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What Is Centre Of Excellence | Mindfields Global

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What Is Centre Of Excellence | Mindfields Global

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  1. Setting up the Centre of Excellence for RPA David Thurkle and MohitSharma GROW FORTOMORROW

  2. Speakers David Thurkle is a Business Transformation executive with extensive experience in leading & delivering large scale business & technology transformational change. David has been part of some of Australias largest business transformation initiatives and worked across a number of industries including financial services and telecommunications. Most recently David established the enterprise wide RPA capability for NAB including the creation of an RPA Centre of Excellence. Outside work David is passionate about keeping fit, cooking andsport. David Thurkle Executive ProgramDirector (RPA) National AustraliaBank Mohit has over 20 years of experience working in Strategy, Corporate Finance, and Risk Management Solutions for Deloitte, PwC, and EY. Mohit has authored and published one of the first and most comprehensive research on Robotics and Process Automation. Mohit provides advisory services to leading global financial and non-financial organization in US, Australia, UK, and India on their journey for Automation and Artificial Intelligence. Mohit loves cricket and food, in that order. Mindfiels has done more than 6 RPA live projects in Aus, and 2 inUS Mohit Sharma ManagingDirector Mindfields © 2017 Mindfields. All rightsreserved. 2

  3. People >>>> Process >>>> Technology © 2017 Mindfields. All rightsreserved. 3

  4. Mindfields BusinessModel MachineLearning Robotic ProcessAutomation ArtificialIntelligence Educate Research Consult Execute © 2017 Mindfields. All rightsreserved. 4

  5. Our ValueProposition Thought Leader in RPADomain Independent and Vendor agnostic RPA softwareagnostic Success basedpricing Advisoryfocussed © 2017 Mindfields. All rightsreserved.

  6. People >>>> Process >>>> Technology What is standard definition CoE for RPA and Why it is required (itsrole)? © 2017 Mindfields. All rightsreserved.

  7. People >>>> Process >>>> Technology © 2017 Mindfields. All rightsreserved.

  8. People >>>> Process >>>> Technology Role of RPA Centre of Excellence orExpertise? John Bersin – 2016- “Future ofWork” 92% of organizations believe their organizational design is notworking ”Theanswer,aswehavediscovered,istoempowerpeopleinsmallteams,linktheseteamstogether,andbuildanorganizationalculturethatkeepspeoplealignedandletspeopleinnovate,deliver, and serve customers on the frontline.” Developing RPA vision andplans 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 RPAGovernance 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 maturityjourney. Managing RPAPatterns 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 bepremade. Library of RPA basedservices By making it easy for participants to find solutions already implemented the CoE helps speed up deployment and reducesrework. Planning theFuture By looking at the pipeline of enterprise technological change, current and projected business volumes continously re-plan which RPA solutions to prioritise and where toretire. 8 © 2017.Mindfields. All rightsreserved.

  9. People >>>> Process >>>> Technology • Role of the Centre of Excellence • Central coordination point and organisational construct to ensure the maximum value of robotics is delivered across theorganisation • Central point of organisational robotic IP and ensures re-use of components and consistency in design andimplementation • Provides robotics strategy & leadership and a pool of resources across all phases of the lifecycle (assess, prioritise, automate, run &optimise) • RPAOffice • Establish programme governance, define policies and procedures and monitor benefitsrealisation • Ensure roles and responsibilities areclear • Work closely with Technology and Business teams to define process support and changemodel • AgileAutomation • Process Analysts, Robotic Developers and Agile testers working with process SMEs to deliver automatedprocesses • Process design expertise to identify opportunities to optimise the process prior toautomation • 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 • Process Assessment &Prioritisation • Resources experienced in reviewing and assessing key drivers of process automation andcomplexity • Prioritisation and sequencing of processes to be automated to optimise benefits and deliverycadence © 2017 Mindfields. All rightsreserved. 9

  10. People >>>> Process >>>> Technology © 2017 Mindfields. All rightsreserved.

  11. People >>>> Process >>>> Technology Who should own the CoE? © 2017 Mindfields. All rightsreserved.

  12. People >>>> Process >>>> Technology • Ownership and Sponsorship ofCoE • 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 CoE sponsored 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 tosuccess. • 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 businessdivisions. • ChangeManagement • Agile Change Managers familiar with RPA and organisational change approach andstandards • Work closely with team / division based change teams to optimise adoption andoutcome • DesignAuthority • Enterprise wide view of process solution design standards and overall integrity of the RPAplatform • Planning and preparation for scaling ofRPA • Ensuring reusability androbustness © 2017 Mindfields. All rightsreserved.

