setting up the centre of excellence for rpa

Setting up the Centre of Excellence for RPADavid Thurkle and Mohit Sharma

GROW FOR TOMORROW

© 2017 Mindfields. All rights reserved. 2

Speakers

David Thurkle is a Business Transformation executive with extensive experience in leading & delivering large scalebusiness & technology transformational change. David has been part of some of Australias largest businesstransformation initiatives and worked across a number of industries including financial services andtelecommunications. Most recently David established the enterprise wide RPA capability for NAB including thecreation of an RPA Centre of Excellence. Outside work David is passionate about keeping fit, cooking and sport.

Mohit has over 20 years of experience working in Strategy, Corporate Finance, and Risk Management Solutions forDeloitte, PwC, and EY. Mohit has authored and published one of the first and most comprehensive research onRobotics and Process Automation. Mohit provides advisory services to leading global financial and non-financialorganization in US, Australia, UK, and India on their journey for Automation and Artificial Intelligence. Mohit lovescricket and food, in that order. Mindfiels has done more than 6 RPA live projects in Aus, and 2 in US

David ThurkleExecutive Program Director (RPA) National Australia Bank

Mohit SharmaManaging DirectorMindfields


People >>>> Process >>>> Technology

Particulars Time

Webinar and Speakers Introduction 1 minutes

Session 1 : What and Why (its Role) of CoE for RPA 15 minutes

Session 2 : Who should own it ? When and What Structure is optimal ? 10 minutes

Session 3 : How it should evolve and Lessons learnt 10 minutes

Session 4 : Questions 20 minutes

Closing Statements 2 minutes

Polls during the webinar 2 minutes

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What is standard definition CoE for RPA and Why it is required (its role)?


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If you dont know why you are deploying RPA you will struggle to get and maintain momentum, and your initiatives will be pulled in all directions. A CoE should ensure that RPA is deployed where it will give the best business value.

Developing RPA vision and plans

Not only provide guidelines and rules, active participation in delivering RPA solution will ensure that governance is working in the real world and is adapting to where the organisation is on the maturity journey.

Developing RPA Governance

By developing standard patterns the CoE provide concrete design guidance for implementing individual solutions. Patterns provide better guidance than rules and enable many design decisions to be premade.

Managing RPA Patterns

By making it easy for participants to find solutions already implemented the CoE helps speed up deployment and reduces rework.

Library of RPA based services

By looking at the pipeline of enterprise technological change, current and projected business volumes continously re-plan which RPA solutions to prioritise and where to retire.

Planning the Future

Role of RPA Centre of Excellence or Expertise?

John Bersin – 2016- “Future of Work”

92% of organizations believe their organizational design is not working

”The answer, as we have discovered, is to empower people in small teams, link these teams together, and build an organizational culture that keeps people aligned and lets people innovate, deliver,

and serve customers on the front line.”



Role of the Centre of Excellence

• Central coordination point and organisational construct to ensure the maximum value of robotics is delivered across the organisation• Central point of organisational robotic IP and ensures re-use of components and consistency in design and implementation• Provides robotics strategy & leadership and a pool of resources across all phases of the lifecycle (assess, prioritise, automate, run & optimise)

Process Assessment & Prioritisation

• Resources experienced in reviewing and assessing key drivers of process automation and complexity

• Prioritisation and sequencing of processes to be automated to optimise benefits and delivery cadence

Agile Automation

• Process Analysts, Robotic Developers and Agile testers working with process SMEs to deliver automated processes

• Process design expertise to identify opportunities to optimise the process prior to automation

Run & Optimise

• Process Controllers working collaboratively with the business to operated automated processes and manage process and technical exceptions / changes

• Optimise utilisation of robotic resources as volumes and process timings alter over time

RPA Office

• Establish programme governance, define policies and procedures and monitor benefits realisation• Ensure roles and responsibilities are clear• Work closely with Technology and Business teams to define process support and change model


Who should own the CoE ?




