the only dedicated b2b publication focused squarely on the ...preview edition who we are: rpa today...
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- Media Kit -PREVIEW EDITION
The only dedicated B2B publication focused squarely on the IA, RPA and AI space.
Steven Casco | Founder & CEO | 978.761.9198 | [email protected]
MEDIA K I T
R P A T o d a y . n e t | PG. 2
Steven Casco | Founder & CEO | 978.761.9198 | [email protected]
PREVIEW EDITIONWHO WE ARE:
RPA Today is the only dedicated B2B publication focused squarely on the IA, RPA and AI space. We launched the online publication in July of last year & our weekly newsletter soon followed in August. Our website now attracts approximately 400+ visits per day, our subscriber base has grown to nearly 6,000 readers in the last year and our focused content is open and viewable to any visitor.
OUR EXECUTIVE AUDIENCE IS LOOKING FOR: • a reliable source for RPA, IA & AI news, information and education • a trusted place to vet potential solution providers• a central location to learn about the latest developments and best practices• a thriving RPA community to belong to • an alternative to trade shows
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OUR AUDIENCE: To view a sample list of subscribing companies, contact Steven Casco, [email protected]
MEDIA K I T
R P A T o d a y . n e t | PG. 3
Steven Casco | Founder & CEO | 978.761.9198 | [email protected]
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The Smart Path toProcess Automation: Connecting People, Processes and Content
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Steven Casco | Founder & CEO | 978.761.9198 | [email protected]
PREVIEW EDITION
CIO HANDBOOK | WHITE PAPERPG. 6
RPAToday .net
Anticipate Teams’ Needs
Waiting for ideas to come in from all corners of an organizations is a good start, but it will not be sufficient to avoid the issues that can arise from employees accessing technology they feel they need but are not getting from their IT department.
Even more trust can be generated by anticipating those needs. This is really an extension of open lines of communication Richard says he has tried to establish. Conversations need to reach down to the conceptual level where IT can draw their own conclusions about what technology or what process might be automated to serve the overarching goals of a department, without actually getting direct suggestions.
“All our departments provide different strategic value to the organization,” he explains. “My role is to understand what all the different departments are working on. Then I go back to my team and, because our platform gives us the ability to build something quickly, we can ‘straw-man’ an application we think will solve a certain problem in the service of a strategic goal of a certain department. Then we can present them with the framework of a project they never asked for, but that could get them started on automating a process they hadn’t been thinking about.”
Richard then lets the department take ownership of the process and hopefully improve on the start IT gave them.
Iterative Learning
As a company adds features to their automation technology platform—RPA, AI, natural language processing, optical character recognition, automatic document processing,
Nuts and Bolts Application: Richard
points to a training management program
as an example of anticipating and
supporting the needs of the organizations.
Without a request from LIUNA’s Education
Department, his team saw the process and
understood the improvements that could
be made by rebuilding it in Appian.
“We looked at the old application they
were using and stood up a straw man
of what that system could look like in
Appian,” he tells. “Once that was built we
brought in the Education Department for
feedback and quickly iterated through a
few releases and got it into production.”
When I signed on with LIUNA eight years ago, I had a small budget and a small staff and I needed a technology
solution to get a lot done
“
“
CIO HANDBOOK | WHITE PAPERPG. 3
RPAToday .net
Matthew Richard, CIO
Matt Richard is CIO of the Laborers’ International Union
of North America (LIUNA). LIUNA has represented
construction, municipal and healthcare workers, as
well as mail handlers, in the U.S. and Canada since
1903. While labor unions are not considered bastions
of innovation, since Richard was hired to lead the IT
department eight years ago, he has committed to
automation to serve LIUNA’s members and to give
employees of LIUNA everything they need in terms of
technology solutions.
Automation software, in one form or another, has been
available for decades. As RPA and artificial intelligence
are integrated into increasingly powerful solutions, new
converts are seeking counsel from experienced CIOs.
Richard has embraced automation as a valuable tool to
advance his organization and, more importantly, the
people that comprise it.
Empowering, not replacing, people is an insight that
has informed his thinking about automation since
before he was elevated to the C-suite. Automating
complex business processes in the real world requires
technology—including RPA and AI—and people.
As a CIO considering automation, what is the roadmap
that will make it possible for an organization to
benefit from automation and RPA and buy in without
fear? What steps do you need to take to ensure that
corporate departments trust IT and do not resort to
downloading applications without your knowledge,
jeopardizing long-term security and cohesion in
exchange for short-term flexibility?
