Robotics Process Automation September 2015 v17-1

Robotic Process Automation
Driving the next wave of cost rationalisation

SEPTEMBER 2015
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About Mindfields
Purpose and Objectives RPA Study
Mindfields is a vendor agnostic sourcing and management

advisory firm that provides strategic sourcing advisory
services to CXO level executives across industries globally.
Our experienced consultants leverage exclusive IP based
proprietary tools and information databases to evaluate
and identify the optimal sourcing strategies for our client
organisations. For more information about Mindfields, please
visit us at: www.mindfields.net.au
This report primarily focuses on evaluating and assessing the

Robotic Process Automation (RPA) market landscape and
what it means for clients and outsourcing service providers.
The rapid emergence and proliferation of this technology in
the coming years has the potential to help client organisations
achieve greater operational and cost efficiencies, both shortterm and long-term. This report will help enterprise buyers of
IT and BPO services make informed decisions while pursuing a
case for adopting RPA in their front and back-office operations.
For further information on RPA and the

globalsourcinglandscape, please contact:
research@mindfields.net.au.
Some key areas of focus in this report include:
Throughout this document, Mindfields

(we, our, us) refers to Mindfields Consulting,
theSydney-based IT / BPO outsourcing advisory firm.
1.
What RPA is and how it works.
2.
What RPA can do for your business and how it can

address some of the key challenges experienced by
seniorand C-Level executives.
3.
How the RPA service provider landscape is structured

andwhat different strategies are being adopted.
4.
How RPA is impacting outsourcing and off-shoring

strategies in the near term and longer-term.
5.
How adopting RPA may impact hiring strategies for buyers

and service providers in the near term and longer-term.
6.
A maturity assessment of the key service providers.
7.
How organisations can expect to benefit from adopting

RPA and what risks they need to be awareof.
8.
A suggested approach for organisations to help assess

where RPA may be applicable, and potential go-to-market
approaches to adopt RPA.
9.
An extensive set of forty live use and case studies

ofrecent RPA implementations by service providers,
assessed across a range of industry verticals.
10. What should be optimal Target Operating Model for

RPAengagements.
We would like to acknowledge the contribution made by
a range of IT/BPO service providers including Dell, IBM,
HP, Infosys, Wipro, Genpact, TCS, HCL, WNS, EXL, IGATE,
Cognizant, Tech Mahindra and Sutherland Global Services.
Disclaimer: Accuracy of Information

This report has been prepared from information believed to be accurate and reliable at the time it was sourced.
No director, employee or agent of Mindfields Consulting, gives any guarantee, representation or warranty as to the reliability, accuracy
or completeness of the information in this report, nor accepts any responsibility or liability arising in any way (including by reasons of
negligence) for errors in, or omissions from, the information in this Report. Subject to the law, Mindfields Consulting does not accept
any responsibility, or owe any duty of care, to any person acting, or refraining from acting, as a result of information in this Report.
2015 Mindfields. All rights reserved. Information is based on best available resources.
//
SEPTEMBER 2015 // 2015 Mindfields Pty Ltd.
Opinions viewed reflect judgment at the time of report creation and are subject to change.
ROBOTIC PROCESS AUTOMATION
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Foreward
ANZ has a clear cost-down strategy to our operational
processing. Over the last three years we have every year
successfully reduced costs whilst simultaneously increased
customer service, controls and staff engagement.
As such, automation has been core to ANZs operational
strategy for years, and the rise of Robotic Process
Automation is a new tool to add to what we have already.
However, at the same time RPA is a different tool as
it creates exciting new opportunities to extend our
automation reach further and into areas which earlier
wastoo hard.
ANZ has a unique offshore setup where we are mainly
using dedicated captive centres for delivering services to
our customers. A key value of that structure is our ability to
leverage ideas and capabilities from our offshore teams and
the RPA journey is a testament to that.
As part of our launch into the RPA area, we looked at
successful implementations in other firms, many of which
are in this report, and realised that a top down approach
seldom had been successful.
As such, we have taken a different track, and instead of
focusing on doing automation to the operational teams
we are focusing on doing it with the teams. This in line
with Lean methodology where you always seek to create
production floor pull rather than management push.
We have spent significant time and effort in enabling the
people whom would benefit from using the toolset and
assisted them through embedding dedicated RPA skills
within their teams to be deployed against what they see as
their biggest opportunities.
This approach has proven very successful and we are now
seeing real uptake right across the Hubs network and a clear
demand from teams to get and use the technology.
This bottom up build is being consolidated to a top down
operational blueprint which clearly set out how we expect
process design to mature to over time. This is resulting in
us being able to successfully operate across the maturity
curve, with some teams using very basic capabilities whilst
others have started experimenting with very advanced
capabilities such as machine learning.
We also recognise that many firms have tried to too hard

to create perfect point solutions. However, that is costly
and slow. We are intentionally keeping the RPA solution
lean through a small project organisation (we are using
our existing Business Excellence teams), strong user
involvement and monthly senior management oversight
meetings with the power to intervene where we are
not making sufficient progress. This is being reinforced
through RPA investments being taken through the
run budget thereby ensuring that we are only funding
activities which have clear and fast payback.
This is also combined with a clear employee engagement
approach, where we are making the benefits of
automation clear, whilst dealing with any concerns being
raised. We have seen tremendous support from the floor
and robots are used to augment human capabilities and
free people up to do higher value work.
We realise that we are on a journey, RPA is not a magic
bullet, but it is a very powerful type of ammunition to help
make manual processes more match fit for digital. We
are very positive about future benefits from this type of
technology, and especially its ability to optimise processes
without requiring the time and cost of optimising the
associated systems on which these processes are
currentlydeployed.
During our journey we have been working with Mindfields
on critical decision points and we believe this new report
will help raise awareness and interest about RPA for other
companies whom are wanting a real step change to how
they are approaching process innovation in a new world.
Simen Munter,
General Manager, Group Hubs at ANZ
Melbourne
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TABLE OF CONTENTS
FOREWARD: RPA @ ANZ
01
EXECUTIVE SUMMARY
02
INTRODUCTION
03
WHAT IS ROBOTICS AND PROCESS AUTOMATION?
04
3.1 Functional and operational attributes
3.2 How does it differ from traditionalautomation?
12
3.3 Where and how can RPA add value? Sectors, processes and benefits
13
3.4 Whats next for RPA?
18
CURRENT STATE OF RPA IN THE MARKET
19
4.1 Current limitations in RPA technology
20
4.2 Factors impeding rapid adoption ofRPA

05
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21
THE RPA ECOSYSTEM
22
5.1 Major service providers
23
5.2 Types of client organisations
27
5.3 Types of consulting firms
28
06
THE IMPACT ON OUR LABOUR MARKETS
29
07
SERVICE PROVIDERS LANDSCAPE
32
7.1 Key drivers for increased adoption of RPA among service providers
34
7.2 Hiring impacts expected among service providers
34
7.3 Benefits from RPA Serviceproviders
35
7.4 Service Provider Maturity Assessment
35
7.5 Our findings from research
36
// 2015 Mindfields Pty Ltd.
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08
STRATEGIES FOR BUY SIDE CLIENT ORGANISATIONS
41
8.1 Key drivers for buyers
42
8.2 Key benefits for buyers
44
8.3 Hiring impacts among buyers
45
8.4 Implementation Strategy Buyers
46
8.5 RPA readiness assessment
47
8.6 Implementation Roadmap
49
09
TARGET OPERATING MODEL
52
10
FUTURE TRENDS
57
10.1 The rise of autonomics
58
10.2 In-sourcing as a strategy
58
11
12
10.3 Merging CIO-CFO goals andvisioning
59
10.4 Increasing complexity in governance structures
60
10.5 Outcome / business value driven
60
10.6 Growth in strategic partnerships
60
OUR RESEARCH METHODOLOGY
62
11.1 Assessment Methodology
63
11.1.2 Evaluation Parameters
64
CASE STUDIES AND EXAMPLES
65
12.1 Cognizant Technology Solutions
66
12.2 Wipro
73
12.3 Infosys
12.4 HP
97
105
12.5 EXL Services
115
12.6 Genpact
121
12.7 Sutherland Global Services
124
12.8 IGATE
126
12.9 Tech Mahindra
129
12.10 IBM
137
12.11 WNS
143
12.12 Dell
147
Additional use cases
155
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TABLE OF FIGURES
Figure 1 Evolution of RPA
Figure 2 Functional attributes of a typical RPA platform
Figure 3 Operational attributes RPA platform
11
Figure 4 Functional areas where RPA can deliver benefits today
13
Figure 5 Ranking of key functional areas by service providers for the RPA
14
Figure 6 Ranking of key verticals with the most potential forRPA
14
Figure 7 Estimated cost savings that can be achieved through RPA Keyprocessesandverticals
16
Figure 8 Global RPA market forecast (2013 -2020)
23
Figure 9 RPA Ecosystem
26
Figure 10 FTE impact post RPA implementation
31
Figure 11 Average FTE (%) reduction as a result of RPAimplementation
33
Figure 12 Key Drivers for service providers
34
Figure 13 RPA service provider maturity assessment matrix
36
Figure 14 Who is leading and driving RPA initiatives at client organisations
43
Figure 15 Evolving pricing strategies
43
Figure 16 RPA Implementation Roadmap
50
Figure 17 Who owns the tools in RPA engagements
51
Figure 18 Types of Pricing Models Adopted by Service Providers
61
Figure 19 Percentage of Service providers having Partnership with Third-party tools provider
61
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EXECUTIVE SUMMARY
Driving
Driving
the next
thewave
next of
wave
costofrationalisation
cost rationalisation
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01
Executive Summary
Until recently, there was a lot of scepticism about Robotic
Process Automation (RPA). Some believed it was just another
version of an automation strategy being touted by software
vendors and service providers. With a lack of real-life examples
and case studies, client organisations were cautious about
RPAand its perceived benefits.
Based on an extensive independent study conducted by
Mindfields Consulting, this report examines the impact
RPA is having on the end buyers and providers of these
services. It includes detailed reviews of the major players,
based on direct engagement with key experts and industry
leaders, as well as case studies of real-life implementations.
Currently only a few of the top ASX companies have
strategies in place to leverage RPA but mostly are In Proof
of concept stage. This report will help enterprise buyers
of IT and BPO services make informed decisions about
adopting RPA in their front and back-office operations.
A brief look at RPA

RPA is a relatively new automation-led service delivery
model. It enables the cost effective automation of basic
rule-based tasks across client functions, replacing lowvalue processes performed by human FTEs (full time
employee) with virtual or robot FTEs operating robot
applications or software robot. These platforms operate on
a 24x7 basis at about one-third of the cost of similar offshore operators or about one-ninth the cost of an on-shore
operator performing similar roles. RPA also provides for
strong governance and auditability as it enables detailed
and real-time traceability of all process steps.
We expect to see a new breed of software vendors
developing advanced capabilities to expand the scope of
what automation can do, especially in the areas of selflearning and artificial intelligence capabilities. The next
wave of RPA will likely see a shift from simple rules based
judgment to an increasing level of artificial intelligence
in the tools, potentially replacing even higher level
humanjobs.
A new business model for

serviceproviders
More than 90% of the service providers surveyed
confirmed their commitment to invest in RPA technologies.
There are strong incentives for adopting RPA, namely a rise
in wage rates in off-shoring hubs like India and Philippines,
and increasing operational and overhead costs.
Service providers will need to ensure they not only adopt
RPA tools to improve their own businesses (currently,
only 40% have done so), but also solution/embed it a key
service offering for their existing and prospective clients.
With increasing competition amongst players adopting
RPA, a typical service provider would need to lower its
costs by 40-50% to be able to deliver a measurable return
in efficiencies to its clients and make a respectable margin.
RPA capability and toolsets have been largely developed
by a small group of specialist software vendors. According
to our research, 64% of service providers have partnered
with specialist vendors to move more rapidly into this
emerging space. Pure BPO and integrated players are
partnering with automation tools providers like Automation
Anywhere, Blue Prism and IPSoft. In the RPA ecosystem,
partners are becoming competitors and vice versa as the
market continue to evolve.
Service providers might have to cannibalize their Revenue
to gain share in RPA domain both at existing and
prospectiveclients. They might have to bundle freebies to
retain the clients.
New non-linear version of Outcome

based pricing
As service providers start moving up the RPA learning
curve, and slowly shift to more complex high value
engagements, they will have to move away from obsolete
pricing models based on per FTE to non-linear outcomebased pricing. RPA engagements pricing models are still
in initial phase. Service providers have different pricing
strategies depending on type of buy-side organization ie
either existing or prospective client.
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Redefining hiring strategies

RPA will have an impact on low-level roles and functions
in the short to medium term. Around 43% of service
providers surveyed have witnessed FTE reductions of
more than 20% as a result of RPA. However, as with many
disruptive technologies that have gone before, the market
will continue to evolve and new job opportunities will
arise. RPA would enable Employee Transformation than
EmployeeReplacement.
In the next few years, service providers will need to redefine
their hiring strategies and re-skill appropriately, as the
market looks to employ qualified professionals in key areas
such as mobility, cloud, big data and advanced visualisation.
Most of the resources doing routine jobs would require
intense training and more time to them viable to be utilised
for these upcoming technologies.
Organisations that implement RPA-based solutions can
also expect to see impacts on their workforce and hiring
strategies. They would also need to focus on hiring IT skilled
resources along with functional experience. Keyprocess
operator roles will disappear, freeing up resources to
concentrate on higher value addingfunctions.
Significant cost and operational benefits

for client organisations
Large global organisations are already seeing a significant
return on their RPA investments and short payback periods.
Buyers are increasingly aware of what RPA can do, and
they are actively seeking out service providers with RPA
capabilities to bring transformational improvements to
their back-office operations. In most cases, RPA adoption is
being led by a combination of the CEO, COO and CIO, with
strong support from the delivery units.
In terms of back-office processes and functions,

our service providers ranked Finance & Accounting
(F&A), Order Management and Customer Services
Management as the areas of the most interest to
client organisations considering RPA. In the next
three to five years, decision makers can expect to
see cost savings of over 30% across key RPA-centric
functions (F&A, Human Resources and Supply Chain).
Based on service provider responses to our survey,
client organisations in Telecom, Banking, Insurance
and Healthcare have shown the most interest
inadoptingRPA.
Organisations considering RPA should first assess
business viability to ensure the investment will be
justified. After this, we recommend conducting proper
due diligence to assess which service providers should
deliver RPA as a capability. It will be important to
make an informed decision about which partner to
work with and what contractual arrangements will
be most suitable in the long run. And to guarantee a
successful RPA-led implementation, it will be vital for
organisations to re-engineer their existing processes
and standard operating procedures.
What the future holds

With license fee revenues of RPA tools vendors
estimated to grow at 400% CAGR over the last two
years, RPA is projected to be a multi-billion dollar
industry by 2020. This presents a massive opportunity
for service providers and strategic partners,
who, in order to survive, need to take the lead by
incorporating RPA into their value proposition and
sales solutioning.
RPA tools are also evolving and next generation
would have inbuilt Artificial Intelligence and Cognitive
learning features or interfacing with leading tools
available in Artificial Intelligence and machine
learningtechnologies.
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INTRODUCTION
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Introduction
Across the industrial and manufacturing sectors, robots
have dramatically changed the way organisations
operate. What were previously highly manual tasks have
slowly been replaced by automated robots.
These robots in turn are becoming more and more
sophisticated, taking on more complex, higher value tasks.
This has had a dramatic impact on overall operational
performance in organisations. It is boosting production
levels, significantly reducing costs and, at the same time,
increasing quality levels.
This is no longer the case. RPA has already proven its

value and we expect it to be adopted and deployed well
into the future. The RPA market is maturing steadily and
has witnessed significant levels of adoption rates, with
large global organisations already seeing significant return
on investments and short payback periods.
Now, in this next phase of automation, software robots

are enabling the automation of back-office jobs. In the
manufacturing world, robots replaced humans doing
repetitive tasks. In todays services industry, technology
has advanced to the point where software robots are
doing it again, especially in the BPO sector. A few years
ago, there was hardly any activity in the automation of
business processes, functions and rule-based processoriented tasks using robotic automation software. This is
no longer the case, and its changing rapidly.
Much of the hype around robotics is the fear it could lead

to large-scale elimination of jobs across multiple levels
and a mass of redundancies. The term jobocalypse has
even been coined, creating a fear among employees and
professionals in the service provider industry.
Other drivers will accelerate the adoption of this emerging

technology by IT and BPO organisations, namely, a rise in
wage rates in off-shoring hubs like India, and increasing
real estate and transport costs. Coupled with increasing
competitive pressures among service providers, this is
significantly squeezing margins.
It is becoming critical for providers to re-think their
operational models, cost structures and project execution
strategies. In particular, providers will need to develop
revenue growth strategies that are not tied to the number
of FTEs they engage for any given client. The advent of
robotic automation capabilities now makes this possible.
What initially started off as an experiment will now not
only become mainstream, it will disrupt the market for
large IT/BPO providers in years to come. And it will deliver
substantial benefits for client organisations which will be
difficult, even risky, to ignore.
In reality, yes, RPA will have an impact on low-level roles