  13. People >>>> Process >>>> Technology When should CoE for RPA be set up? © 2017 Mindfields. All rightsreserved.

  14. People >>>> Process >>>> Technology • Optimal time to set up aCOE? • 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 beestablished. • 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 deliveryvelocity. 14 © 2017.Mindfields. All rightsreserved.

  15. People >>>> Process >>>> Technology © 2017 Mindfields. All rightsreserved.

  16. People >>>> Process >>>> Technology What should be optimal structure for CoE forRPA? © 2017 Mindfields. All rightsreserved.

  17. People >>>> Process >>>> Technology © 2017 Mindfields. All rightsreserved.

  18. People >>>> Process >>>> Technology A decision to operate a more centralised capability vs decentralised should take into account the organisational operating model, culture and objectives of the RPAprogramme • Centralised • View of all initiatives across theorganisation • Stronger governance over which processes are prioritised forautomation • Easier to track overall RPA portfolio health and benefitrealisation • End to end view of process change which can identify synergies and increased opportunities for process optimisation and / or RPA in end to end valuestreams • Re-use of objects for common applications - Build itonce • Higher level of optimisation of available robot capacity across the organisation • Provides a common set of standards for process assessment, delivery and maintenance andmonitoring • Single source of expertise and capability to service the entireenterprise • Consistent interaction point with Technology teams – builds confidence and repeatableprocedures • De-centralised • Local business teams have the best view of what needs to be automated to driveimprovement • Builds momentum and expertise with the local teams – potentiallymore • costeffective • Not constrained by central team capacity to service RPAdemand • Less governance and“overhead” • Business leaders and teams feel more empowered and accountable for meeting business objectives viaRPA • Potentially lower cost delivery model at the locallevel 18 © 2017.Mindfields. All rightsreserved.

  19. People >>>> Process >>>> Technology © 2017 Mindfields. All rightsreserved.

  20. People >>>> Process >>>> Technology How should CoE for RPAevolve? © 2017 Mindfields. All rightsreserved.

  21. People >>>> Process >>>> Technology The functions of the CoE will evolve over time with the potential of a more federatedmodel COE COE COE • Initial • Governance • RPA Capability Development • Establishment ofstandards • Agile Development • Establish model for optimise andrun • MidTerm • Governance • Establish RPA Capability in“satellite” • businessteams • RPA Capability Development • Update of standards and sharingof lessonslearnt • More localised monitoring and optimisation ofrobots • LongerTerm • Governance of Automation Strategy and roadmap • Central repository for RPA objects for enterpriseuse • Central repository forstandards • “Satellite” business teams with local governance, full scoping, design andagile developmentcapability © 2017 Mindfields. All rightsreserved.

  22. People >>>> Process >>>> Technology Key lessons learnt © 2017 Mindfields. All rightsreserved.

  23. People >>>> Process >>>> Technology KeyLearnings • Have a demand management capability before marketing RPA to the broader organisation. Business units can get very creative with RPA 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 enterprisescale • 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 capabilityscales • The CoE provides a great incubator for the development of RPA skills for the enterprise. If looking to develop internal capabilitythe • CoE can provide training, coaching and an opportunity to learn from othersexperiences. © 2017 Mindfields. All rightsreserved.

  24. People >>>> Process >>>> Technology Questions? What were drivers to set up CoE? What should be components ofCoE? What organisations do for the processes outsourced? Should we have CoE set up withvendors? What you would have done differently now to set upCoE? What were mistakes and obstacles for CoE? What functions CoE must do? Are there dedicatedFTEs Should CoE components be different for Shared Services Organisation and Outsourcedorgsanisation? What is your future vision for CoE forRPA? What role you see consulting firm would play in setting up and governingCoE? How to manage IT and business relationship throughCoE? © 2017 Mindfields. All rightsreserved.

  25. AUSTRALIA Level7, 171 ClarenceStreet Sydney NSW2000 Telephone: +61 (02) 80346304 Facsimile: +61 (02) 86778400 Level 3, 480 CollinsStreet Melbourne VIC3000 Telephone: +61 (02) 86106327 Facsimile: +61 (02) 86106334 USA 276, 5th Avenue Suite 704, NewYork NY10001 Telephone: +1 212 2037209 Facsimile: +1 917 4721489 INDIA 7, BarakhambhaRoad ConnaughtPlace New Delhi110006 703-706, 7th Floor, Arcadia Plot No. 195, NarimanPoint Mumbai400021 GROW FORTOMORROW research@mindfields.net.au www.mindfields.net.au For more information please contact us atresearch@mindfields.net.au © 2017 Mindfields. All rightsreserved. 25

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