call this current volume “X”).

What do you predict this volume will be in 2 years?

8%

18%

23%

19%

11%

9% 9%

1%2%

90% 80% 70% 60% 50% 40% 30% 20% 10%

Think about ALL of the informaon in your organizaon. What would be your best guess for the percentage of the

total that is unstructured INFORMATION?

9%

19%

8%

17%

8%

7%

6%

27%

Insufficient image size for correct recognion

Handwri�en text/ink stamps over printed text

Noise/distoron on the scanned image due tobad scanner quality

Insufficient number of sample documents foreffecve system training

Scanning an already scanned image

No labels in tables

Background images and color

Mulple formats of inputs

PwC lists these typical challenges in incorporang document-basedinformaon into RPA processes. Which would be the MOST

troublesome in an RPA environment?

22%

43%

21%

13%

2%

Strongly agree Somewhat agree No opinion Somewhatdisagree

Strongly disagree

Processes with lots of documents and informalcommunicaons create problems for most RPA tools.

27%

43%

19%

9%

2%


Strongly disagree

Unstructured informaon is the Achilles' Heel for many RPA implementaons.



18%

14%

15%

13%

19%

19%

19%

18%

18%

39%

41%

37%

44%

36%

39%

41%

32%

36%

30%

32%

37%

30%

36%

35%

29%

37%

35%

13%

13%

11%

13%

9%

7%

11%

13%

11%




Case management




Human Resources/HR




57%

55%

53%

57%

55%

58%

60%

50%

54%




Case management




Human Resources/HR



2%

25%

21%

16%

10%

7%5% 6%

2%

5%

X 2X 3X 4X 5X 6X 7X 8X 9X 10X



8%

18%

23%

19%

11%

9% 9%

1%2%

90% 80% 70% 60% 50% 40% 30% 20% 10%



9%

19%

8%

17%

8%

7%

6%

27%






No labels in tables





22%

43%

21%

13%

2%


Strongly disagree


27%

43%

19%

9%

2%


Strongly disagree


18%

14%

15%

13%

19%

19%

19%

18%

18%

39%

41%

37%

44%

36%

39%

41%

32%

36%

30%

32%

37%

30%

36%

35%

29%

37%

35%

13%

13%

11%

13%

9%

7%

11%

13%

11%




Case management




Human Resources/HR




57%

55%

53%

57%

55%

58%

60%

50%

54%




Case management




Human Resources/HR



2%

25%

21%

16%

10%

7%5% 6%

2%

5%

X 2X 3X 4X 5X 6X 7X 8X 9X 10X



8%

18%

23%

19%

11%

9% 9%

1%2%

90% 80% 70% 60% 50% 40% 30% 20% 10%



9%

19%

8%

17%

8%

7%

6%

27%






No labels in tables





22%

43%

21%

13%

2%


Strongly disagree


27%

43%

19%

9%

2%


Strongly disagree


18%

14%

15%

13%

19%

19%

19%

18%

18%

39%

41%

37%

44%

36%

39%

41%

32%

36%

30%

32%

37%

30%

36%

35%

29%

37%

35%

13%

13%

11%

13%

9%

7%

11%

13%

11%




Case management




Human Resources/HR




57%

55%

53%

57%

55%

58%

60%

50%

54%




Case management




Human Resources/HR



2%

25%

21%

16%

10%

7%5% 6%

2%

5%

X 2X 3X 4X 5X 6X 7X 8X 9X 10X



8%

18%

23%

19%

11%

9% 9%

1%2%

90% 80% 70% 60% 50% 40% 30% 20% 10%



9%

19%

8%

17%

8%

7%

6%

27%






No labels in tables





22%

43%

21%

13%

2%


Strongly disagree


27%

43%

19%

9%

2%


Strongly disagree


18%

14%

15%

13%

19%

19%

19%

18%

18%

39%

41%

37%

44%

36%

39%

41%

32%

36%

30%

32%

37%

30%

36%

35%

29%

37%

35%

13%

13%

11%

13%

9%

7%

11%

13%

11%




Case management




Human Resources/HR




57%

55%

53%

57%

55%

58%

60%

50%

54%




Case management




Human Resources/HR



2%

25%

21%

16%

10%

7%5% 6%

2%

5%

X 2X 3X 4X 5X 6X 7X 8X 9X 10X



8%

18%

23%

19%

11%

9% 9%

1%2%

90% 80% 70% 60% 50% 40% 30% 20% 10%



9%

19%

8%

17%

8%

7%

6%

27%






No labels in tables





22%

43%

21%

13%

2%


Strongly disagree


27%

43%

19%

9%

2%


Strongly disagree


18%

14%

15%

13%

19%

19%

19%

18%

18%

39%

41%

37%

44%

36%

39%

41%

32%

36%

30%

32%

37%

30%

36%

35%

29%

37%

35%

13%

13%

11%

13%

9%

7%

11%

13%

11%




Case management




Human Resources/HR




57%

55%

53%

57%

55%

58%

60%

50%

54%




Case management




Human Resources/HR



2%

25%

21%

16%

10%

7%5% 6%

2%

5%

X 2X 3X 4X 5X 6X 7X 8X 9X 10X



8%

18%

23%

19%

11%

9% 9%

1%2%

90% 80% 70% 60% 50% 40% 30% 20% 10%



9%

19%

8%

17%

8%

7%

6%

27%






No labels in tables





22%

43%

21%

13%

2%


Strongly disagree


27%

43%

19%

9%

2%


Strongly disagree


18%

14%

15%

13%

19%

19%

19%

18%

18%

39%

41%

37%