and functions in the short to medium term. However,
as with many disruptive technologies that have gone
before, the market will continue to evolve and new job
opportunities will arise. In coming years, there will be
a need for redefining hiring strategies and re-skilling
appropriately, as the market looks to employ qualified
professionals in key areas such as mobility, cloud, big data
and advanced visualisation.
For client organisations, we would recommend
conducting proper due diligence to assess the service
providers offering to deliver RPA as a capability. We
expect most service providers will incorporate RPA
into their marketing and value proposition either by
themselves or forced by competition. Service providers
are presently defining their RPA strategies working out
how to showcase their strengths and overcome some
limitations. And it is important to be aware that not all
processes may benefit from RPA.
Until as recently as a year ago, there was a lot of

scepticism around RPA, with some believing it was just
another version of an automation strategy being touted
by IT/BPO service providers and RPA software vendors.
With a lack of real-life examples and business cases to
discuss, client organisations were cautious about RPA
andits perceived benefits.
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WHAT IS ROBOTICS AND PROCESS AUTOMATION?
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What is Robotics and Process Automation (RPA)?
RPA is a software robot or application/tool that can
be configured to perform tasks normally performed
by a human, using rule-based processes.
The tool can be configured to capture and interpret
actions of existing applications used in various business
processes, just as a human operator would do. These
tools can mimic human actions without associated
errors. The most important attribute of these tools is
audit and logging. Any action or step taken by them
can be logged and audited. Human resource can watch
and perform a surveillance of each steps and actions
of these tools. This feature also differentiates RPA from
Straight Through Processing (STP) tools where there is
no visibility to human eyes of the steps/action taken by a
automated process.
Currently, human actions and steps are monitored by
automated surveillance mechanisms. Converse will
happen in a RPA process.
At its highest and simplest level, RPA software
essentially comprises a range of tools used to interface
with existing applications at the presentation layer.
These are then combined with a rules engine which is
customised to the respective process being automated.
Once the RPA tool has been trained or configured
with well-defined business rules, it can then perform
the functions being automated exactly as a human
operator would. These may include processing bulk
transactions, manipulating data, triggering realtime alerts or responses and creating audit trails,
as well as communicating seamlessly with other
enterprisesystems.
RPA platforms can be categorised into four phases

orwaves:
Wave I (Routine and repetitive): Current levels of
RPA automation focus on highly repetitive and rulebased processes which require little or no human
intervention. Robot applications operate enterprise
software and applications through existing user
interfaces based on pre-defined business rules.
Some of the optimal tasks or procedures where
RPA can be effectively appliedinclude:
Searching, collating or updating information
inmultiple databases/systems
Accessing and updating one or many systems
tocomplete a procedure
Wave II (Judgement-based): In addition to the
capabilities mentioned above, RPA solutions will
have functional enhancements that would enable
judgment based decision-making capabilities.
The level of RPA technology is evolving at a fast
pace, and we are already witnessing platform
enhancements embedded RPA capabilities with
existing products available in themarketplace
RPA systems are non-intrusive applications which do

not require technical integration with other systems.
They work at the graphical user interface level and do
not need much, if any, IT support. And by replacing
significant human error, they deliver substantially
enhanced productivity.
RPA technology is best suited for highly repetitive,
rule-based activities and processes which are typically
associated with high volume, transaction oriented back
office processes. RPA platforms have the capability
to automate a broad range of processes in key
functions including finance and accounting processes,
HR, procurement, logistics, customer experience
management and supply chain.
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COMPLEXITY
Figure 1 Evolution of RPA
AI based
Analytical
based
Judgement
based
Routine and
repetitive
Rise of self learning and

cognitive capabilities
Automatic detection and
Incorporates advanced
configuration to
incorporate judgmental
decisions
Highly rule-based
processes
Large transaction and

processing volumes
Highly standardised
processes
complex
Process unstructured data

from multiple environments
handling capabilities, for

example, raising red flags
on fraudulent claims
6 months
capabilities to understand
unstructured data, perform
self-analysis and make
decisions without human
intervention
periodic changes in
business rules
Advanced exception
applied in accounts
receivable process
Embeds advanced statistical
Complex processes with
Processes are moderately
For example, can be
resolution of faults and errors
operational analytical
capabilities
Requires RPA
Applicable to highly complex

processes, for example
financial markets)
Predictive capabilities
12 months
enabling businesses to
make faster decisions
18 months
TIME
CURRENT WAVE
Source: Mindfields
Wave III (Analytical Based): Existing RPA solutions

have some element of operational and process analytics
features that provide real-time insights on robot
operational performance and other vital statistics.
However, the next step of evolution will establish
predictive capabilities that enable RPA platforms to use
existing data sets to determine patterns and predict
future operational outcomes and trends
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Wave IV (AI Based): The most advanced and

complex RPA products is expected to embed Artificial
Intelligence (AI) based capabilities that will truly make
RPA autonomic i.e. systems having self managing
capabilities that enable self configuring features. This
will allow RPA tools to automatically detect and correct
errors on a real-time basis with no human intervention.
These systems are going be highly complex and
expensive, with adoption levels primarily oriented
towards highly integrated and complex processes in
financial markets, risk and fraud management of large
corporations as well as government agencies and
defence establishments
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3.1 Functional and operational

attributes
RPA technology solutions and platforms enable
client organisations and service providers to
automate rule-based, repetitive processes, tasks or
activities more efficiently and cost effectively. RPA
solutions mimic human actions. They can operate
24/7 at a fraction of the cost of a human FTE
deployed in a similar back-office operation. Because
robotic automation tools are technology agnostic,
they do not actually replace any existing client
systems. Instead, RPA works with existing enterprise
systems and applications to perform highly specific
tasks that the virtual FTE or robot has been
programmed to perform.
Figure 2 Functional attributes of a typical RPA platform
Dual-mode
data processing
Higher
accuracy
levels
Rule
based
Robotics
automation
Virtually
integrate
systems
24/7/365
uptime
Highly
scalable
Source: Mindfields
Virtual Integration
Operating in a virtualised environment, RPA seamlessly connects between standalone, legacy, ERP or
cloud based workflow systems, at the user interface level
Additionally, RPA solutions replace manual re-entry effort across multiple systems e.g. workflow, ERP
system, sometimes termed as swivel-chair integration and typically involves application of customised
business rules as per process requirements
Rule-based
Manage highly standardised tasks / processes where rules are structured into pre-defined steps that
can be easily scaled up or down as per changing business requirements
Real-time Auditability
Encompasses audit trail capabilities on a real-time basis. Helps enable business owners manage audit
and compliance reviews more efficiently with minimal disruptions to business operations
Technology Agnostic
RPA tools are not dependent on technology and can be used in any data-driven, rule-based processes
Accuracy
RPA achieves near 100% accuracy levels as manual efforts are automated through clearly defined
business rules
Highly Customisable
RPA solutions are not Off-the-Shelf products for specific industries or functional areas, but can be
customised as per business requirements rapidly and affordably
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RPA systems are not only functionally rich, they are also operationally powerful:
Deploy anywhere
Whether you have back-office operations onshore, offshore or near-shore, RPA can be deployed
anywhere and still provide the benefits of lower costs and increased efficiencies.
Simple and easy to design
A typical robot application or program is trained or programmed through a flowchart based

procedure. This is audited and documented on a real-time basis during robot operations.
Operates 24/7,
year round
Robot applications are programmed to operate non-stop, 24/7, all year round, without breaks,
typically including enhanced security and compliance features.
Highly scalable
RPA solutions are highly scalable applications. Solutions can be ramped up or down within a short
time, enabling the flexibility to meet variable demand loads.
Easy to train.
Easy to set up
RPA systems are trained in the live environment. There is no need for the test environment
setup associated with traditional IT development. During the Go Live phase, robots are actively
monitored to ensure that rule-based procedures are being adhered to according to requirements.
Any deviation is assessed, evaluated and modified on a real-time basis.
In-built safety mechanism
Advanced robot systems have in-built safety mechanisms. Whenever an unknown change or
downstream failure takes place, the system will perform the smart response action it has been
trained to perform.
High security
Most RPA tools have strong authentication mechanisms so business rules cannot be easily altered
or manipulated.
Extensive performance
data
All processes in live mode generate valuable statistical profiles as a by-product, on a real-time
basis. This makes it possible for process consultants and subject matter experts to fine-tune
existing processes and activities, and build in further operational efficiencies.
Strong business
engagement
Robotic automation platforms are typically managed, operated, licensed and controlled by IT
departments. This is done in conjunction with business owners, business process consultants, IT
audit, governance, risk and compliance teams, and other key business stakeholders.
Easily re-usable
Robotic processes are typically built and made available for re-use across business functions and
processes, enabling unrelated groups to share and build common resources.
A fraction of the cost
RPA set-ups typically operate at a fraction of the costs of human FTEs deployed on similar backoffice operations.
Labour laws do not apply
Labour laws do not apply to RPA, so clients can avoid any potential labour-related constraints in
various jurisdictions.
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Figure 3 Operational attributes RPA platform
Technology
Resilience
Robot
training
Compliance
Execution
Run on virtual
machines and
desktop
Typically hosted on
dual live data centres,
delivering high
resiliency
Easily trained based

on flow chart models
Flow chart managed/
audited to document
procedure and
replicate
Robotic
reconfiguration can
happen in real time
Vendor/Client
Change Management
team monitor
changes 24/7
Virtual input systems

control (including
keyboard and mouse)
Run object-oriented
process engine, with
exception handling
capabilities
Enables tweaking
processes based on
real time data
Leverages existing
IT frameworks for
security and risk
management
Generates extensive
IT audit trails in real
time
In-built failover
and recovery
capabilities
prevent any
downstream
failures
100% uptime
Integrated
documentation and
workflow, lowering
audit time
Source: Mindfields
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3.2 How does it differ from

traditionalautomation?
RPA has several features which set it apart from traditional
automation initiatives implemented by organisations
in recent years. RPA technology typically embeds, or
integrates with any IT application (including legacy
IT systems) at a granular level without replacing the
underlying IT applications. For service providers, RPA
solutions can be highly effective in managing transaction
intensive back-office operations, where RPA applications
or virtual FTEs are programmed to replicate human

actions. Thisincludes using multiple data sets and
feeding them into IT applications on a real-time basis,
exactly as a human operator would do. RPA applications
are configured based on each the unique requirements
of each process and embedded with customised
businessrules.
So, with little or even no room for error, RPA-based
process activities are close to 100% accurate and
comply with all regulations, wherever applicable.
Table 1 Key factors that makes RPA different from traditionalautomation

Robotic Process Automation (RPA)
Traditional Process Automation
Technology agnostic Requires no change in existing

ITinfrastructure. Replicates human behaviour and works
across disparate IT systems seamlessly
Dependent on technology infrastructure requires

customisation and integration with existing
enterpriseinfrastructure
No complex integration as RPA platforms leverage existing

enterprise application systems
Involves significant integration with enterprise IT systems

(e.g.CRM and ERP) often comes at a high cost and impacts
speed of implementation
Fast deployments ( around 3-15 weeks) as no complex

integration required
Typically long deployment times as business process

improvements, data integrity checks and other steps
are required before integrating automation tools with
enterprisesystems
Component functions can be re-used to develop other

robots customised for managing process loads with no
impact on productivity or efficiency
Inter-operability of resources and components is minimal

and happens on a case-by-case basis
Lowers cost of implementation quick to deploy, no

integrations, no human intervention, and a focus on
continued improvement
Considerable investments in ensuring smooth go-live owing

to complex integrations, change management, process reengineering efforts and other factors.
Business process and flow charting skills required to

design robots and easy to modify in real-time relatively
low cost
Requires highly skilled process experts to identify business

process improvements on an ongoing basis
Highly scalable: operates in a virtualised environment and

can be scaled up or down based on service demand on a
real-time basis
Not highly scalable as compared to robotics software:

requires some level of intervention in re-aligning demand
requests based on business requirements
Can be deployed anywhere onshore, off-shore

or near-shore
Deployment location typically needs to be considered on a

case by case basis preferably managed and operated from
offshore delivery centres to keep costs down
Steps and Actions taken by RPA tool is visible to

humaneye
Steps and Actions taken inside automation tool is not visible

tohuman eye
Audit trails and logging of actions performed can take

place in real-time. They are consistently maintained and
easily accessible
Audit trails are often not maintained
Example: Automating invoice processes and claims

administration in an insurance company
Example: Large-scale Business Process Management (BPM)

implementations
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Traditional or platform based Business Process

Management Systems (BPMS) are aimed at improving
IT architecture by allowing a high degree of flexibility in
automation and process management capabilities and
form part of the core IT enterprise environment.
Robotic automation, on the other hand, does not
compete against these platforms, but in fact, extends and
complements BPMS and SOA initiatives as it sits on top
of existing IT systems and applications. RPA is particularly
effective on small to mid-sized automation initiatives,
requiring quick turnarounds and high levels of agility,
where bringing in rapid productivity and cost efficiencies
are among the primary factors for driving automation
initiatives internally, or for client organisations. RPA is also
highly applicable for larger scale automation initiatives
where the set-up time may be longer, however the benefits
may also be substantially greater.
As indicated above, currently robotic platforms focus
only on rule-based processes/activities. In such cases the
current functional capabilities of RPA may not be able to
offer a suitable solution to businesses. However, this area
is evolving and the possibility of developing smart robotic
automation solutions is not far away. Leading RPA software
vendors are expected to build and enhance capabilities
in the coming years combining further advances in RPA
capabilities with self-learning and artificial intelligence.
3.3 Where and how can RPA add

value? Sectors, processes and benefits
RPA solutions are typically deployed in organisations
which engage human resources on a large scale for highvolume, transactional and repetitive process oriented
tasks and activities.
The key processes best suited for RPA tend to:
be highly rules-driven (e.g. F&A, HR, and
orderprocessing)
be data-entry, comparison and validation intensive
use several desktop systems involving multiple
application tools (Web applications, Excel and
enterprisesystems)
be problematic to send offshore or require
quickturnaround
have high transaction and processing volumes
be highly prone to error
Almost all the functional areas being automated
have gone through extensive workflow, process and
compliance standardisation over the past few years
by adopting industry best practices and transferring
knowledge. Implementing RPA solutions has resulted in
more efficient re-alignment of human resources. It has
also resulted in a vastly improved customer experience
for both internal and external customers.
KEY PROCESSES
Figure 4 Functional areas where RPA can deliver benefits today
Human Resources
Finance & Accounting
Customer Services
Payroll Administration
Invoice Processing
Query Management
Benefits Enrolment
Accounts Receivable (OTC)
Billing Support
Employee Data Management
Order Management
Complaint Management
Claims Management
Procurement/Sourcing
Order Processing
Application Tracking
Accounts Payable (PTC)
Subscription Management
On Boarding/Off Boarding
Records to Report (RTR)
Helpdesk Management
Routine Query Management
Billing Management
Sales support
REPETITIVE, RULE-BASED, LOW SKILL TASKS
Source: Mindfields
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Key focus verticals where RPA is playing a significant role

in bringing in process efficiencies include:
RPA is already delivering significant cost and operational

benefits for typical back office processes and functions
including finance & accounting (F&A), order management
and customer services management. Our service providers
surveyed ranked these three areas as being of the most
interest to client organisations considering RPA.
Highly regulated verticals such as healthcare, banking,

financial services and insurance
Telecommunications
Figure 5 is based on the Ranking of the functional areas in

which application of RPA is the most suitable by service
providers participated in our survey. They can be classified
as low hanging fruits which can be benefited in the first
phase of RPA initiative. Mostly these functional areas are
experimented for Proof of Concept pilots to test RPA
appetite of an organisation.
Utilities
Mining
Travel
Retail
All of these verticals have significant levels of rulebased, high volume, back-office transaction processes.
These involve a large number of human operators
(primarily operating from offshore delivery centres)
and servicing client organisations spread across various
locationsworldwide.
Figure 6 is based on the Ranking by the service providers

of the verticals which are early adopters of RPA based
on the number of live RPA engagements and Proof of
concepts pilots undertaken by them. (based on responses
provided by service providers to our survey).
Figure 5 Ranking of key functional areas by service providers for the RPA
7
6
5
4
3
2
1
0
Rank 1
Rank 2
Rank 3
Rank 4
Rank 5
Rank 6
Claims Management
Order Management
Human Resources
Finance & Accounting (F&A)
Rank 7
Rank 8
Rank 9
Customer Service Management
Source: Mindfields RPA Survey
Figure 6 Ranking of key verticals with the most potential forRPA

6
5
4
3
2
1
0
Rank 1
Telecom
Rank 2
Banking
Rank 3
Rank 4
Insurance
Rank 5
Healthcare
Rank 6
Logistics
Rank 7
Rank 8
Manufacturing
Rank 9
Retail
Rank 10
Aviation
Source: Mindfields- RPA survey
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Table 2 RPA benefits delivered today

Key verticals
Sector-specific benefits of RPA
Cross-sector benefits of RPA
Banks
Automating credit card fraud management

including account closures and
chargebackprocesses
Enhance transaction processing

efficiencies (~3040%)
Ability to meet seasonal peaks, enhanced

customer query resolution timeframes,
accuracy and compliancy levels and reduced
FTE requirements
Insurance
Near 100% accuracy levels

Cut down existing backlogs to close
to zero levels
Consolidating multiple legacy systems,

policy books having different data
conventions and operating formats onto a
single system
Significantly lower manual efforts