Ownership and Sponsorship of CoE

• Whilst RPA can be seen as s technical solution to support the business to achieve its strategic objectives, a powerful model is to have the CoEsponsored by a business division. This could be a centralised operations area or a key business division which will be an early adopter or driver of RPA change. An alternate model would be to have the CoE sponsored by the office of the CFO. In any of these models a strong working relationship with the core Technology organisation and the CIO is critical to success.

• Business or CFO sponsorship shifts the focus from a technology solution to a business transformation enabler and gives a higher sense of ownership from the business divisions.

Change Management• Agile Change Managers familiar with RPA and organisational change

approach and standards• Work closely with team / division based change teams to optimise

adoption and outcome

Design Authority• Enterprise wide view of process solution design standards and

overall integrity of the RPA platform• Planning and preparation for scaling of RPA• Ensuring reusability and robustness


When should CoE for RPA be set up ?




Optimal time to set up a COE?

• Establishing a CoE requires organisational commitment and a recognition that some level of centralised capability is required to successfully deliver RPA solutions and benefits. Once a “pilot” or “proof of concept” has been completed and there is an emerging understanding of how RPA can be applied and the potential benefits, is one key point when a CoE can be established.

• Establishment of the CoE will also be driven by the pace at which the organisation wants to expand their RPA delivery capacity and increase the delivery velocity.


What should be optimal structure for CoE for RPA?




De-centralised

• Local business teams have the best view of what needs to be automated

to drive improvement

• Builds momentum and expertise with the local teams – potentially more

cost effective

• Not constrained by central team capacity to service RPA demand

• Less governance and “overhead”

• Business leaders and teams feel more empowered and accountable for

meeting business objectives via RPA

• Potentially lower cost delivery model at the local level

Centralised• View of all initiatives across the organisation• Stronger governance over which processes are prioritised for automation• Easier to track overall RPA portfolio health and benefit realisation• End to end view of process change which can identify synergies and

increased opportunities for process optimisation and / or RPA in end to end value streams

• Re-use of objects for common applications - Build it once• Higher level of optimisation of available robot capacity across the

organisation• Provides a common set of standards for process assessment, delivery and

maintenance and monitoring• Single source of expertise and capability to service the entire enterprise• Consistent interaction point with Technology teams – builds confidence

and repeatable procedures

A decision to operate a more centralised capability vs decentralised should take into account the organisational operating model, culture and objectives of the RPA programme


How should CoE for RPA evolve?




The functions of the CoE will evolve over time with the potential of a more federated model

Initial

• Governance• RPA Capability Development• Establishment of standards• Agile Development• Establish model for optimise and run

Mid Term

• Governance• Establish RPA Capability in “satellite”

business teams• RPA Capability Development• Update of standards and sharing of

lessons learnt• More localised monitoring and

optimisation of robots

Longer Term

• Governance of Automation Strategy and roadmap

• Central repository for RPA objects for enterprise use

• Central repository for standards• “Satellite” business teams with local

governance, full scoping, design and agile development capability

COECOECOE


Key lessons learnt



• Have a demand management capability before marketing RPA to the broader organisation. Business units can get very creative withRPA and demand will pick up quickly. Have an idea of how prioritisation, license allocation, hardware asset allocation etc. will be governed

• Establish the relationship with the Technology teams early and make sure they are part of the CoE. Navigating the change management and support landscape in technology can be complex and they are a key part of the overall success for RPA at an enterprise scale

• Early engagement with Risk, Security and other control groups. Establishing procedures and policies for RPA which can be managed from the CoE will enable more rapid deployment of RPA into other parts of the organisation as the capability scales

• The CoE provides a great incubator for the development of RPA skills for the enterprise. If looking to develop internal capability theCoE can provide training, coaching and an opportunity to learn from others experiences.


Key Learnings

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What were drivers to set up CoE ?

What should be components of CoE?

What organisations do for the processes outsourced? Should we have CoE set up with vendors?

What you would have done differently now to set up CoE?

Questions?

What were mistakes and obstacles for CoE?

What functions CoE must do? Are there dedicated FTEs

Should CoE components be different for Shared Services Organisation and Outsourced orgsanisation?

What is your future vision for CoE for RPA?

What role you see consulting firm would play in setting up and governing CoE?

How to manage IT and business relationship through CoE?


GROW FOR TOMORROW

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