44%

36%

39%

41%

32%

36%

30%

32%

37%

30%

36%

35%

29%

37%

35%

13%

13%

11%

13%

9%

7%

11%

13%

11%




Case management




Human Resources/HR




57%

55%

53%

57%

55%

58%

60%

50%

54%




Case management




Human Resources/HR



2%

25%

21%

16%

10%

7%5% 6%

2%

5%

X 2X 3X 4X 5X 6X 7X 8X 9X 10X



8%

18%

23%

19%

11%

9% 9%

1%2%

90% 80% 70% 60% 50% 40% 30% 20% 10%



9%

19%

8%

17%

8%

7%

6%

27%






No labels in tables





22%

43%

21%

13%

2%


Strongly disagree


27%

43%

19%

9%

2%


Strongly disagree




4 — What does an intention to spend more on RPA tell us about other key organizational priorities and pain points?

The charts below consider only those organizations planning to spend “more” or “a lot more” on RPA in the next 18-24 months. The responses tell us two things:

1 — Organizations see RPA technologies as an important bridge in their efforts to modernize their legacy enterprise investments and extract greater value from them.

2 — This intersection highlights why it is particularly important that unstructured information be integrated into their RPA strategy.

µ 85% of those planning to increase their RPA spending believe that “digitizing and standardizing business inputs” is critical. This means it is very important for organizations to implement tools to turn unstructured information into structured data.

µ RPA spenders see the link between this spending and other tools to ”lean forward” and move beyond traditional approaches to both RPA and capture.

µ RPA spenders are also heavy BPM spenders, indicating that the problem sets they solve are not the same.

Key data points

39%

49%

7% 5%

0%

Completely agree Somewhat agree No opinion Somewhatdisagree

Completelydisagree

Digi�zing and standardizing business inputs is one of the keybolenecks for Digital Transforma�on. (among those planning

to spend "more" or "a lot more" on RPA)

64%

56%

53%

58%

63%

59%

61%

54%

79%

76%

66%

67%

Cloud content management

Internal & external collabora�on pla�orms

Low-code and "self-service" development pla�orms

Content integra�on & migra�on tools

Business process management

Mul�-channel intelligent capture

High-volume process op�miza�on/transac�onal ECM

Records management & digital preserva�on

Ar�ficial intelligence, content analy�cs & seman�cs

Data recogni�on, extrac�on & standardiza�on

Metadata & taxonomy management

Document classifica�on & PII

Those planning to spend "more" or "a lot more" on RPA alsoplan to spend more or a lot more on these technologies...

29%

29%

20%

33%

61%

15%

37%

41%

24%

44%

25%

44%


Internal & external collaboration platforms

Low-code and "self-service" development platforms

Content integration & migration tools


Multi-channel intelligent capture

High-volume process optimization/transactional ECM

Records management & digital preservation

Artificial intelligence, content analytics & semantics

Data recognition, extraction & standardization


Document classification & PII

Those planning to spend "more" or "a lot more" on RPA list theseareas as currently consuming the most resources and aen�on...

39%

49%

7% 5%

0%


Completelydisagree



64%

56%

53%

58%

63%

59%

61%

54%

79%

76%

66%

67%














29%

29%

20%

33%

61%

15%

37%

41%

24%

44%

25%

44%














39%

49%

7% 5%

0%


Completelydisagree



64%

56%

53%

58%

63%

59%

61%

54%

79%

76%

66%

67%














29%

29%

20%

33%

61%

15%

37%

41%

24%

44%

25%

44%
















The Broader PictureWe believe that a broader strategy than “ECM” is needed if organizations are to achieve their Digital Transformation goals of:

n Enhanced customer experience

n Improved business agility

n Operational excellence

n Automated compliance

We call this Intelligent Information Management.

A modern enterprise requires:

…a flexible and modular approach that utilizes content and information wherever and whenever it is needed — CONTENT SERVICES.

…process tools that can be delivered with the simplicity of an app, but within a framework that allows the business to remain in control — PROCESS SERVICES.

… automated tools to prepare ALL of its information — both data and content — for the era of machine learning — ANALYTICS SERVICES.