(~40-50%)
Significantly lowering IT support costs
Faster implementation TAT

(~4-12 weeks)
Enhancing supplier collaboration in bulk

payments and recoveries typically involved
in motor insurance claims
Healthcare
~30-40% overall increase in

productivityimprovements
High levels of scalability

FTE rationalisation (>20%)
Embedding RPA in labour-intensive, error

prone processes (e.g. claims administration,
enrolment and eligibility, billing and
payments, and patient scheduling)
Bringing benefits such as billing and
payment efficiencies, accelerated workflows,
enhanced data quality and compliance, and
optimised claims management processes
Consumer Packaged
Goods (CPG)
Automating manual processes in data

extraction and validation processes (e.g.
order management and reporting )
Automating data transformation of multiple
input files received from multiple systems
(e.g. ERP)
Capital Markets
Automating the redemption of funds from

stocks and shares
Enhancing customer satisfaction levels
Source: Mindfields Analysis
Please also refer to Section 12 for detail Use and Case Studies for the processes for which RPA can be implemented.
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3.3.1 Areas where RPA can offer benefit going forward

across industry sectors and specific functional areas
With permission and approval from Cognizant, we have taken data from its
survey of key buy-side decision makers. This comprised 437participants,
representing companies with $500 million to $3 billion inannual revenues.
We have provided the following graphs as estimates of:
cost savings RPA could achieve across a number of industry
sectorsandspecific functional areas
how cost savings are expected to increase in the next 3-5 years
asRPAcapabilities mature and become more sophisticated.
Figure 7 Estimated cost savings that can be achieved through RPA

Keyprocessesandverticals
Key Horizontal Processes
Front office functions
26%
35%
55%
Supply chain
17%
25%
40%
Customer management and sales
14%
22%
34%
15%
26%
40%
Human Resources
13%
20%
39%
From 1 year ago
Expected in 12 years
Source: Cognizant , Mindfields analysis
Across key horizontal functions, we expect decision makers to see minimum cost savings of
13% as compared to a year ago (since RPA implementation). Over a three to five year period,
we expect these cost savings to grow to over 30% across key RPA centric functions (F&A,
human resources and supply chain). In some areas, we expect improvements of over 50%.
Banking Sector
Back office / support functions
19%
30%
43%
Middle office functions
0%
35%
40%
26%
35%
55%
Front office / customer facing functions
From 1 year ago
Source: Cognizant, Mindfields analysis
In the banking sector, middle office functions (e.g. claims coding and transaction processing)
are expected to realise the highest cost savings through RPA in the medium (1-2 years) to
long-term (3-5 years). Other back-office functions will continue realise over 19% cost savings
from a year ago (since RPA deployment).
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Insurance Sector
Risk, fraud and compliance
21%
41%
49%
Claims management
21%
35%
53%
Policy service and contract administration
18%
22%
46%
New business underwriting / customer service
12%
25%
39%
From 1 year ago
The insurance sector, which continues to remain highly regulated as is the banking sector,
will realise the most cost savings (over 20%) in the risk, fraud and compliance and claims
management processes through RPA, rising to over 40% in the next two to five years.
Healthcare Sector
Member / provider customer support
17%
30%
47%
20%
29%
40%
Fraud and abuse services
11%
28%
39%
Overpayment recovery services
11%
22%
39%
Claims coding and processing
28%
34%
41%
Enrolling and billing services
20%
37%
50%
Medical management
From 1 year ago
In healthcare, claims processing consumes a significant amount of time, effort and

manpower across markets worldwide. With a centralised, enterprise-wide rule-based
process oriented system already established, RPA can:
help significantly drive down operational costs
improve accuracy and turnaround time
enhance end customer experience
significantly lower the possibility of claim frauds andlitigations.
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3.4 Whats next for RPA?

Large IT/BPO organisations are developing advanced
in-house RPA tools and partnering with third-party
automation software vendors to offer the best mix of
automation solutions to clients. Currently, most RPA
platforms focus on automating rule-based tasks, but
we expect significant advancements in embedding
knowledge or judgement based capabilities in RPA
systems. Additionally, mature technology providers are
developing and deploying advanced machine learning and
artificial intelligence solutions that are self-managing, selfoptimising and self-configuring.
NOTES
Some key developments include:

1.
Embedding self-learning capabilities that allow robotic

software to automatically discover errors and correct
faults without human intervention
2. Cognitive capabilities that enable statistical analysis

from multiple inputs/scenarios thereby enabling robot
applications to understand unstructured data, perform
analyses and manage query resolutions seamlessly
3. Growth in technology partnerships to drive continuous
platform innovation in advanced judgmental decision
making capabilities by encompassing cloud, Big Data
and machine learning technologies
4. RPA would assist the service providers to disconnect
the processes from system. It would give them
economy of scale and more efficiency as they would
not have to employ resources specific to clients
systems/applications
These are substantial and powerful advances which will
help enable RPA to become even more widely applicable
and deliver substantial cost savings, in some cases
over50%.
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CURRENT STATE OF RPA IN THE MARKET
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04
What is the current state of RPA in the market
and what is holding it back?
There has been a steady increase in RPA-enabled integrated IT/
BPO engagements in the last year, some at proof of concept stage.
Automation capability is now being adopted across all regions, and
expanding from manufacturing into the services sectors. However,
automation deployment has been limited by high set-up costs and
lower labour costs, especially in off-shore locations.
The market is still nascent, but client organisations are
expecting their service providers to embed their RPA
capabilities, a move which will reduce costs by around 3050% and improve the accuracy of rule- based processes
and tasks. IT/BPO service providers are trying to fully gauge
the impact of embedding RPA solutions into their service
offering. We expect 2016 to be the year when RPA becomes
a buzzword and even a game-changer for service providers.
The potential for significant process efficiencies, cost
improvements and flexibility in managing projects
will be tremendous but the scale and complexity of
implementations is currently limited.
4.1 Current limitations in RPA technology

A number of enhancements will help drive adoption, but
RPA technology still needs to undergo further R&D to help
overcome some current limitations.
Capturing inputs from diverse formats: Deploying robots
to read through different formats remains a challenge.
Robot applications cannot, for example, read or capture
data from scanned images including handwritten content
without using OCR technology. Advances in self-learning
and artificial intelligence, combined with integrating current
RPA capabilities with more sophisticated input devices such
as OCR technologies, will open up a significantly broader
set of processes. We expect this will make the RPA business
case look more attractive and open up to areas which use
scanned images, including insurances claims and invoices.
Frequent changes in business rules and operating

procedures: Currently, the effectiveness of RPA
technology diminishes when the frequency of changes
in business rules varies on an ongoing basis. RPA
platforms perform at optimal levels when standard
operating procedures are well defined and undergo
minimal changes. In processes where the rules keep
changing, the level of re-work on re-programming
robots to incorporate the changes goes up. This means
additional investment in coding, testing the changes and
re-deploying the robots in live environments. This can
impact productivity and efficiency, and require frequent
human intervention to manage exceptions and reprogram the robots.
Most of these issues will be addressed over time as
automation software vendors continue to innovate,
improvise and incorporate new functionalities
and features into subsequent generations of their
RPAplatforms.
Processing unstructured email content: Free format

email communications between supervisors and process
managers with agents have a high degree of unstructured
data. This makes it difficult for robotic applications to
capture or comprehend information without human
intervention. Advances in AI, self-learning and analytics
capabilities will make it easier to integrate RPA into
such systems and automate processes reliant on such
unstructured data.
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NOTES
4.2 Factors impeding rapid adoption ofRPA

Service Providers, some in conjunction with RPA software
providers, are working jointly to address the current limitations
of existing RPA technology, but there are other factors impeding
more rapid adoption:
1.
Industry standards are still being developed. RPA has only

recently emerged as a recognised offering and well-defined
industry standards are yet to be formalised.
2. RPA initiatives are being adopted in pockets, typically among

early adopter organisations that can see the benefits in
their environments even while industry standards are still
beingdeveloped.
3. Many enterprise buyers are cautiously waiting on the
sidelines, keen to develop a deeper understanding of this
rapidly emerging area, how it applies to their business
environment, and how the business case stacks up before
they take the plunge.
4. The current wave of RPA is only applicable to a narrow scope
of services, namely, simple rule-based processes, typically
with a high level of human involvement. Much of this can be
replaced by RPA and offer a relatively quick payback.
5. Existing multi-year BPO contracts which are primarily
structured on a labour arbitrage model may act as blockers
for RPA implementation until contracts near expiry or are due
for renewal.
6. Some service providers are reluctant to push RPA too hard at
this stage for fear of cannibalising existing revenue streams.
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05
THE RPA ECOSYSTEM
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05
The RPA Ecosystem
The drivers for adopting RPA are compelling, so much
so that the overall RPA market is projected to grow by as
much as 60% annually over the next few years.
5.1 Major service providers

We expect adoption to be high and offer substantial upside
in environments with relatively high labour rates, as well
as areas where outsourcing and off-shoring have been
limited due to local political or cultural barriers. Core RPA
capability and toolsets have been largely developed by a
small group of specialist software vendors.
Traditional IT and BPO players have now recognised the
importance of RPA and are moving into this space quickly.
Many are licensing tools from specialist software providers,
and some are developing their own tools. Some service
providers are becoming resellers of third-party specialty
automation tools, which is impacting their margins and
their value proposition to their clients. This will change

soon. As RPA continues to evolve, partners are becoming
competitors and vice-versa. As the market matures, we
expect to see some mergers and acquisitions amongst the
specialist software providers.
The global RPA market has continued to witness high
levels of growth over the last two years. According
to a recent report published by Transparency Market
Research, it has been estimated that the global IT robotic
automation market will reach US$4.98 billion by 2020,
fromUS$183.1million in2013.
Figure 8 Global RPA market forecast (2013 -2020)
CURRENT MARKET SIZE
PROJECTED OPPORTUNITY
KEY DRIVERS
Global IT robotic automation market

valued at US$183.1 Mn (2013)
North America and Europe biggest

adopters. Australia is catching up
very rapidly
Expected to reach $4.9 Bn by

2020 (CAGR: 60%)
Increasing awareness and

adoption levels to spread
beyond core markets
Operational efficiencies
In-sourcing as a strategy
FTE reductions
Enhanced compliance, quality,
performance and uptime
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Over the last year or so, there has been a significant growth
in RPA implementations across the BPO environment.
There is potential for expansion to other areas in the IT
services sector where key existing processes and tasks
could deliver significant efficiencyimprovements.
NOTES
Geographic trends
We expect to see the highest level of RPA adoption in
Europe. A conservative approach towards outsourcing
and off-shoring has left European organisers with higher
costs than their international competitors. The North
American buy-side market is also witnessing significant
growth. This is driven by a highly competitive environment
which is motivating existing players to explore operational
improvements. As a result, RPA software vendors are
partnering with IT/BPO service providers. Going forward,
we also expect to see significant growth in Asia Pacific
and the ANZ market which is generally six to nine months
behind of US and European markets in terms of adoption
of newtechnologies.
Embedding RPA in sales pitch and

valueproposition
In a rapidly evolving market, enterprise buyers are
becoming more knowledgeable and more willing to
consider new service providers who can provide value
propositions at lower costs. Buyers are increasingly
aware of what RPA can do, and they are actively seeking
out service providers with RPA capabilities to bring
in transformational improvements in their back-office
operations quickly. This is driving the larger established
global IT/BPO service providers to re-align their business
models to include RPA-based solutions. This then enables
to match competitive bids during contract renewals from
other RPA-driven service providers.
Increasingly complex business processes

andfunctions
Client organisations are increasingly expanding beyond
their core markets. This creates an ever more complex
DNA of business processes and functions. Large ERP
systems have longer implementation cycles which need
human intervention and continuous change management.
It has become imperative for global businesses to invest
in evolving technologies that address these problems
more effectively. The advent of RPA provides a promising
opportunity to leverage new technologies to operate and
manage certain business processes more efficiently right
from their onshore location at a fraction of the cost.
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The RPA ecosystem has been described as follows:

RPA ecosystem components
Examples
A. Independent specialist RPA tool/software vendors:
Blue Prism
a.
These providers are automation-centric software companies that focus on

developing proprietary RPA tools/platforms. They also develop other automation
solutions including Big Data analytics and cloud based solutions.
IPSoft
Automation Anywhere
b. Their Go-to-Market strategy focuses on partnering with client organisations and

third-party IT/BPO service providers.
Automic
c.
UIPath
They offer specialised RPA consulting, implementation, training and staffing

solutions to clients.
Exilant
OpenSpan
Samyutam
B. Service providers with only own RPA tools and capabilities:

a.
WNS
These IT/BPO providers have or continue to develop RPA capabilities in-house.
b. They have the necessary management buy-in, highly skilled talent pool, process
excellence capabilities and a broad portfolio of large client organisations.
c.
They are mature and confident enough to forge ahead and develop their own
IP-based RPA platforms without needing to partner with third-party RPA
softwarevendors
C. Service providers that partner with specialist software providers:

a.
Primarily BPO providers who have partnered with third-party RPA software
vendors (e.g. Blue Prism and IPSoft) to build and expand their RPA capabilities.
IGATE
Tech Mahindra
b. These providers have strong domain and process excellence capabilities (especially
in the BPM domain) across industry verticals, but are not quite so mature in the
ITspace.
c.
Their Go-to-Market strategy is focused on establishing RPA capabilities through

partnerships with specialists, rather than spending considerable time, effort and
money in developing their own RPA platforms.
D. Service providers with their own RPA tools as well as partner with specialist RPA
software vendors:
a.
This is the largest category in the RPA ecosystem where IT/BPO providers have not
only developed their own IP-led platforms/tools, but have also established strategic
partnerships with third-party RPA software vendors.
b. Service providers in this category are quite mature in their automation and service
delivery capabilities. They are experienced in driving process and operational
improvements across business processes. They continuously focus on and invest in
developing proprietary solutions.
IBM
Genpact
EXL
Infosys
HP
Cognizant
Wipro
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Figure 9 RPA Ecosystem
BUY SIDE / CLIENT ORGANISATIONS (ENTERPRISE BUYERS)
EXPERIMENTERS
EMERGING PLAYERS
MARKET SPECIALISTS
IT/BPO vendors currently
Specialist vendors focused
Global IT/BPO vendors well
Typically engaging in small

internal / external pilot
automation projects to
gauge efficiencies before
going fullscale
Slow adoption levels owing

to wait and watch policy
on RPA success rates
Yet to embed RPA in their

existing / future IT /BPO
contracts
on RPA as a growth driver
In-house developed
established in the market
Focus on value driven
scalable process
automation tools
Primary focus on basic to

mid level process
efficiencies focused on
reducing / eliminating
labour costs
Reusable tools based on

learning from past deals
Implementation strategy
small to average process
automation projects
outcome based
implementations
incorporating artificial
intelligence and automation
Highly flexible and agile:

rapid deployment and
execution capabilities
internally and at client
locations
Implementation strategy
large transformation
projects as well as internal
process and quality
initiatives
IT / BPO SERVICE PROVIDERS
exploring robotics
automation as a process
optimisation strategy
INDEPENDENT RPA SOFTWARE PROVIDERS AND CONSULTING FIRM

Third-party software vendors who develop, sell
and implement RPA software platforms / tools,
e.g. Blue Prism, Automation Anywhere, UIPath,
Automic and IPSoft
Typically partners with service providers, value

added reseller partners, OEMs as wells as
directly implements RPA solutions at clients
back office functions
Source: Mindfields
Automation has existed in different forms for quite

some time, especially in the IT industry. Major IT players
are continuously investing in R&D initiatives to create
advanced AI-based automation systems for large-scale
engagements with clients across industry verticals and
business processes.
However, they have primarily focused on IT support,
application development and management, remote
infrastructure management and testing. A large share
of repetitive, rule-based activities has been automated.
This has reduced human involvement and significantly
reduced error rates. These automation tools have
contributed to significant cost and productivity
improvements, thereby enabling them to move up
thevalue chain at a faster pace.
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More recently we have seen increased activity among

BPO service providers and third-party automation
software vendors, each vying to gain market share and
create incremental business value for their clients. This
is a relatively new area and players in the ecosystem are
beginning to recognise its value. As the market matures,
we expect to see some mergers and acquisitions amongst
the specialist software providers.
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5.2 Types of client organisations

The client/buy-side organisations for RPA can be classified into the following
categories depending on the ownership structure and maturity of their outsourcing
journey. The target operating model will be different for each type. It will also
depend on the complexity and sensitivities around processes.
Table 3: Type of buy side organisations
Type of Buy side organisations
Profile
Private sector shared services

and Captives (onshore/offshore)
Private or publicly listed client organisations having mid to large scale

shared services/captive operations at offshore or onshore locations
Includes organisations with hybrid sourcing models, e.g. some
processes are managed in-house and other processes outsourced to
service providers
Organisations who have

alreadyoutsourced
Private or publicly listed client organisations who have already

partnered with third-party service providers
Pricing engagements typically range from FTE-based to transaction
based model
Organisations who have

notoutsourced
Private or publicly listed client organisations who are yet to outsource

service delivery of key functions (e.g. F&A, customer service and IT) to
third-party service providers
Public Sector Shared services
Government or public sector client organisations which operate

and manage service delivery of key functions in-house or by other
government-owned (fully or partially) entities
Have not outsourced any functions to service providers
Have extensive human workforce to provide support services across
functions
Have limited budgets to develop internal human resource capabilities
or invest in disruptive technologies
In-house front and back offices

of service providers
In-house front and back office function of service providers to manage

support functions across the organisation (e.g. IT, customer service,
HRand F&A)
All the service providers covered in our research survey have
implemented RPA tools internally in various processes
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5.3 Types of consulting firms