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Va l idat ing the Success o f RPA PG. 2
RPAToday .net
Robotic Process Automation (RPA) is smoking hot. The RPA
software market grew 63% from 2018 to 2019, according to
Gartner, reaching $846 million in sales in 2018, headed toward
$1.3 billion last year1. And, when the Covid-19 pandemic hit,
forcing businesses worldwide into survival mode, automation
solutions, including RPA, emerged as important technologies
enabling companies to maintain productivity even as they
might have been forced to reduce headcount
As businesses move past Covid and its effects, experts predict
spending on automation and RPA to continue to grow. A KPMG
report said 43% of technology executives expect to increase
spend on RPA compared to only 25% whose organizations will
invest less2.
So, despite a global economic slowdown, organizations are still
rushing to implement RPA programs. And that impatience can
create challenges. Buying the software and getting bots into
production quickly doesn’t ensure they will be effective. To
optimize return on investment (ROI), businesses must be able
to accurately measure and validate the effect RPA has on the
processes they have automated.
How productive is your RPA program, what are the metrics that
can demonstrate that productivity and how do you go about
identifying and analyzing those key performance indicators
(KPIs)?
Many organizations are not able to answer those questions on
their own.
1. Market Share Analysis: Robotic Process Automation, Worldwide, Gartner, June 20192. Enterprise reboot, KPMG and HFS, August 2020
Va l idat ing the Success o f RPA PG. 4
RPAToday .net
The Conclusions – The average optimization percentage of all the processes analyzed (88%) is at the
high end for any RPA implementation, so, overall, the pilot would be considered successful. But, the
success might not be obvious if all the company was using to evaluate the program is time saved.
The 1,395 hours released per year equates to just about two-thirds of a full-time employee (FTE)
for the bank. Although the FTE is low, however, the analysis also shows that the number of process
executions in a given period of time does not change. That suggests that the most impact this RPA
implementation had is not on the process itself, but on error reduction.
The high rate of correct executions drastically reduced the time required for bank employees to fix
errors the process resulted in.
BEECKERCO
Percentage Optimized by Process [%/Exec]Pe
rcen
tage
[%/e
xec]
0%
25%
50%
75%
100%
ProcessesBan_RPA_01 Ban_RPA_03 Ban_RPA_05 Ban_RPA_07 Ban_RPA_09 Ban_RPA_11 Ban_RPA_13 Ban_RPA_15 Ban_RPA_17 Ban_RPA_19
77%
99%99%
88%84%
95%91%
95%98%
71%
59%
71%
94%96%96%
67%
97%95%94%92%
% Average: 88.0%
BEECKERCO
Time Optimized by Process [min/exec]
Tim
e [m
in/e
xec]
0
54
108
161
215
ProcessesBan_RPA_01 Ban_RPA_03 Ban_RPA_05 Ban_RPA_07 Ban_RPA_09 Ban_RPA_11 Ban_RPA_13 Ban_RPA_15 Ban_RPA_17 Ban_RPA_19
184.0
119.1
59.1
212.0
8.4
23.818.3
23.817.6
4.23.56.2
22.528.9
19.2
3.3
27.223.823.613.8
BEECKERCO
Optimized TIME [hrs/month]
Tim
e [h
rs/m
onth
]
0
5
10
15
20
ProcesosBan_RPA_01 Ban_RPA_03 Ban_RPA_05 Ban_RPA_07 Ban_RPA_09 Ban_RPA_11 Ban_RPA_13 Ban_RPA_15 Ban_RPA_17 Ban_RPA_19
3.12.0
1.0
3.5
0.10.41.21.6
5.9
1.41.22.1
7.5
9.6
6.4
1.1
9.1
15.915.7
18.5Time Spent [hrs/month]
User Bots
116.5 9.3
Time Released [hrs/month]
107.3
Optimized Percentage
92.1 %
BEECKERCO
Optimized TIME [hrs/year]
Tiem
po [h
rs/a
ño]
0
58
115
173
230
ProcessesBan_RPA_01 Ban_RPA_03 Ban_RPA_05 Ban_RPA_07 Ban_RPA_09 Ban_RPA_11 Ban_RPA_13 Ban_RPA_15 Ban_RPA_17 Ban_RPA_19
36.823.8
11.8
42.4
1.74.814.619.1
70.6
16.914.125.0
90.1
115.6
76.7
13.3
108.9
190.6189.0
221.5Time Spent [hrs/year]
User Bots
1,514.9 120.3
Time Released [hrs/year]
1,394.5
Optimized Percentage
92.1 %
WHITE PAPER
- Validating the Success of RPA -
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