CONTENT SERVICES

PROCESS SERVICES

IIMANALYTICS SERVICES

• Business content/collabora�on• Transac�onal content/ECM• Content integra�on and migra�on• Records management and preserva�on

• Business Process Management (BPM)• Robo�c Process Automa�on (RPA)• Low-code development pla�orms• Blockchain

• Mul�-channel intelligent capture• Content analy�cs and seman�cs• Data recogni�on, extrac�on &

standardiza�on• PII iden�fica�on and protec�on

The World of Intelligent Informa�on Management



DEVELOPED IN PARTNERSHIP WITH:

About Automation Anywhere

Headquarters633 River Oaks ParkwaySan JoseCA 95134 USA+1 888 484 3535 x1www.automationanywhere.com

Automation Anywhere Enterprise is a Robotic Process Automation (RPA) and intelligent digital workforce platform that comes built-in with cognitive capabilities and real-time analytics. It is the world’s most widely deployed platform at 1400+ organizations in 90+ countries, delivering 650,000+ digital workers. Businesses can design, develop and deploy software robots (bots) to automate repetitive business processes with 100% accuracy, dramatically reducing operational costs and significantly increasing productivity. An embedded analytics engine delivers real-time operational and business insights with the help of interactive dashboards. With AI and machine learning techniques, it can process structured and unstructured data to deliver the most accurate automation.

IQ Bot is a cognitive solution that leverages AI to learn from human behavior and to bring structure to unstructured data. IQ Bot leverages Computer Vision (CV), Natural Language Processing (NLP), and Machine Learning (ML) to detect critical hidden information and structures it in ways that can be processed by other bots and applications to dramatically reduce the need for human involvement.

For additional information, please visit

www.automationanywhere.com.

About Hyland Software

Global Headquarters28500 Clemens Road Westlake, Ohio 44145 USAwww.hyland.com

Hyland is a leader in providing software solutions for managing content, processes and cases for organizations across the globe. For over 25 years, Hyland has enabled more than 19,000 organizations to digitalize their workplaces and fundamentally transform their operations. Named one of Fortune’s Best Companies to Work For® since 2014, Hyland is widely known as both a great company to work for and a great company to do business with. For more information, please visit www.hyland.com

Task Automator, the RPA offering from Hyland, helps improve user experience and accelerate digital processes by automating manual, rule-based, and repetitive tasks where human touch does not add business value.

To learn more visit

www.hyland.com/rpa

Go be great.


DEVELOPED IN PARTNERSHIP WITH:

About Kofax

Kofax15211 Laguna Canyon Road Irvine, CA 92618+1 949 727 [email protected]

Kofax is a leading supplier of software and solutions to automate and digitally transform human and information intensive processes across front and back office operations. These can dramatically improve customer engagement, greatly reduce operating costs, mitigate compliance risk and increase competitiveness, growth and profitability. Its broad range of software and solutions can be deployed in the cloud or on premise, and include robotic process automation, business process management, multichannel capture and other critically important capabilities. These provide a rapid return on investment to over 20,000 Kofax customers in financial services, insurance, government, healthcare, supply chain, business process outsourcing and other markets. Kofax delivers its software and solutions through its direct sales and services organization and more than 650 indirect channel partners in more than 60 countries throughout the Americas, EMEA and Asia Pacific. About Kofax Digital Transformation Solutions - Kofax accelerates the customer journey in any industry, such as the onboarding of new customers at a bank, the processing of applications at an insurance company, or the provisioning of services from a government agency. Through its TotalAgility® digital transformation platform, Kofax digitizes customer onboarding and the entire legacy of physical operations, whether manual, paper or otherwise non-digital individual touchpoints, to drive better customer experiences and operational efficiencies. With its “adopt and extend” model, customers can transition to digital at a pace that aligns with their overall transformation goals.

• Kofax end-to-end digital transformation capabilities:

• Information capture, encompassing both document and electronic data capture and aggregation

• Process management, to drive momentum in customer journeys

• Robotic process automation, to automate routine, manual human tasks

• Analytics, to provide visibility and insight to customers, employees and business partners

• Customer communications, to provide timely updates and information

• E-signature, to enable documents of evidential weight without the need for ‘wet signing’

For more information visit: www.kofax.com

mailto:[email protected]

http://www.kofax.com

http://www.kofax.com

Robotic Process Automation (RPA)

AIIM's emerging technology course about Robotic Process Automation (RPA) explores what RPA is, what it does, as well as why and when you may want to consider using it in your organization. It also covers the benefits and limitations of RPA as well as which business processes are best suited for its use. This course is ideal for IT, business analysts, consultants, business unit managers, and other professionals asked to effectively manage organizational content and processes.

For further information click here.

Emerging Technology Course


Here at AIIM, we believe that information is your most important asset and we want to teach you the skills to manage it. We’ve felt this way since 1943, back when this community was founded.

Sure, the technology has come a long way since then and the variety of information we’re managing has changed a lot, but one tenet has remained constant. We’ve always focused on the intersection of people, processes, and information. We help organizations put information to work.

AIIM is a non-profit organization that provides independent research, training, and certification for information professionals.

© 2018

AIIM8403 Colesville Road, Suite 1100Silver Spring, MD 20910, USA +1 301 587 8202 www.aiim.org

AIIM EuropeOffice 1, Broomhall Business Centre,Worcester, WR5 2NT, UK+44 (0)1905 727600www.aiim.org