There are different types of consulting firms in the RPA ecosystem. We expect that
there might be consolidation when the major consulting firms venture into RPA
advisory domain in the next six to nine months.
These firms have been classified as follows:
Table 4: Type of consulting firms
Type of Buy Consulting Firms
Particulars
Niche advisory firms
Pure RPA advisory firms are emerging in North America and Europe but mostly are
less than 50 resources
Advisory and RPA tools

Channelpartners
Most third-party RPA tool providers have channel partners. These channel partners
package RPA tool licenses with their advisory services around an implementation plan,
change management and governance framework
Educational and training model
A few RPA tool providers also package training services along with license fees. Their
strategy is to focus on revenue from license fees only. Training is imparted by them to
make the implementation and RPA journey of their clients easier and simpler
Conventional consulting firms
Big 4 accounting and advisory firms are currently adopting a wait and watch
strategy before offering RPA advisory services to their clients
Consulting arm of service

providers
Most leading service providers have an in-house consulting arm to provide advisory
services on their tools. They are also getting training in third-party RPA tools
to provide advisory services depending on their partnership model with RPA
toolproviders
NOTES
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THE IMPACT ON OUR LABOUR MARKETS
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The impact on our labour markets
The expected cost savings of RPA are dramatic and will be hard to
ignore, but RPA will have a significant impact on labour markets, leading
to a change in hiring strategy and the mix of staffing required. In the
short term RPA will enable job transformation not job replacement.
In processes where RPA is introduced, a number of staff
will become available to be deployed on non- routine
roles. Service providers will, in most cases, want to retain
their staff as best as possible and explore various options
of doing so. These include:
1.
Re-skilling existing FTEs on new roles and job

responsibilities (people skilled in implementing,
managing and maintaining robots) through learning
and development programmes (in-house or through
partnerships with specialised RPA consultancy firms).
2. Partnering with reputed global or regional

engineering and technology institutions to embed
advanced IT skills in existing curricula which their
staff may then be considered for.
3. Staff reduction strategies will also be required
where staff members are not able to be trained for
other roles, to ensure the service providers maintain
competitiveness.
Service providers will also need to review their strategies
for new hires. There will be a shift from hiring low-skilled
resources to more qualified professionals e professionals
will benefit from having experience in disruptive
technology domains including automation, process
improvement, governance and compliance, cloud,
mobility, analytics and social media.
Impact of RPA on onshore market short to medium term

Short to medium term
Increased in-sourcing of functions and processing
High-volume, transaction roles to become redundant
(low level, low skill)
Need for operational and lower to middle management
roles to manage, report on and configure the robotic
process
Long term
Changing business models more functional
areas are expected to come under the purview of
RPA as maturity, scale and platform functionality
enhancements continue to grow
Considerable replacement of humans by robot
applications on both routine and non-routine, manual
and cognitive tasks
More robots would be employed onshore as earlier
sensitive and untouchable processes can now be made
more cost effective
As the focus shifts to a small number of higher valueadding roles, HR will increasingly have to re-structure
employment contracts, agreements and work/skill
requirements including appraisals and rewards and
recognition structures with staff in impacted areas
Re-deploying human resources (who are displaced by
RPA platforms) on non-routine process roles in IT or
other internal functional areas (e.g. experts in process
automation, continuous improvements)
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Impact of RPA on offshore market short to medium term
NOTES
Short to medium term

Elimination of high volume, repetitive, rule-based job roles
impacting low-skilled workforce
Increased cross-training or up-skilling of FTEs on new job roles
and responsibilities through internal training programs, especially
in offshore delivery locations such as India, Philippines and select
provider markets in Eastern Europe and Latin America.
Long term
Re-deploying human resources (who are displaced by RPA
platforms) on non-routine process roles in IT or other internal
functional areas (e.g. experts in process automation, continuous
improvements) through in-house re-skilling and cross training
initiatives (primarily for lower management roles)
Realigning middle management supervisory roles with other roles
including managing client relationships, monitoring and managing
the RPA environments or robot applications and associated
support teams, e.g. to update, test and oversee the performance of
the software robots, meeting changing business needs.
Figure 10 FTE impact post RPA implementation
40% FTE redu

ctio
n
ste
ad
y
ate
st
Original state: 100% FTE involvement
100%
60%
Workforce reduction on
low skilled job profiles
(e.g. data capture,
extraction entry,
helpdesk support,
reporting etc.)
Time: 12 years for full scale cost and FTE

reductions post RPA deployment
(onsite / offshore or near-shore)
Source: Mindfields
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SERVICE PROVIDERS LANDSCAPE
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Service providers drivers, hiring impacts,
benefits and RPA maturity
Outsourcing service providers are interested in replicating the
concept of RPA on multiple project engagements across verticals.
Although at this stage the scale and frequency is minimal,
ithas clearly made the early adopters of RPA more confident
in spreading their army of robot applications across other
functionsand processes.
This is directly driving their non-linear revenue growth
opportunities. To substantiate this, around 43% of the
service providers who participated in our study have
witnessed FTE reductions of over 20% as a result of RPA.
Figure 11 Average FTE (%) reduction as a result of
RPAimplementation
Less than 5%
14.3%
7.1%
5%10%
10%15%
More than 20%
35.7%
NA
Other (please specify)
42.9%
Source: Mindfields RPA survey
RPA is acting as a game changing initiative in building the

next level of operational excellence capabilities internally,
which directly becomes a sales strategy for additional
business with existing and/or prospective clients. In
some cases, the additional business may result in the
cannibalisation of existing revenue streams but service
providers are recognising that this is inevitable. Any
reluctance to do so may risk losing existing clients to the
competition. Conversely, this could also be a strategy to
win back previously lost clients.
Lets take the case of a BPO service provider. With
increasing competition against players adopting RPA,
a typical service provider will need to lower its costs by
~40-50% to be able to deliver a measurable return in
efficiencies to its clients and make a respectable margin .
Now, under such circumstances, backed up with
increasing pressures of wage inflation and currency
fluctuations, BPOs are banking on disruptive technologies
that enable them to revamp their existing service delivery
models to expand their non-linear growth plans. An RPA
enabled solution may not incorporate an FTE-based
assumption, but rather go immediately to a transactionbased model. This then opens up outcome-based pricing
opportunities on other complex project engagements.
This is where RPA has got the entire market excited,
especially with the larger Tier I service providers which
have global delivery capabilities worldwide.
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7.1 Key drivers for increased adoption of RPA among service providers
Some of the key drivers resulting in increased levels of RPA adoption initiatives among service providers include:
Figure 12 Key Drivers for service providers
Wage inflation and rising overhead costs

impacting 100% human FTE based projects
COST PRESSURES
Break dependency on linear growth model
Strategic re-deployment of talent from low skilled,

routine, rule based tasks
RESOURCE RATIONALISATION
Manage FTE skill building to meet new demand from

clients Move up the value chain
Competitive pricing pressure on similar low skilled

project engagements
COMPETITION
Enhance operational excellence and focus on

non-linear growth
Deliver robotic automation enhancements in relatively

short timeframes
SHORT TIME-TO-MARKET
Typical for short, low value projects requiring quick

turnaround time
No compulsory offshoring as robot software deployable

POLITICAL/BUSINESS/REGULATORY
ATTRITION
anywhere at similar costs
Resolves typical operational challenges with offshoring
Reduces impact of high attrition rates (~20-25%) in the IT/BPO sector

This in turn helps to reduce high risks and costs associated with attrition
including impacts on quality, additional training/re-training costs etc.
Integrating RPA into their delivery models thereby enabling

BETTER DEAL COVERAGE
them to pitch and secure new deals previously not thought

about, owing to pricing and profitability concerns
Deliver innovation-driven process transformation solutions
Source: Mindfields
For service providers, the new age model will primarily

comprise of a virtual workforce (irrespective of location)
comprising of RPA tools supported by a small team of
robot trainers along with a skeletal team responsible for
handling exceptions (flagged for human intervention) at any
point of time. The highly scalability of RPA solutions enables
the virtual team to be able to respond rapidly to spikes
on service demand (without impacting on performance).
Further, the RPA solutions can be re-programmed on
a real-time basis to deal with new demands driven by
business needs. The trainers are responsible for embedding
rule-based algorithms to conduct repetitive tasks thereby
providing the basic feed for robot FTEs to follow protocols
accordingly without any errors.
7.2 Hiring impacts expected among

service providers
Service providers have been undergoing significant margin
pressures over the past few years. Tier I IT/BPO companies
have already started investing in disruptive technologies,
especially in the areas of advanced automation, analytics
and advanced machine learning / artificial intelligence
solutions. In turn, this is driving non-linear revenue growth
opportunities. As these new technologies take over certain
roles previously done by humans, it becomes imperative
for service providers to devise well-planned HR transition
strategies for affected job roles.
Service providers who have started leveraging RPA in

their services portfolio have the potential to significantly
increase value for their clients, helping to offer a stronger
value proposition for clients and set them apart from their
competition. It also can potentially reignite the interests of
the clients lost earlier to the competition.
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Some of the key impact areas that service providers

are expected to observe as a result of RPA led
implementationsinclude:
Revamping existing hiring strategies there will be
a shift from traditional commoditised hiring roles to
on-boarding higher skilled professionals with skills in
new technology domains, for example analytics, digital
technologies, mobility and social media.
An increased cost of hiring to meet growing
requirements for more specialised skill-sets. This will in
turn mean higher compensation benefits as compared
to current roles being displaced.
A decrease in client- led training requirements on low
skilled roles as project engagements continue to shift
towards an outcome driven approach. Clients will also
demand from service providers to provide skilled and
experienced FTEs on high value complex projects,
rather than train low-skilled entry level professionals at
lower FTE pricing levels.
The need for service providers to proactively develop
their employee skills and expertise base through
established training academies or partnering with
reputed institutions to cross train or up-skill affected job
roles (displaced by RPA systems), especially at lower
management level.
As per recent NASSCOM data, rate of net addition of
employees of top major outsourcing organisations in India
is slowing down over last 4 quarters.
7.3 Benefits from RPA

Serviceproviders
Some of the key benefits that service providers are
expected to gain from RPA include:
Scalability: RPA solutions can be rapidly scaled up to
meet significant demand over and above the normal
levels. For example, there might be a rise in customer
orders as a result of festive season flash sales by a
retailer. In such situations, robotic FTEs can be rapidly
scaled up and down on demand operating under any
jurisdiction (onshore/offshore/near-shore).
Significant cost reductions: Robot FTEs work full
time without any breaks and at much lower costs as
compared to offshore resources deployed in low cost
markets. Furthermore, the training turnaround time and
making them ready for live environment is significantly
less as compared to human FTEs
Self-build capabilities: There are no requirements for
any specialist IT expert. The service providers robotics
automation competency unit typically provides the
necessary code building tools and requirements.
In addition, all components are re-usable based on
businessrequirements, further easing the ability to
buildRPA capabilities
New business negotiations/sell strategy: For service

providers, RPA becomes an attractive selling proposition
as they are able to fundamentally shift from the
traditional labour arbitrage model to incorporate RPA
as the next marketing strategy in bringing in cost and
productivity improvements.
Leverage existing talent: Helps free up existing resources
from mundane repetitive tasks to do more customer
facing, relationship building and other high value adding
activities including process improvement.
Governance and reporting: RPA platforms are highly
secure and can maintain extensive audit trails for
compliance and governance teams to monitor and track
each activity on a real-time basis, thereby adhering
to strict governance controls. Around 70% of the
service providers interviewed as part of the study have
established well defined governance frameworks for
managing, implementing, monitoring and measuring
RPA led initiatives.
Improved process analysis and improvement: The
detailed audit and reporting capabilities also result in a
more detailed understanding of process issues and aid
rapid resolutions.
7.4 Service Provider Maturity

Assessment
Service providers are strategically aiming for non-linear
growth in the next five years. RPA is one of the initiatives
in this direction. Majority of the service providers are
using different definitions and nomenclature for their RPA
initiatives but based on their survey responses, it is now one
of their top priorities.
As per our survey, 64% of the service providers have
partnered with third-party RPA software vendors. A few
integrated service providers (service providers with IT and
BPO offerings) are offering in-house RPA tools only. These
tools are rapidly evolving to meet client requirements
but they require higher degree of customisation. Other
integrated players in partnerships with third-party tool
providers are also developing in-house automation tools
to reduce dependency and mitigate risks. Some pure play
BPO service providers have developed in-house automation
tool for the verticals in which they have strong offerings and
are using third-party automation tools for other verticals.
Third-party RPA software vendors are also seen as lucrative
acquisition targets. Ratings for service providers who are
currently depend (solely or partially) on third-party tool
vendors would change if their competitors acquire these
third-party RPA tools vendors. Service providers that have
only in-house tools have budgeted and earmarked large
investments to enhance their functionalities to compete
with third-party automationtools.
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7.4.1 Assumptions made for service provider ratings

1.
Ratings are based on subjective assessment of evaluation

parameters for each service provider.
2. Service provider also not inclined to disclose competitive

information e.g. M&A strategies for inorganic growth in
RPA. Hence our ratings are restricted and limited to the
information disclosed to us.
3. Automation of pure IT processes such as testing, software
development and application maintenance and support have
been excluded from the evaluationprocess.
4. Our evaluation does not cover the in depth functionalities
ofautomation tools (in-house or thirdparty).
5. Case studies provided by service providers are not audited
orvalidated by us.
7.5 Our findings from research

Service providers have been assessed on a wide range of parameters including delivery and execution
capabilities, scale of operations and technology prowess as well as marketing and sales aggressiveness
in the RPA space.
Figure 13 RPA service provider maturity assessment matrix
high
MARKET SPECIALISTS
Genpact
Sutherland
Cognizant IBM
EMERGING PLAYERS
Wipro
MARKET VISIBILITY
Infosys
HP
EXI
WNS
Dell
EXPERIMENTERS
Tech
Mahindra
iGate
low
low
DELIVERY AND EXECUTION
high
Source: Mindfields
Note: The maturity assessment matrix covers only those service providers who participated in our survey,
and does not include other service providers that may have extensive capabilities in the RPA space
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Score Definitions
7.5.1 RPA service provider Maturity

Assessmentdashboard
Service providers falling under High rating come under

the Market Specialists category. These organizations
are highly mature service providers in the RPA service
provider landscape
The RPA service provider Maturity Assessment dashboard

provides a snapshot of the maturity, experience, expertise
and scale of robotic automation initiatives that makes them
attractive in the RPA service provider landscape.
Service providers falling under Medium rating come

under the Emerging Players category. These providers
are steadily evolving in the RPA ecosystem and actively
developing their RPA capabilities
Level of maturity of vendors/service providers in the RPA

space has been assessed on the following parameters:
Maturity Score >= 45 as High
Service providers falling under Low rating come under

the Experimenters category. These players are at
an exploratory phase, and participating in small scale
internal/or external RPA led PoC engagements
Score between 35 and 44 as Medium

Score below 35 as Low
Internally implemented RPA

initiatives in the last 12months
Established a dedicated team

of subject matter experts for
RPA initiatives
Expertise in automation
tools with live client site
implementation experience
Current level of RPA led

engagements with existing/
prospective clients
Flexibility in pricing models on

RPA led engagements
Level of awareness among

senior management/ key
decision makers regarding RPA
Established a well defined

governance framework for
managing, implementing,
monitoring and measuring RPA
led initiatives
Level of alignment among CXO

level executives with business
unit leaders and IT department
on RPA
Vertical/Processes covered
(Evident from Case studies
provided)
RPA led initiatives driven

bybusiness
Maturity Score
Cognizant
46
Dell
37
EXL
43
Genpact
45
HP
46
IGATE
32
IBM
46
Infosys
45
Sutherland Global Services
42
Tech Mahindra
34
Wipro
45
WNS
37
IT/BPO service providers
SCORE DEFINITION: 1 Low levels of maturity, experience and expertise
Overall Service Provider

Maturity Level
Establishment of dedicated
RPA CoE
Key Evaluation Parameters
5 High levels of capabilities, maturity and expertise
Source: Mindfields analysis
LOW to HIGH
Disclaimer: These ratings might change going forward as service providers are evolving fast and responding to rapidly growing
requirements frombuysideorganisations.
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The following table provides key RPA offerings from the leading IT/BPO service providers (either
developed in-house or delivered through partnerships with third-party RPA software vendors).
Table 3 Service provider capabilities (In-house and third-party RPA platform expertise)
Service Provider
Third-party RPA software

implementationexpertise
Automation tool/solution
(In-house developed)
HP
Blue Prism
HP Quick Test Pro
AutoHotKey
Phantom
Winshuttle
Autoflow
KIDICAP Platforms
UIPath
Webcollect
Cognizant
Automation Anywhere
HPA
IPSoft
Automatika
UIPath
Blue Prism
Sutherland Global
Services
Blue Prism
SWIFT
UIPath
Workflow automation solution
EXL
Blue Prism
Business Process Automation (BPA) solutions
Exilant
Automation Anywhere
Dell BPO
Automation Anywhere
Automated FTE (AFTE) solution

Dell Business Process Management Suite
(DBPMS)
Infosys
Automation Anywhere
IPSoft
Blue Prism
Data Extraction, Enrichment and Entry

Platform
Performance Analytics and Reporting
Environment Platform
Auto Query Resolution Platform
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Service Provider
Third-party RPA software

implementationexpertise
Automation tool/solution
(In-house developed)
Wipro BPS
Automation Anywhere
Details not available
AutoHotKey
Blue Prism
Genpact
IGATE
Automation Anywhere
Rapid Automation (RA)
Exilant
RA BillPay
Automic
RA Healthcare Claim
Ayehu
RA Trend Analysis
Blue Prism
Details not available
OpenSpan
Samyutam
Tech Mahindra
Blue Prism
UNO
AutoHotKey
Automation Anywhere
IBM
OpenSpan
Bluemix
Blue Prism
Blueworks Live / Optimizer
WinAutomation
IBM Robot
IPSoft
BPM / e-forms
Simpro
Auto-Mailer
Process workflow automation
Cognitive / analytics tools
Invoice translation
Scripting
Screen Scraper
WNS
Fusion
RoborTKT exchange
Verifare
Source: Mindfields RPA Survey
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STRATEGIES FOR BUY SIDE CLIENT ORGANISATIONS
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Buyers drivers, benefits, hiring impacts, RPAreadiness, target operating model and roadmap
Enterprise buyers are increasingly becoming aware of
RPA as a disruptive technology that is driving exponential
improvements in productivity, operational efficiency as well
as cost rationalisation, which all lead to a significant impact on
the service providers bottom line.
8.1 Key drivers for buyers

RPA also provide the opportunity to re-shore or in-source
RPA managed processes. This enables the buyer to regain
control of processes without additional costs. Costs may
even be lower as compared with off-shored processes
without RPA).
Buyers are attracted by the strong returns on investments
and short payback potential offered through RPA
deployments. RPA implementations provide for greater
predictability of costs, improving overall cost management.
Buyers also recognise the opportunity to free up staff to be
deployed on more strategic higher value roles. These are
typically replaced by a smaller number of higher skilled staff
involved in managing the software robots.
We also believe that, as RPA steadily goes main stream,
many client organisations will become more comfortable
in shifting to new service providers having RPA capabilities
embedded with their service portfolio, from traditional
incumbent service providers who are yet to deliver value
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beyond traditional labour arbitrage and embrace disruptive

technologies quickly. Partnering with a RPA focused service
provider, client organisations can leverage economies of
scale, process expertise and delivery excellence as well as
faster deployments more cost effectively. Service providers
with live client site RPA implementation experience can
incorporate lessons learnt in previous implementation
experience with their clients.
With increasing pressures on sustaining profitability,
managing rising costs of offshoring and regulatory issues,
enterprise buyers are finding RPA driven outsourcing deals
appealing. Such deals do not just lower operational costs
significantly. They also remove the ongoing challenges of
deploying staff including attrition, training costs, annual
leave management, and sick leave. Further, RPA-driven BPO
deals also enable buyers to engage with service providers
on high end work thereby providing a win-win situation for
both service providers and buyers.
RPA initiatives are receiving a high level of support from
themost senior levels of client organisations.
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Figure 14 Who is leading and driving RPA initiatives at client organisations
Head of delivery and operations
71.4%
COO
57.1%
CIO / CTO
50%
CEO
42.9%
Head of strategy
35.7%
Head of innovation
21.4%
CFO
14.3%
CMO
14.3%
In most cases RPA adoption is being

led by a combination of the CEO, COO
and CIO, with strong support from the
delivery units. As service providers start
moving up the RPA learning curve, and
slowly shift to more complex high value
engagements, client organisations are
expected to increasingly shift from pure
play FTE based engagements to outcome
based pricing contracts. Figure 15 below
provides an overall scenario of evolving
pricing strategies for IT/BPO outsourcing
engagements from the last 15 years.
Average FTE Price (offshore)
Pre-2008
2009 until 2014
20152017
2017 onwards
Innovation, process/delivery
excellence and talent reskilling are some of the key
areas where service providers
will need to focus more in the
short to medium term.
Figure 15 shows the
evolving pricing models for
outsourcing over the last
15 years. They have moved
from pure FTE (human
body) based to Platform to
Intellectual Property based
pricing mechanism. This
is also evident by service
providers strategy to move to
non-linear business growth.
RPA software license
SERVICE PROVIDER PRICING
Figure 15 Evolving pricing strategies
FTE based pricing
Linear outcome
based pricing
+ hybrid (FTE plus platform)
Non-linear outcome
based pricing
RPA License cost + hybrid
Value add services
PRICING MODELS
Source: Mindfields
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8.2 Key benefits for buyers

Some of the financial and non-financial benefits of RPA initiatives for client organisations include:
FINANCIAL
NON-FINANCIAL
Cost benefits owing to improved operational

efficiencies (up to 60% reduction in contact centre and
support staff)
Free up IT budgets andresources on more

strategic projects
Focus on high-end value proposition initiatives to drive

strategic performance improvements
Move beyond labour arbitrage aligned outsourcing deals

to complex high value engagements
Effective re-alignment of talent pool on complex
High end customer experience resulting in increased

sales, profits and end user experience
Optimised pricing impact onoutsourcing contracts for

buyers typically on repetitive low value task
based processes
Faster RoI on integration of RPA solutions in their
innovation driven engagements
Lean and optimised operations

Increases scope of re skilling of existing talent by
providing them innovative tools for career progression
Drive non linear growth model
in-house capabilities/shared service centres focused on

process, people and technology optimisation
Source: Mindfields
In the financial services sector, enterprise buyers with advanced capabilities to integrate legacy
systems and automate processes will have a strategic advantage over their competitors in
winning new businesses as well as boost profitability while demonstrating regulatory compliance
and product innovation. With RPA, financial services companies should expect to gain in
thefollowingareas:
Reduced transaction time for high volume tasks while also achieving higher accuracy levels.
Thiscan also help achieve enhanced customer satisfaction levels
Limited potential impact of attrition on resources (onshore and offshore delivery centres)
The automation of repetitive, rule-based tasks (e.g. claims processing and transaction
processing), thereby freeing up resources that can be re-skilled on higher value tasks/
workopportunities
Smoother integration of legacy systems following mergers and acquisitions (using
RPAcapabilities to deliver virtual integration)
Buy side organisations will also gain from RPA as outsourcing continues to remain a controversial
and sensitive topic across developed markets. This is especially the case in Europe and Australia
where political and cultural barriers have constrained the level of outsourcing achieved to
date, despite the strong productivity improvements possible. In fact, RPA will even allow client
organisations to by-pass any outsourcing debate by establishing virtual back-office or shared
service operations with robotic FTEs in their local jurisdiction, at significantly lower costs
(ascompared to offshore human FTEs). This could be achieved by directly partnering with thirdparty automation software providers (which becomes another sourcing option forbuyers).
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8.2.1 The business case for captives
8.3 Hiring impacts among buyers
RPA can offer significant opportunities for captive

centres of large organisations. The need for offshore FTE
deployments will cease to exist where a suitable RPA
solution is identified. RPA platforms are virtual, can be
deployed anywhere, and still provide higher cost savings as
compared to human FTEs in offshore locations.
Client organisations operating on a pure captive/

shared services model, with support centres primarily in
developed markets, may not be able to up-skill affected
FTEs due to RPA deployments. This is because hiring
strategies in developed markets are quite different
as compared to offshore developing markets such
as India. For example, in Australia, the UK or the US,
client organisations hire people having basic schoollevel education on low-skilled data entry, capture
and manipulation roles. On the other hand, offshore
destinations such as India employ entry-level graduates
and even post-graduates for low-skilled rule-based tasks
and activities.
The business case for captives to adopt RPA is strong

and hard to resist. Client organisations operating their
captive/shared service centres onshore will have a
significant opportunity to gain substantially higher levels of
operational efficiencies and performance quality through
RPA even in onshore locations.
Client organisations that leverage RPA can have an early
advantage over competitors who are yet to decide whether
to maintain their captive operations, or partner with RPA
software vendors to adopt RPA with the possibility of
further cost reductions.
Some key areas where captive centres of large
organisations are expected to gain from RPA include:
Improvements to key business fundamentals, bringing
in high levels of cost savings, quality and compliance
improvements, and operational efficiencies without the
need to set up offshore centres
Move higher up the value chain, enabling a refocus of
more internal staff to higher value adding roles
Improved staff management and reduced operational
costs. As robots take over human FTEs, there will be
fewer people management issues including on-going
sunk costs on training (owing to attrition) and other
operational/administration costs will come down
significantly.
In developed markets, this may not be an easy option

for hiring managers to re-skill existing FTEs on other
functional areas within the organisation. The minimum
criteria (in terms of educational qualifications, work
experience and skills sets) will not be aligned with the
experience and expertise of low-skilled workers. As a result,
we expect to see significant job losses in the medium to
long term, especially at lower management level. This will
also be the case for shared service centres operating in
offshore markets (e.g. India), but the impact will be less as
compared to developedmarkets.
From a short to mid-term perspective, client organisations
will need to re-align their hiring strategies in order to
move beyond low-skilled job roles, which are expected
to be completely taken over by RPA platforms and other
advanced business process automation tools in the next
two to three years.
Improved Monitoring and Auditing: Stringent

governance, risk and compliance standards will remain,
however, the speed and ease of monitoring and auditing
standard operating procedures will become streamlined
as compared to traditional service delivery models
Reaping the potential benefits places an imperative for
key decision makers including business owners to first
identify key processes that are viable RPA candidates,
and then replicate the same across other processes in a
phasedmanner.
From a long-term perspective, we expect to see significant
enhancements in RPA technology. What we are seeing
now is just the beginning of the robot learning curve.
With cognitive and machine learning capabilities slowly
moving into RPA platforms, captive centres will have an
opportunity to completely automate substantial processes
across the value chain, even where complex judgemental
decisions arerequired.
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8.4 Implementation Strategy Buyers

Selecting the right RPA technology and choosing the right
service provider for a given client, with the right contractual
arrangements are amongst the most important aspects
of adopting RPA. These decisions can have a significant
long-term impact on the value derived from adopting RPA
tools. Developing a Target Operating Model is a strategic
approach to ensuring wider needs are also fully considered,
including issue management, reporting and governance.
RPA implementation requires rigorous planning from the
start and needs strong support from the most senior levels
of the organisation.
Once a decision has been made in principle to adopt RPA
tools, are a number of factors need to be considered:
1.
What is the long term model that the client should

worktowards?
8.4.1 What buyers need to focus on in the

nearterm
Selecting the right RPA technology and choosing the right
service provider for a given client, with the right contractual
arrangements are amongst the most important aspects of
adopting RPA. A poor decision at this stage can have lasting
impacts and take years to unwind, often involving significant
cost. This is a step where some level of internal and external
assessment is highly valuable.
Any decisions to adopt RPA should be made in the context
of a broader and well-defined automation strategy. For any
enterprise-wide transformation initiative, organisations need
to be aware that an ill-designed and unplanned automation
initiative can have significant consequences which result in
substantially greater costs to the business, including:
failed realisations
2. What type of partnership arrangement should the

clientadopt?
increased in system/data capture failures
3. What are the specific steps to take to ensure readiness

to implement and transition to RPA Tools?
repeated requests for support from IT to resolve issues
This section discusses these and related points in

detail, providing client organisations with the basis
to confidentlytake the initial steps in adopting RPA
withintheirorganisations.
poor accuracy levels
Client organisations need to first develop a compelling

business case for adopting RPA. Driven from the top (CXO
level), some the key areas that business leaders need to
question before taking the RPA route are as follows:
Maturity and stability of our internal processes

1.
How standardised are our processes? Is there a high

frequency of change in business rules/standard
operating procedures on an ongoing basis?
2. How many staff do we employ on these processes? And

what form of staffing issues do we need to deal with
most often?
3. What level of errors do we get? If so, it may be worth
refining it to make it more stable
4. Have we completed our own internal process maturity
evaluation thoroughly?
5. What is the current level of process automation that
may have already been initiated? Will this require
considerable re-work if we go ahead for RPA?
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Business case for and readiness to adopt RPA
8.5 RPA readiness assessment
1.
Before embarking on an RPA-based program of

automation, client organisations should:
Could we get the job done in-house from existing

shared services centres (onsite or offshore) by
implementing RPA, rather than outsourcing to thirdparty service providers? And if so, what level of
risk is likely to be involved? If the risk is considered
significant, it is important to have suitable mitigation
strategies inplace
2. How much value do we stand to gain from

implementing RPA and over what timeframe? Assess
current operational costs per FTE via outsourcing/offshoring model versus projected costs using RPA tools
(onshore or offshore).
3. Do we have the bandwidth internally to launch an inhouse RPA led transformation exercise for our shared
service centres in partnership with third-party RPA
software vendors or their channel partners (if any)?
4. If not, does it make sense to partner with a consulting
partner and / or an IT/BPO service providers who
have expertise and live client site implementation
experience of RPA (using third-party or in-house
developed RPA tool)
Selecting/engaging a partner and tracking success

1.
How mature is/are the BPO service providers with

whom we are currently engaging or engaged with (in
regards to automation)?
2. Do we see our existing contracts with service

providers evolving to include automation, or are they
primarily focused on labour arbitrage on an FTEbased offshore delivery model?
3. Operationally, how are we performing with respect to
competitors (costs, people, technology, and process
standardisation?)
4. What cost and productivity improvements have
resulted from our process automation programs over
the last two years (both internally as well as externally
through service providers, if applicable)?
This exercise provides a good start point for client
organisations that may be looking for some direction on
what approach would suit them best. If done properly, the
exercise will force some internal reviews. While it may be
time-consuming, such reviews are necessary parts of what
is an important set of decisions and investments. Ideally,
this would require support from specialist outsourcing
advisory specialists with deeper understanding of the
RPA ecosystem and an ability to provide an objective
assessment of the current situation.
ASSESS options of RPA tools with incumbent, Thirdparty RPA tools providers and non incumbent service
providers
CONDUCT a Process Feasibility to evaluate and assess
where the RPA implementation will be most effective
EVALUATE the different ownership models of RPA tool
and contractual structures
ASSESS commercial viability to ensure a valid
businesscase
8.5.1 STAGE 1 Establish an over-arching plan

for RPA implementation
Planning for the adoption of RPA will require a number of
factors to be considered including:
1.
Key goals and objectives expected to be achieved

through RPA
2. Business case for RPA ensuring the commercials

stackup
3. Stakeholder impact assessment ensure impacted
stakeholders are suitably engaged and support is in
place, especially in areas where staff are likely to be
significantly impacted.
4. Define target areas of RPA implementation opportunity
by verticals, horizontals and regions
5. Order of automation/interdependencies that may exist
between different sub-processes along with different
systems interfaces.
6. Location of implementation onshore/nearshore/
offshore
7. Establishing resource teams and roles/responsibilities
for smooth transition to virtual/robot environment
8. Risk assessment (e.g. impact on current state
operations during transition phase from human FTEs
to robots)
9. Short to mid-term impact on business operations
(e.g. resource alignments, process and workflow
streamlining)
10. RPA implementation schedule and payback period
Clearly defining start and end dates with well
documented expectations from implementation service
provider (e.g. FTE reductions, cost improvements and
accuracy levels)
11. Governance and Compliance framework also need
to be streamlined to control and monitor non-human
interfaces. They should also be streamlined to meet
regulatory requirements (if any).
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8.5.2 STAGE 2 Assessing the organisations

readiness to implement
A current state assessment exercise should focus on
assessing the readiness of the organisation and specific
processes for the implementation of and transition to RPA
tools. Key considerations for this should include:
1.
Identifying the specific processes to be automated and

assessment of their current state. The implementation
plan will need to allow for the current processes to be
suitably adjusted with simplification, additional business
rules, streamlining or workarounds before RPA can be
implemented. How well are the processes defined?
How stable are they? How complex are they? What
level of judgement is applied by the process operators
in different parts of the process and to what extent
can this be codified into well-defined and rigorous
businessrules?
2. Re-engineering current processes to eliminate waste,

or unnecessary steps/processes thereby streamlining
workflows, preparing the ground for a seamless
RPAintegration. On some occasions, re-engineering of
the process might be postponed as might it be done
during RPA implementation.
5. Establishing dedicated in-house function (e.g. a

Robotic Automation Command Centre (RACC)) to
manage potential bottlenecks or issues during RPA
implementation as well as post Go Live (e.g. testing
applications, fix bugs, optimise robot execution
processes and network connectivity)
Reviewing some of the most critical questions will help
clients visualise an organisation-wide Internal RPA
Readiness Assessment dashboard that will help CXO
level leaders devise an approach strategy to reflect their
growth ambitions, internal capabilities and visioning for
automation and cost improvement initiatives from a long
term perspective.
Formalising the internal assessment program may require
client organisations to take support from specialised RPA
consultancy firms as well as business process consultants
(in-house/external) to identify best possible mix of
implementation strategies.
For enterprise buyers including those client organisations
who are considering RPA implementation in partnership
with automation software vendors, it is important that
3. Creating process optimisation route maps to chart,

or planning future state process requirements
establishing a picture of the future state which wider
stakeholder groups can buy into, highlighting the
opportunity available.
4. Ordering automation/interdependencies that may
existbetween different sub-processes
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they conduct their own internal due diligence before

committing considerable investment. The support of
an experienced and objective consultant can often pay
for itself through the service provider selection process,
establishing strong contracts, minimising risk and reducing
potentially significant costs.
8.6 Implementation Roadmap

A typical high level implementation roadmap for an
enterprise buyer embarking on an RPA driven deployment
strategy are as follows:
Plan and prepare (it should pay for itself within

12to 15 months)
Assess
Review and assess current state of operations
(financial/non-financial)
Identify processes having a high degree of automation
opportunity
RPA implementation case stronger if:
Processes are highly rule driven/repetitive with
highly regulated structures in place
Transaction volumes are high
Need access to multiple systems/applications
Limited need for human intervention / judgement
Define automation goals and objectives
Assess current levels of process complexity
Establish business case for RPA Secure management/

CXO level buy-in (driven from the top to business/
process owner levels across functional departments)
Prioritise RPA candidates based on the simplicity and

ease of the process flow (e.g. highly standardised, well
defined business rules/operating procedures)
Quantify projected benefits from robotic automation

(e.g. setting cost savings targets not less than 50% as
compared to current manual/human FTE based costs
over the next 12 to 18 months post deployment)
Assess effectiveness of the preferred RPA deployment

location onshore / nearshore / offshore
Expected impact on business operations short to
medium term (within first six months of Go-Live)
Strategic decision making Continue delivering

the process manually/current in-house teams / or
through existing business process automation tools
OR
Partner with specialised IT/BPO providers having
extensive RPA implementation capabilities OR
Partner with RPA automation software vendors
(e.g. Automation Anywhere, IPSoft) for in-house
implementation (onsite)
Identify and establish core RPA team (in-house) with
well-defined roles/responsibilities
Team may comprise IT leads, process experts and
vertical/functional business heads
Establish set timelines/implementation schedule
for smooth transition to RPA from manually
managedprocesses
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KEY ACTIVITIES
PHASES
Figure 16 RPA Implementation Roadmap
PLAN
ASSESS
Establish business
Current levels of
case
automation
Define automation
Level of process
goals and objectives
complexity
Resource
RPA implementation
requirements
prioritisation (by
sector / function /
process)
Set implementation
schedule / timeline
RPA deployment
Identify RPA
locations (onsite /
nearshore / offshore)
opportunities within
processes
Cost benefit analysis
Review pros/cons of
Impact on business
various RPA
partnership models
SELECT
IMPLEMENTATION
MODEL
Establish partnership
strategy
Vendor capability
evaluation (IT / BPO
service provider or
RPA software vendor)
Agree on
implementation
schedule as defined
earlier with selected
vendor
Establish dedicated
RPA program office
to monitor progress
GO-LIVE
Initiate
Proof-of-Concept
(PoC) / pilot project
instead of Big Bang
Approach
Closely track &

monitor operational
efficiencies, FTE and
manual effort
reductions
Payback time in
steady state
Continuous review of
PoC success rates
Source: Mindfields
Select implementation model
Go live
Vendor assessment and evaluation (capability review)
Initiate Proof of Concept/pilot projects (e.g. RPA

deployment plan for select sub-processes of F&A
accounts receivable)
RPA Implementation experience (in-house RPA tools

or third-party RPA expertise)
Time duration dependent on the complexity and scale

of the process chosen for RPA implementation
Vertical specialisation
Domain specific excellence
Past success rates on RPA engagements in similar
functions/processes
Service provider vision Value driven philosophy or
traditional labour arbitrage focused
Established RPA CoEs (across domains, functions) to
manage small to large scale RPA implementations
Select service provider (satisfying more than 90% of
vendor assessment and evaluation parameters)
Ensure technology selected has strong future growth
path; also consider short term duration contracts
as this can mitigate the risks of getting locked into
an obsolete automation tool in what is still a rapidly
evolving space
PoC can be initiated with a small process of around

5-10 FTEs
Closely track and monitor operational efficiencies, FTE
and manual effort reductions during the PoC phase
Keep senior management and wider stakeholder groups
appraised on implementation performances, success
rates, key learning observed, challenge areas, mitigation
steps adopted, and time and cost budgets met
Based on PoC success/failure rates, client teams may
choose to expand scale of RPA deployment across other
processes within the organisation
Establish RPA Program Management Office (comprising

of key members of the implementation and monitoring
team service provider and the client)
Agree on pre-defined RPA implementation timelines
Establish governance, reporting and change
management protocols for smooth communications and
workflow between client and implementation provider
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The above approach provides an opportunity for

client organisations to plan out and closely review
critical phases of the RPA implementation roadmap
more efficiently. In addition to closely engaging key
stakeholders as part of the decision making process,
enterprise buyers need to be careful, especially during
the Select Implementation Model phase of the RPA
engagement model. Client organisations primarily have
three options to choose from:
Type I: Partner with third-party RPA software vendors
(e.g. Blue Prism, IPSoft or Automation Anywhere)
Type II: Partner with IT/BPO service providers having
in-house developed, proprietary RPA tools
As per our survey and with reference to Figure 17, 92%

of service providers have ownership the tool. This might
change as RPA ecosystem evolves and matures.
Pricing and ownership strategies are still in the initial phase
of evolution. Both are interdependent and there might not
be one answer as an optimal strategy both from client and
service provider perspective.
We recommend that client organisations should have
different Partnership strategies for different type of
processes after in depth due diligence. Please refer to
Section 9 for detailed analysis of Ownership and Pricing
Strategies for RPA tool
Type III: Engage with IT/BPO service providers

that have strategic partnerships with RPA software
vendors and considerable experience and expertise
in third-party RPA implementations across client sites
(onshore/offshore/nearshore)
Figure 17 Who owns the tools in RPA engagements
Service provider
92.9%
Client
14.3%
Third party (one time licence)
Others
7.1%
14.3%
Types of Client Organisations
Current Trends (Excluding Proof-of-Concept Pilots)
Shared services and Captives (onshore/offshore)
Partnering directly with RPA software vendors or channel partner
Clients who have already outsourced
Partnering through incumbent service provider or use their in-house tool
Clients who have not outsourced
Partnering directly with RPA software vendors or channel partner
Public Sector Shared services
Partnering through incumbent service provider or use their in-house tool
Note: Type (B) Clients organizations are also evaluating other service providers if the incumbent does not have strong RPA offerings to meet
client requirements. Generally, Pricing Strategies of non-incumbent service providers are quite aggressive in these instances.
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09
TARGET OPERATING MODEL
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09
Target Operating Model for captives/
sharedservices and third-party
The key objective of establishing a well-defined Target Operating
Model (TOM) is to create an opportunity for client organisations
to maximise business value by harnessing the virtual workforce
and other organisational resources to best effect, whilst
maintaining control over future costs and with stronger risk
mitigation strategies.
Client organisations and service providers would be well served by
establishing a well-structured TOM before transitioning from the robot
build and design phase to Business-As-Usual (BAU) / steady state. This
is important as the operations team should be made aware of the prerequisites of RPA i.e. what needs to be completed in advance, well before
processes are automated and transitioned from human operators to robot
applications. This is possible when a stable IT environment exists and there
are no issues with hardware or software systems either operating onpremise or in a cloud based environment.
Some of the key areas that clients should concentrate on while
establishing a TOM from the current operating model are as follows:
Table 6 Target Operating Model
Focus Areas
Target Operating Model (TOM) Points to consider
Refining ownership structures
Who will own the software is this owned by and licensed from the RPA software
provider or the service provider?
Who will maintain the RPA tool on an ongoing basis?
What obligations lie with the software provider vs. the service provider vs. the client
organization to ensure the robots perform as required and with reliability?
Key considerations to review may include:
Licensing directly with the software provider might mitigate risks arising in case a
the software provider is acquired by competitor, which has high probability while
this new space is still developing
Avoiding in-house tools from a service provider might minimize risk of lock-in to
aservice provider
Change Management
Establishing a communications roadmap between robot operational teams and

business / process owners (client) to prevent any misalignment between changes in
service demands, operating procedures etc.
Establish change management procedures to closely monitor and escalate issues to
respective owners accountable for issue resolution
Define clear guidelines for situations where robots raise red flags in exceptional
areas Establish a reporting and escalation resolution matrix clearly identifying who
is responsible or accountable for what activities
Periodic reporting of progress and issue areas to senior management Establish
real-time accessible dashboards providing a 360 degree view of robot KPIs and
benefits realised
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Focus Areas
Target Operating Model (TOM) Points to consider
Performance Management
Establishing revised SLA parameters in-terms of faster transaction processing

speeds and accuracy levels
Measuring, managing and reporting the performance levels to key stakeholders
(operational leads of client and RPA implementation partner)
Taking course corrective actions in exceptional cases requiring human intervention
(involving process experts, software architects and application developers)
whenever required standby team to prevent any impact on business operations
Continuously identify opportunities for improving robot operational performance
Defining roles and

responsibilities in a virtual
workforce environment
Focus on clearly establishing well defined roles and responsibilities in the

followingareas:
Nominate key resources accountable for managing robot performance, uptime
and compliance adherence
Responsibility and accountability of dedicated resources on re-programming
robots as a result of change in business rules
Identifying key operational teams (implementation partner) responsible for
coordinating together to deliver the required results to business
Defining roles and responsibilities of business (e.g. query resolution, managing
exceptions etc.) Nomination of single point of contact (SPOC) from business to
take appropriate action within set time frames
Clearly defining and communicating accountabilities among key parties involved in
the RPA implementation phase (RPA software vendor, implementation partner and
client organisation). Key areas may include:
Keeping software patches updated on a real-time basis
Implementation partners responsibility to maintain uptime, service levels,
accuracy, reporting, issue resolution and regulatory compliance in close
coordination with RPA software vendor
Clearly documenting expectations, roles and responsibilities including achieving
revised service levels from the implementation parties in the contract agreement
Robot workforce management
RPA will not ensure 100% automation and elimination of all human operators/
managers
Dedicated human resource Robot Manager may be assigned responsibilities for
managing and monitoring robot performance, issues, robotic resource allocation
activities, exception handling and speed and accuracy levels
Creating a robot trainer team may include a team of highly trained software
developers and process experts to define development requirements, including
testing and deploying robots in live environment
Governance
Having appropriate levels of governance are in place is an essential element of ensuring

the RPA tools deliver on expected business outcomes. Key considerations include:
Should governance be just within the client organisation or span across the
service provider as well?
Who takes the responsibility if a robot malfunctions? (e.g. if payment missed, who
pays the penalty Is it the implementation partner or the RPA software provider)
Who is responsible for establishing robot change control procedures? Does it lie
with the client organisation (as part of their change control policies) or should
they be refined in close collaboration with the implementation partner?
Reverse Transition Plan
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Buyers should develop Reverse Transition Plan to have flexibility to move or swap with
another RPA tool or service provider
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Table 7: Pricing and Ownership Strategies

Types of Process
Due Diligence Steps
Ownership and Pricing Strategy
Already outsourced
Step 1: Benchmark Incumbent service

providers RPA tools and capabilities to
the tools available in the market.
Buy side client organisation should own the

tool after evaluating the different pricing
options for the automated component of
the process.
Step 2: Assess Business case of moving to

other service provider if incumbent
service provider RPA solution fails to
meet requirements.
Step 3: Assess if they can acquire and develop
in-house capabilities for reverse
transition in medium to long term
depending on the other non financial
drivers (for automated component of
process) and contractual obligations.
Not yet outsourced
If the Incumbent service provider is

selected- the pricing of human interface
should be negotiated depending on
onshore/offshore location.
Gain sharing: it should be define objectively
depending on the quality of data available
to ascertain the gains of a RPA initiative. Itis
generally subjective to estimate the exact
efficiency gain in short to medium term.
Step 1: Evaluate service providers along with

RPA tools (in-house and third-party
tools) depending on the process which
has been considered.
Buy side client organisation should own the

tool after evaluating the different pricing
options for the automated component of
the process.
Step 2: Develop in-house capabilities with

training from RPA tool provider and its
channel partners.
If any service provider is selected the

pricing of human interface should be
negotiated depending on onshore/offshore
location.
Gain sharing: it should be defined
objectively depending on the quality of
data available to ascertain the gains of a
RPAinitiative.
Key Points for consideration for Service provider

1.
Ability to package a solution with value added services would be key factor.
2. Need to move up the value chain beyond being reseller of RPA tools.
3. Pricing of in-house tools should be competitive.
4. M&A strategy to acquire RPA tool inorganically.
5. Proactive to offer RPA solutions to existing clients and cannibalise the current revenue to grow for tomorrow
otherwise client might be lost to competitors with strong RPA offerings.
Key Points for consideration for buy side organisations

1.
The ownership of niche RPA tool is critical as they are attractive acquisition targets by competing service provider.
2. Reverse Transition strategies should be planned and tested on regular basis. This will provide flexibility to swap
between different and better RPA tools (if need arises).
3. Pricing contracts should be of terms no more than 12 to 18 months.
4. Train and develop in-house capabilities (onshore/offshore) in RPA tools domain.
5. Continuously evaluate existing and emerging RPA tools in the market.
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NOTES
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FUTURE TRENDS
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10
Future Trends: A shift in how buyers
and service providers do business
New levels of process and delivery optimisation are expected for service
providers across the value chain. Not only is RPA recognised as a disruptive
technology, it has provided the tools to enable service providers to move
away from low-skilled, repetitive rule based FTE based contracts to higher
value engagements, which also help build deeper and more strategic
relationships with their clients.
As a result of RPA implementations across industry
specific and horizontal processes, we expect to see FTE
reductions of more than 25% and a shift towards non-linear
outcome based pricing. As RPA is acting as an enabler for
technology- led process automation initiatives, businesses
will need to be highly proactive in using their outsourcing
partners for outcome-based complex project engagements
that derive significant business value. IT/BPO service
providers will need to deliver cost effective, differentiated
solutions at a much faster pace without compromising on
quality. Client organisations will continue to demand more
innovation while tying payouts linked with outcomes.
RPA has emerged as a fresh new opportunity for service
providers to derive further value from their business
model, delivering a more streamlined and effective way to
radically shift the way processes have been managed across
industries. 92% of service providers surveyed confirmed
their commitment to invest in RPA technologies to expand
non-linear revenue growth opportunities. This is strong
recognition of the significant value expected from this
newarea.
We believe RPA will revamp how traditional service
providers have been operating over the last decade. Some
of the key future prospects that we see arising from are now
covered in the following sections:
10.1 The rise of autonomics

With the continued rise in labour costs in major off-shoring
destinations, robotic automation will offer immediate value
as it replaces human operators with robotic FTEs. As next
generation robotic automation software vendors continue
to invest in new technologies, we expect to witness the
rise in self-learning and artificial intelligence capabilities
embedded across RPA applications.
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In the near to mid-term, we expect a new breed of

software vendors to develop advanced data mining and
analytics capabilities. These will further expand the scope
of automation across more complex processes and enable
automation of processes which involve varying degrees of
unstructured content/data.
Examples of the type of unstructured data that may be
mined or analysed to determine an action include freeform
emails or feed from social media.
By leveraging an increase in autonomics, organisations will
need to do the following to guarantee a successful RPA
implementation:
re-engineer their existing processes,
streamline evolving business requirements, and
have strong change management controls and
governance framework
The net impact of increasing autonomics will continue to
erode any labour arbitrage benefits from process offshoring, and this will lead to increasing consideration
towards in-sourcing as a strategy, as discussed next.
10.2 In-sourcing as a strategy

Client organisations are expected to increasingly shift RPA
enabled processes onshore, although this may not happen
immediately. A wide range of challenges that typically
arise in off-shoring deals including risk, governance and
regulatory issues as well as data security and privacy
concerns. By adopting RPA, clients will be able to take
back control over these issues.
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Over the next few years, service providers that are slow in
embedding RPA and passing on the cost and operational
benefits to clients will face significant risk of losing new
business where clients will prefer to in-source back
certain processes, thereby removing the service provider
from the ecosystem completely.
However, this will not be the end of the road for service
providers. In fact, enterprise buyers will continue to
partner and engage with visionary service providers and
work on high value engagements focused on enhancing
business value at a strategic level, rather than focus on
low-skilled and human effort based repetitive work process
outsourcing engagements.
10.3 Merging CIO-CFO goals

andvisioning
The CIOs budget has been falling in the last five years
due to advances in technology and fewer capitalextensive solutions. There are no longer five-year ERP
implementation projects or major infrastructure initiatives.
With stringent IT budgets, CIOs and CTOs generally now
have strictly defined performance metrics, adopting a
keeping the lights on approach. New roles like Chief Data
Officer, Chief Digital Officer, Chief Security Officer have
been delegated with responsibilities which were earlier
part of CIO role. These roles still report into CIO but it has
released CIOs bandwidth to focus on organisation wide
strategic initiatives.
As automation led IT implementation initiatives become the
most preferred technologies for operational improvements,
it becomes imperative for the CIO office to leverage these
technologies, thereby making the CIOs office an agent
of change, enhancing their roles and influence within the
C-Suite with a clear focus on business outcomes.
The role of the CIO has the potential to be significantly
enhanced at the corporate top table, including with
the CEO and CFO. As the proponent of automation
technologies, potentially very disruptive, the CIO can
help the business drive substantial efficiencies and cost

improvements. Achieving this, however, requires the CIO to
proactively champion and drive such opportunities across
the business. Conversely, where senior business managers
and CXOs recognise the potential of RPA and are proactive
in demanding this from IT, the role of IT may be limited
to that of a provider with responsibility only to select
tools that may best sit alongside the existing technology
environment. Automation can also be included in the
Digital initiative from CIO perspective.
Since the global financial crisis, CFOs have been tasked
with religiously monitoring any IT spend and aligning the
variability or non-linear Expenses to Revenue ratios. The
CFO is focused on getting an optimal outcome and value of
every incremental dollar spend on any initiatives including
IT. One of the major pain area of CFO is to control/manage
the non linear variability between revenue and expenses.
The following key attributes of RPA would assist in aligning
CIO and CFO goals/visions:
1.
Low capital expenditure
2. Outcome based non linear pricing

3. Combination of IT and business process
4. Auditing functionality of automated component
oftheprocess
5. Non intrusion to existing IT applications and systems
6. Time to execute and implement is short with near
100%accuracy.
7. Optimal utilisation of critical human assets
8. No long term contractual obligation
9. Security and ownership of data remains
withinorganisation
10. Processes no longer bound by shifts with
overtimerates and labour laws
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10.4 Increasing complexity in

governance structures
Any traditional IT/BPO engagement model using many
human FTEs engaged in repetitive, rule-based, high
volume tasks, runs the risk of human error. This can lead
to non-compliance of standard operating procedures,
and breach of data privacy and security protocols. This
non-compliance costs an organization money and can
damage its brand, profitability and future success.
Client organisations will be able to address their
compliance and security risk concerns through RPA as
it provides them an opportunity to proactively identify
and manage possible compliance or data privacy and
security breaches. As RPA allows data and processes to
be retained onsite, it becomes much easier for real-time
audit trails to take place on an on-demand basis. Using
RPA, clients will be able to manage processes more
quickly and efficiently with higher levels of success rates
and minimal involvement of human resources.
10.5 Outcome / business value driven

Traditional BPO engagements involved buyers
embedding process based outcomes in their service
levelagreements with service providers.
As RPA becomes part of the service delivery model,
client organisations will increasingly focus on reevaluating and assessing how work is getting done and
how it is being priced. For example, instead of pricing
deliverables on the volume of transactions processed,
pricing will be defined based on how much strategic
impact the service providers actions took to enhance
profitability of the clients business division. Complexity
of the projects will vary, but will be more successful
where mature clients and service providers have a good
understanding of and trust in each otherscapabilities.
For organisations that are new to the concept of
outcome-based pricing, it makes more sense to adopt
a hybrid pricing approach during the initial phase.
Forexample:
1.
price some work activities on an FTE basis (complex,

unstructured and judgment-driven tasks)
2. adopt as a pay-as-you-use model for the remaining

automation-enabled tasks/activities leveraging RPA
10.6 Growth in strategic partnerships

As the market continues to evolve, there is significant
opportunity for clients to re-shore processes by
partnering with RPA software vendors directly. These
include IPSoft, Automation Anywhere and Blue Prism.
Service providers will not only speed up their go to
market strategies for leveraging advanced technologies
but also gain exposure in key high-value outsourcing
engagements going forward. As most service providers
reassess their existing processes and frameworks against
todays advanced models for automation, we expect to
see more of these strategicpartnerships.
Figure 19 shows 64% of service providers surveyed
partnering with third-party RPA software vendors and
acting as a reseller of RPA or sharing of licensing fees.
This creates an opportunity for service providers to gain
considerable expertise and implementation experience in
third-party RPA tools.
To substantiate this, around 36% of the service
providers who participated in our study have live client
site implementation experience using RPA tools of
Automation Anywhere, 50% with Blue Prism and around
21% using IPSoft RPA tools.
On the other hand, client organisations will have an
opportunity to partner with specialised third-party
automation software vendors directly, thereby eliminating
service providers from the role. They will no longer
need to go through long vendor selection processes for
outsourcing repetitive, rule-based processes in specific
functions, e.g. finance and accounting or supply chain.
They will instead be able to deploy RPA onshore without
compromising on quality, costs and change in existing
ITinfrastructure.
Large captive centres of client organisations will
benefit from bringing in significant operational and
cost efficiencies through RPA without outsourcing
back office functions to third-party service providers.
Most automation software vendors will identify scalable
processes that can be automated, and provide the
necessary training and transitioning support.
Currently RPA tool providers are more focussed on
License based revenues but they might expand into
service based offerings in medium to long term.
3. as RPA matures, service providers might look to

charge each process on a click by click basis
To substantiate this trend, over 20% of the service
providers interviewed as part of the Research study
confirmed their approach towards establishing gain
sharing pricing models. Around 14% of the participants
would prefer adopt outcome-based and transactionbased pricingarrangements.
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Figure 18 Types of Pricing Models Adopted by Service Providers

T&M based
NOTES
Outcome based
14.3%
Intellectual Property (IP) based

Inbuilt in conventional engagements
7.1%
42.9%
Gain sharing
Transactional pricing
21.4%

14.3%
Figure 19 Percentage of Service providers having

Partnership with Third-party tools provider
Yes
No
14.3%
NA
7.1%
14.3%
64.3%
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11
OUR RESEARCH METHODOLOGY
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11
Our Research Methodology
This independent research-based market evaluation study
has been conceptualised and compiled by Mindfields. It
provides in-depth coverage of the strategies being adopted
by leading outsourcing service providers for RPA to deliver
value and cost savings beyond labour arbitrage.
This Research Study is not directly or indirectly sponsored
by any service provider.
Our methodology had four stages:

Stage 1: Understanding the drivers for RPAs evolution from
buy-side and service providers.
Stage 2: Collecting data through questionnaires completed
by leading IT/BPO service providers regarding their
strategies for RPA. The questionnaire is focused on:
Extent of RPA implemented internally in their
ownorganisation
11.1 Assessment Methodology

11.1.1 Scope and Approach
The scope of the research study covers 12 leading IT/BPO
service providers: HP, Dell, Cognizant Technology Solutions,
IBM, IGATE, Infosys, Sutherland Global Services, EXL
Services, WNS, Tech Mahindra, Genpact and Wipro.
Our research and data-gathering runs until July 2015.
Ratings are evolving and we would aim to release another
assessment in January 2016.
Go-to-market strategies
Our assessment and ratings of the maturity level of service

providers are based on and limited to the following:
Pricing strategies
a. Survey responses
Live RPA implementation expertise and experience
b. Interviews and discussions with key executives of

theservice providers
Key verticals and processes witnessing higher RPA

adoption levels
c. Presentations and information decks
In-house vs. third-party tools
d. Secondary research
Impact of RPA on work force
e. Case studies submitted in Mindfields template

(CaseStudies and Examples section)
Pricing for RPA engagements

Cost rationalisations realised as a result of
RPAimplementation.
Stage 3: Validating the survey responses by:
Interviewing key senior executives at service provider
organisations leading RPA strategies
Validating the responses submitted through the
questionnaire
Mapping key parameters in the live case studies
as further evidence of the RPA capabilities of
serviceproviders.
Stage 4: Evaluating and ranking each service provider
based on the results obtained in Stages 1-3.
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11.1.2 Evaluation Parameters

The Mindfields service provider Maturity Assessment matrix focuses on
assessing and evaluating the scale of overall execution, technology and market
reach capabilities. Execution maturity levels of service providers have been
assessed on the scale and depth of operational capabilities implementation/
deployment success rates using either in-house or third-party tools.
Service providers are positioned in the matrix after evaluating their capabilities
primarily on the following parameters:
1.
Centres of Excellence Maturity (CoE): Maturity, depth

and scale of dedicated CoE focused primarily on
RPAtechnologies
2. Dedicated Subject Matter Experts (SMEs):

Establishment of dedicated team of RPA SMEs
responsible for identifying ,driving and executing RPA
engagements
3. Flexibility in Pricing Models: Practicality and adoption/
implementation levels of innovative pricing strategies
based on hybrid pricing models such as Gain Sharing,
Build-Operate-Transfer to name a few.
4. Governance Framework: Well defined, documented
and streamlined governance processes and structures
for managing, implementing, monitoring and
measuring RPA engagements
5. Business/IT alignment: Level of understanding and
collaboration between IT and domain experts to meet
the expectations from the client organisations and
its impact on the service providers overall strategic
goals and objectives
6. CXO Level Awareness: Level of awareness and
support from senior management on RPA and its
transformational impact on operational efficiencies
7. RPA Implementation Expertise: Live client site

RPA implementation experience leveraging either
in-house developed RPA tools or third-party RPA
software solutions
8. Engagement maturity: People, process and
technology maturity levels in managing successful
RPA led implementation engagements (not limited
to Proof-of-Concept stage)
9. Go to Market Approach: Level of commitment
observed during the past one year on RPA-led
BPO deals, partnerships with automation software
vendors, and CXO level participation in industry
seminars, client conversation drives and thought
leadership initiatives
10. Internal Implementation Initiatives: RPA
implementation initiatives that have been driven
internally across shared functions/processes at
Service Providers internal organisation
11. Verticals/Processes Covered: Scale and
variety (in terms of verticals covered) of RPA
implementations based on case studies shared
and actual engagements
NOTES
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CASE STUDIES AND EXAMPLES
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12
Case Studies and Examples
The service providers surveyed for this Research have provided detailed case studies of RPA led
engagements. Following points should be noted while assessing these case studies:
1.
Mindfields Case study template covers only key and important attributes of a live case study.
2. Service providers have provided these case studies and we have not audited or validated them.
3. Some case studies cannot be published in the report due to client confidentiality issues.
4. Please email to research@mindfields.net .au in case you have any queries or need any further
information regarding these case studies.
12.1 Cognizant Technology Solutions

Exhibit I
Key Parameters
Synopsis
Name of the Client/Brief Profile
Leading US Healthcare Insurance Organisation
Industry/Vertical
Healthcare
Process
Non-voice
Engagement & Governance

Model (Please elaborate on
the governance structure for a
typical RPA led engagement)
Cognizant owns the delivery for all transactions ( Some transactions are FTE delivered and
some are RPA based delivery);
Transition Management/
process during an RPA
deployment from current
state (involving human FTEs)
may include robot training
processes, phase-wise
transition processes from
people to robots etc
Automation Readiness Assessment ( identifying right toolset and right set of processes
with a project to be automated)
Cognizant manages the quality control on the final deliverables to the client
POC and ROI development (to provide validation and benefits explanation to Client)
Solution Development
Transition to RPA led delivery: Work queue (transactions) in small quantities are moved
from FTE queue to RPA based delivery solution; Over a period of time as quality and
confidence is established for RPA based delivery, maximum volume is pushed to
RPAapproach
Delivery maintenance: There is a centralised RPA team to maintain RPA solutions and 24/7
support teams to respond to any delivery failures
Control points, SLA monitoring,

client communication
management etc. E.g.
Methodology for monitoring
accuracy levels, robot
configuration processes etc.
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Volume levels are centrally monitored to manage any fluctuations to determine number
ofrobots per processes for the day
No change in SLA monitoring and reporting
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Key Parameters
Synopsis
Value addition/Innovation:
Value derived by service
provider and innovative
practices adopted for the RPA
led engagement
Ability to scale up for volume fluctuations

Operational insights from automated processes as every step of the all transactions are
logged for problem/pattern studies
SOP changes are rolled out with highest precision
Process Compliance checks and error monitoring are performed at each transactions level
Compliance with regulatory

authorities
Process Compliance Audits are smooth process as all transactions are logged for everystep
Cost benefits (to the extent

that can be disclosed and
discussed) E.g. type of pricing
with outsourcing organisation,
cost benefits realized etc.
20% reduction in pricing per transaction
Automation tool used

(developed in-house/thirdparty tool) Please specify in
detail
HPA: This is similar to any of the RPA tools in the market that replaces human actions on rule
based repetitive data operations ( Structured Data); Also developed industry specific bolt-ons
to support vertical process needs
Key differentiators: E.g. what

advantages did client observe
while outsourcing RPA
embedded IT/BPO deal to your
organisation (Financial/NonFinancial)
Ownership for automation solution development and its benefits; Ability to commit to
financial benefits to clients upfront. Additionally, no investment from client to convert
Please provide the Break even

or payback timelines for this
RPA engagement
5 months
Impact on revenue of your

organisations post RPA
engagement with this client
Positive/Incremental
Impact on # of FTEs billed for

process post RPA engagement
with this client
Not Applicable
Key lessons learnt
RPA tool approval with CIO organization is a long pole in the implementation steps
Automatika: This is to address data operations involving unstructured data (text mining
needs) and is not address by RPA tools in the market
Automation has revenue cannibalisation in the short term

Automated delivery will attract other transactions to be converted and drives higher
volumes over time
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Exhibit II
Key Parameters
Synopsis
Client is a managed care organization that focuses on Special Needs Plans for Medicaid and
Medicare members in Wisconsin
Industry/Vertical
Healthcare
Process
Healthcare Process Automation (Claims Adjudication)

This initiative was led mutually by Cognizant and clients business leadership
people to robots etc.
Cognizant BPS Automation has a proprietary Intelligent Process Automation transition

management process that governs automation project lifecycles from human FTE to robots

Some of the key control points in Cognizants IPA (Intelligent Process Automation)
methodology/transition process (human FTE to robot)
Outcome benchmarking (success criterion and business case)
IPA Applicability Assessment and detailed diagnostics
Proof-of-Concept and benchmarking validation
Robotics implementation
Measure and validate business impact realization
led engagement
Claims Adjudication Improvement in productivity and quality

IPA processed almost 40,000 plus (average volume between Jan, 2015 to Mar, 2015)
andthereby achieved 53% automation in terms of claims processed
Increased Productivity with FTE saving of 22%
HPA error rate 0%
100% compliance on TAT

authorities
Cognizants IPA implementation and transition process covers information security, data
privacy and regulatory compliance aspects with firm check-point associated artefacts
(check-list)


detail
Process Automation using proprietary Cognizant intelligent automation technology
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Error rate 0%
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Key Parameters
Synopsis

Cognizants proposed automation solution and its unique value proposition

RPA engagement
For Claims Adjudication savings can be realized beginning immediately

organisation's post RPA

with this client
Positive/ Incremental, improved effectiveness in terms of Turn Around Time (TAT),

AverageHandling Time (AHT) and Quality
Key lessons learnt
Robotic processing in repetitive and low complexity processes can yield

breakthroughresults
Cognizants deep-domain knowledge and process expertise as key differentiator

Cognizant offering maturity and readily available technology that bring
faster time-to-value
FTE, TAT and Error rate reduction are some of the key benefits from our solution
HPA error rate 0%

Significantly reduces errors, reduction in manual QA effort, 100% compliance and

dataaccuracy
Exhibit III
Key Parameters
Synopsis
SourceNet Solutions, a Cognizant company, provides non-core Financial and Accounting

(F&A) service to many fortunes 1000 companies. Services include Corporate Accounts
Payable, Payroll, Energy/Utilities Payment and Information Management
Industry/Vertical
Across industries
Process
Finance & Accounting (F&A)

This initiative was led mutually by Cognizant (business operations lead, and RPA lead) and
clients business leadership

management process that governs automation project lifecycles from human FTE to robots
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Key Parameters
Synopsis

Some of the key control points in Cognizants RPA methodology/transition process

(humanFTE to robot)
RPA Applicability Assessment and detailed diagnostics
led engagement
Intelligent image processing and data extraction

authorities
Cognizants IPA implementation and transition process covers information security,

dataprivacy and regulatory compliance aspects with firm check-point associated artefacts
(check-list)

70% of current process steps are automated with our current IPA capabilities

detail
Cognizant leveraged a both indigenous tool and third-party tool:
Automated rule based information processing software robots

Dynamic screen aggregation based robotics capability and more
Saved 55% of the effort required to process the current volume

50% reduction in AHT, 100% TAT compliance with increased data accuracy
Cognizant proprietary intelligent image processing tool

Screen aggregation tool from third-party vendor
Solution includes accessing multiple systems, reading the required data fields, making the
required updates and creating output, as required

Cognizants proposed automation solution and its unique value proposition

RPA engagement
For this F&A process, the solution savings can be realized within a period of 3 months

Saves 55% of the effort required to process the current volume.

with this client
Positive / Incremental, improved effectiveness in terms of Turn Around Time (TAT), Average
Handling Time (AHT) and Quality
Key lessons learnt
Robotic processing in repetitive and low complexity processes can yield

breakthroughresults

Cognizant IPA offering maturity and readily available IPA technology that bring faster timeto-value
FTE, TAT and Error rate reduction are some of the key benefits from our IPA solution
50% reduction in AHT, 100% TAT compliance with increased data accuracy
Significantly reduces errors, reduction in manual QA effort, 100% compliance and

dataaccuracy
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Exhibit IV
Key Parameters
Synopsis
Client is a leading US provider for Medical billing services. They hold leadership position within
the billing sector by expanding and redefining upon the typical revenue cycle management
processes of coding, billing, and collections
Industry/Vertical
Healthcare
Process
Electronic Medical Coding and Account Receivable

This initiative was led mutually by Cognizant (business operations lead, and IPA lead) and
clients business leadership

management process that governs automation project lifecycles from human FTE to robots.
At present, the initiative is in development stage, the transition will be incrementally managed
starting with key business process areas

Some of the key control points in Cognizants IPA methodology/transition process

(humanFTE to robot)
led engagement
Identified robotic process automation solution automates 60% of Medical coding and 90%
of most Provider AR processes.

authorities
Cognizants IPA implementation and transition process covers information security,

dataprivacy and regulatory compliance aspects with firm check-point associated artefacts
(check-list)

RPA investments are incremental and the duration for realizing the benefits are
significantlyminimal

detail
Cognizants robotics automation palette has multiple industry specific solutions comprising
of both in-house and third-party capabilities
Saves 25% to 50% of the effort required which can offload peak volumes, reduce TAT and
improve quality
25% FTEs cost can be saved through our RPA solution for this engagement and benefits
can be realized within a period of 2 3 months
The automation solutions/tools require customization specific to customers business

processes, applications and technology platform needs
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Key Parameters
Synopsis

Cognizants automation solution and its unique value proposition

RPA engagement
Cognizants RPA offering maturity and readily available RPA solutions bring faster timetovalue

25% FTEs effort can be saved through our RPA solution

with this client
Positive/ Incremental, improved effectiveness in terms of Turn Around Time (TAT), Average
Handling Time (ATH) and Quality
Key lessons learnt
Automation is applicable to processes of low complexity, repeatable and requiring

minimalhuman intelligence

Cognizant RPA offering maturity and readily available IPA that bring faster time-tovalue
FTE, TAT and Error rate reduction are some of the key benefits from our RPA solution
For Medical coding and AR processes, the solution can be customized in 4 to 6 weeks.
Upon go-live the savings can be realized within a period of 2 to 3 months
Helps in effectively managing seasonal volume/ spikes, ability to handle additional volume
or increase capacity without additional FTEs
Significantly reduces errors, reduction in manual QA effort, 100% sampling in

mostsituations
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12.2 Wipro
Exhibit I
Key Parameters
Synopsis
Client Profile (Masked name)
The client is a largest residential solar retailers based out of Australia with over 3 million retail
customers of gas or electricity
Industry/Vertical
Energy and Utilities
Process
Handling exceptions generated by Electricity Meters on SAP

Process involves handling exceptions on SAP platform that are generated for Electricity
meter, which causes reads to be locked in SAP
Advisor needs to release the reads after validating consumption information present in SAP
and other systems used by Client
Engagement and Governance

Wipro follows a 3 tier engagement and governance model
Tier 1:
Governance RPA Project delivery team from the clients end, interacts with the Project
Champion, Delivery Lead, Functional Leads, RPA architect and SMEs on a Daily (during
development) / Weekly basis (post development)
Engagement
Review Project Status/Plan
Scope / Change Management
Day to day Production issues and metrics
Risk, IT and Compliance Adherence Issues/Updates
Review daily dashboards, resolve exceptions
Tier 2:
Governance RPA Program management team from the clients end, interacts with the
Program Sponsor, PMO and Project Champions on a weekly (during development) / monthly
basis (post development)
Engagement
Monitor Development status / Plan / Scope
Address Risk, IT and Compliance Challenges
Review Testing Status and Quality Adherences
Resolve escalated issues
Tier 3:
Governance RPA Executive Committee from the clients end, interacts with the Executive
Sponsor, Program Sponsor, PMO, RPA Lead on a monthly (during development) / Quarterly
Engagement
Align strategic decisions and goals
Innovation Council Review
Monitor executive level risks
Review performance against contractual commitments
Long term Account planning
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Key Parameters
Synopsis
Wipro developed a 3 stage framework or methodology covering the entire life cycle for
deploying robotics in production
Stage-1: Initial Assessment of processes

Involves in-depth assessment of queues at process level, scoping and Prioritization for
implementation
Technical feasibility study with a key focus on System Assessment, Input sources
evaluation, Entropy assessments (Process), Decision making criteria, Exceptions handling
Cost benefit analysis considering the components such as Feasibility and assessment cost,
license cost, employee training cost, control room and maintenance cost
Stage-2: Proof of concept for the selected process

RPA expert configures the Robot for the selected process in the test environment. This
stage is to ensure that the Robot is able to access all the clients systems and applications
User acceptance testing (UAT) is carried out by the process SME (Subject Matter Expert).
End-End quality testing of output is done for a defined period of time before going for
production
Stage-3: Large scale implementation:

Once the technical feasibility is evaluated using stage-2, project transition plan would be
prepared for RPA implementation across all the processes
Lean opportunities are identified through Value Stream Mapping (Wipros Proprietary
BPMS) and Six Sigma DMAIC approach. Training plan and benefits estimation
Dynamic dashboards have been created using Robotics software to monitor transactions
on real time basis and report SLAs (Live basis)
Discrepancies in terms of Accuracy, TAT and productivity are to be monitored against the
standard SLAs and communicated as per pre-set frequency
Control flags have been programmed to ensure that the process is running as expected
(Along with System logs); Any deviations are reported on a real time basis (Contingency
plans are prepared)
Existing reports or Dashboards to be shared with the clients continues to be in place
(Robots are coded for these tasks) and sent as per schedule
Robots picks up the tasks as per schedule basis (Programmed in to the robot)
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Key Parameters
Synopsis
led engagement
Wipro team handles more than 5 hundred thousand work items and exceptions
(With600exception types and 6 scenarios on an average per exception) generated
permonth in SAP.
Handling exception types of this scale and complexity requires, specialized skillset and
fair amount of investigation, without compromising on the agreed Turn Around Time
andAccuracy.
Implementing robotics in these queues, reduced the human dependency and hence
increase in efficiency and accuracy of the process
Wipro followed an Agile methodology in implementing Robotics for the client
Reusable components with ability to extend to multiple modules were used to develop
prototypes, to ensure quick realization of benefits during full scale deployment
Wipro developed a Phase wise approach for ensuring value delivery through Robotics
Phase-1 : Process and Function Assessment

Understand operating model, dependency on upstream and downstream queues to ensure
a Right queue is selected for Robotics
Phase-2 : Rules and Exception Mapping

Keystroke level mapping of activities, decoupling digital and non-digital inputs and
Decision making rules, dependencies on humans. This is to ensure all the scenarios are
captured for Robotics deployment (Queues can be de-scoped at this stage, if there is no
business scope or value)
Phase-3: Estimation of Value delivery through Robotics

Activity Break down, Robotics development and training for sub activities, Sequential
bundling of Robots/Droids, evaluation of End-End effort reduction, Training agents on how
to use Robots, Evaluating the value delivered by replacing Humans with Robots

authorities
Robots mimic the Human interactions, which an Agent perform on the screen. They are
deployed on to the local machine /server where the agents accomplish their usual tasks
and have similar privileges as the user. Thus robots are bound to the same restrictions as
the user does and have similar compliance restrictions
Robots are programmed as per the Standard operating procedures to ensure that
the process compliance remains unchanged. Any deviations are monitored in the
dynamicdashboards
Robots are compliant to the regulatory standards in terms of
Not saving / storing any data in the software
Not transmitting data to other networks (Until it is coded for)
Performing the tasks, only for which it is programmed for
Non-interference with the upstream and downstream applications
Non-intrusive software which doesnt requires integration

Benefits are estimated in terms of Efficiency improvement and accuracy

60% of the Exception process was automated for selected exception types
33% reduction in Handling time per exception request
Eliminated the manual errors by automating the entire exception process
No change in current system architecture thus ensuring the clients systems
remained un-changed
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Key Parameters
Synopsis

detail
Wipro entered in to a strategic partnership with a specialist RPA platform provider for RPA
implementation across Wipro customers
RPA Tool has:
Cognitive capabilities to Learn new scenarios (Along with an option to train the Robot
for multiple scenarios)
Reusability plat forms, which would help for quick deployment and scalability of existing
code across the customer products
Drag and drop methodology for coding the Robot (There by an agent on the floor can
code with minimal training) to address the changes in a short time frame

Wipro
Partnerships with specialized providers- Strategic partnership finalized with a specialist
RPA platform provider and Tied up with 2 leading providers
Strong legacy on automation solutionsa.
HOLMES Artificial intelligence
b. NGCE platform for front office

c.
Internally stress tested RPA on support processes
Deployment ready task force and toolkit:

a.
70+ lean specialist led RPA deployment (virtual FTEs for design, configuration and
deployment)
b. Deployment toolkit and cookbook covering business case definition, process

qualification, step by step implementation guide
Offers Consulting Services in Robotic Tools Selection and implementation
Ability to leverage Process Excellence capabilities (On on-going basis) in the deployed
solution with the help of in-house Lean and Six Sigma consultants
Program Manages the POC and Large Scale Deployment on behalf of Customer
Continuous IT Support in order to ensure that the Robot is Up and running (Wipro would
train SMEs and Process Excellence Resources to handle change management)
Leverages its technological expertise to ensure error free Robots are deployed
Cost Savings in terms of License, Development and Maintenance cost as Wipro has a
strategic partnership with the RPA vendors (Possibility of leveraging Economies of Scale)
RPA engagement
NA

NA

with this client
NA
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Key Parameters
Synopsis
Key lessons learnt
While selecting processes for feasibility study priority should be awarded based on
Documentation level of process (e.g., business rules, scenarios, exceptions)
# of FTEs deployed and engaged in executing similar work types
Level of human judgment and adhoc analysis required for execution
Frequency of process changes and # of exception types in process
Degree of In-accurate or In-complete inputs in a process
Inherent latency of applications
Robot speed can be increased by replacing excel data manipulation with MySQL
Always better to have a fallout initially, rather than struggling with the design complexity.
We can have a learning curve of the robot by adding in more scenarios and reduce fallouts
The biggest challenge for RPA currently will be in getting buy-in from key players in
the organization. As RPA is very new to the market, the clients will have concerns on its
aspects like security, costs and vendor selection.
The biggest push back may come from the IT department as they might expect that RPA
will bring additional work to their already overloaded schedule or that it will mean a loss of
control over the way things are run.
One of the challenges will be to decide on the commercial pricing model for the accounts,
especially for the ones which are paid based on the number of full time employees (FTEs),
as RPA will lead to huge reduction in headcount.
Apart from the above, there are technical challenges like limitations of the Robots for
inputs like handwritten scanned documents and free flow text documents, which may
hamper end-to-end solutions.
Exhibit II
Key Parameters
Synopsis
The Client is one of the leading telecom and information services company headquartered in
Australia, offering full range of communication services
Industry/Vertical
Telecommunication and Broadband
Process
Telecom Order Fulfilment back office services

Process involves several repetitive manual steps, multiple systems and image processing
The analyst performs verifications as the initial stage and then order entry for Cancel Order
Queues
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Key Parameters
Synopsis

Tier 1:
Engagement
Tier 2:
Engagement
Tier 3:
Engagement
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Key Parameters
Synopsis

Involves in-depth assessment of queues at process level, scoping and Prioritization
forimplementation

End-End quality testing of output is done for a defined period of time before going
forproduction

plans are prepared)
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Key Parameters
Synopsis
led engagement
Process involves several repetitive manual steps, multiple systems and image processing.
The analyst performs verifications at the initial stage and then order entry for Cancel
OrderQueues
Robotics reduced high level of dependency on agent to perform order entry task as well as
the AHT of the entire queue
Thus eliminating the Human dependency to scale up the process
prototypes to ensure a quick realization of benefits during full scale deployment



authorities
Robots mimic the Human interactions, which an Agent performs on the screen. They are
deployed on to the local machine /server where the agents accomplish her usual tasks and
have similar privileges as the user. Thus robots are bound to the same restrictions as the
user does and have similar compliance restrictions
dynamicdashboards

Benefits are estimated in terms of Efficiency improvement and accuracy

100% automation of the order fulfilment process for an STP transaction
72% reduction in processing time per request
Zero manual error probability
No change in current system architecture thus ensuring the clients systems
remained un-changed
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Key Parameters
Synopsis

detail
RPA Tool has:

Wipro

c.

a.
deployment)

RPA engagement
NA

NA

with this client
NA
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Key Parameters
Synopsis
Key lessons learnt
Always better to have a fallout initially rather than struggling with the design complexity.
as RPA will lead to huge reduction of headcount.
Exhibit III
Key Parameters
Synopsis
The Client is one of the largest banking and financial services company based out of Australia
Industry/Vertical
Banking and Financial Services
Process
Wipro has successfully completed RPA initial assessment for the clients Insurance quotes,
revised terms queues and looking forward for large scale implementation
Quotes Process The processes involve increase / decrease in quotes, approving related
endorsements, updating new cases and generating quote documents and letters
Revised Terms Process This is a complex process which includes updating medical codes
and exclusions, approving actions, updating linked systems to reflect similar info and
generating letters
Current processes had a lot of rework given system limitations and duplication of tasks.
Multiple validations made processes complex and labor intensive
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Key Parameters
Synopsis

Tier 1:
Engagement
Tier 2:
Engagement
Tier 3:
Engagement
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Key Parameters
Synopsis

Involves in-depth assessment of queues at process level, scoping and Prioritization for
implementation

forproduction

plans are prepared)
led engagement




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Key Parameters
Synopsis

authorities
dynamicdashboards

Overall benefits are as below:

Over $8 million savings projected in 3 years to be realised post project implementation
2 POCs were developed within a short span of 3 weeks
100% successful test results during POC meant no rework
80% time reduction in Quotes 60+ steps completed in ~4 mins post automation as
opposed to ~20 mins pre-automation
77.7 % time reduction in Revised terms 110+ steps completed in ~10 mins post automation
as opposed to ~45 mins pre-automation
Detailed reporting and fallout mechanism to enable easier quality checks

detail
RPA Tool has:
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Key Parameters
Synopsis

Wipro

c.

a.
deployment)

RPA engagement
NA

NA

with this client
NA
86 //
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Key Parameters
Synopsis
Key lessons learnt
Exhibit IV
Key Parameters
Synopsis
The client is a Leading healthcare company in the U.S which serves approximately 70 million
individuals nationwide
Industry/Vertical
Health Care
Process
Provider Contract Data Management Process

Healthcare payers process thousands of contracts each year. These are validated through a
complex process involving several steps. This is not only time consuming, but also prone to
manual errors
The process generally encounters high defect rate resulting in lower accuracy of contracts
being loaded and low capacity results in backlogs and high turnaround time
The rework in the process is also high due to multiple manual hand-offs and errors
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Key Parameters
Synopsis

Tier 1:
Engagement
Tier 2:
Engagement
Tier 3:
Engagement
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Key Parameters
Synopsis

forimplementation

forproduction

plans are prepared)
led engagement
Wipro benefit to the tune of INR 8 MN annualized due to enhanced productivity through
this RPA led engagement for the client



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Key Parameters
Synopsis

authorities
dynamicdashboards
Privileges of robot can be restricted as per client requirements

Total cost savings of 60k USD by reducing repetitive steps in the process. Other key highlights
Automation of 75- 80 % of the process
Improved productivity from 70.16% to 100.25%
Elimination of manual error by automating the processes
Elimination of manual Quality Assurance team as the use of virtual auditor automated
theaudit program

detail
RPA Tool has:
Reduced nearly 30 minutes of the post-processing documentation time of each FTE per
day using a third-party documentation tool to auto populate the documentation
90 //
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Key Parameters
Synopsis

By offering and implementing this solution, Wipro has offered a Next Gen solution which
ensures reduced cost and enhanced accuracy with reduced rework. This is in line with the Key
MBOs of the Client as a Healthcare Payer
Wipro

c.

a.
deployment)

strategic partnership with the RPA vendors
RPA engagement
NA

NA

with this client
NA
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Key Parameters
Synopsis
Key lessons learnt
especially for the ones which pay is based on the number of full time employees (FTEs), as
RPA will lead to huge reduction of headcount.
Exhibit V
Key Parameters
Synopsis
The Client is one of the largest investment banking company based out of UK
Industry/Vertical
Banking and Financial Services
Process
Reporting and Indexing Processes

Reporting team prepares control and management information reports for Loan operations
Most of the activities are manually intensive and could lead to erroneous reporting thus
impacting data integrity and interpretations
High impact on Management decisions thus leading to banks reputation loss
65+ reports are prepared every day in addition to other activities like Indexing, cash
reconciliations, System administration so on.
92 //
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Key Parameters
Synopsis

Wipro follows a 3 tier engagement and governance model-
Tier 1:
Engagement
Tier 2:
Engagement
Tier 3:
Engagement
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Key Parameters
Synopsis

forimplementation

forproduction

plans are prepared)
led engagement


Understand operating model, dependency on upstream and downstream queues to
ensurea Right queue is selected for Robotics


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Key Parameters
Synopsis

authorities
dynamicdashboards

Overall benefits are as below:

100% Accuracy in the transactions processed by Robot
95% of the process is automated in case of Indexing and 100% in case of reporting post
RPA implementation
85% time saving for Indexing and 80% time saving for reporting queues
Improved capability of volume handling (Volume Spikes)
Quick development time 6 days of coding time (Along with system challenges) excluding
testing/waiting days

detail
RPA Tool has:
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Key Parameters
Synopsis

Wipro

c.

a.
70+ lean specialist led RPA deployment (virtual FTEs for design, configuration
anddeployment)

RPA engagement
NA

NA

with this client
NA
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Key Parameters
Synopsis
Key lessons learnt
12.3 Infosys
Exhibit I
Key Parameters
Synopsis
Leading global Hi-tech company
Industry/Vertical
Manufacturing
Process
Non-Voice (Order Management)

Infosys proactively proposed RPA implementation as a transformation initiative to

Innovation and Transformation Board comprising of key stakeholders from both Infosys
and the client.
Infosys identified tactical short term and strategic long term RPA projects non- overlapping
with IT initiatives
Infosys categorized, prioritized and executed the RPA projects
The board tracked the progress and adherence to business goals of the projects by doing
monthly review
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Key Parameters
Synopsis
Analysis and documentation of the as-is process and design to-be process
Review of the proposed solution by operation SMEs
Phased approach adopted for automation:
Unified view collating information for agents improving productivity
Semi Automation to get early benefits
Touchless process with robo mode in full-fledged automation
Analysis of automation fallouts to improve automation coverage
Hands-on training sessions arranged for agents
Hand-holding support by the Implementation team post go-live
Weekly evaluation of utilization reports to monitor the comfort level of agents using
thesolution
Periodic evaluation of process performance reports to monitor the effectiveness
ofautomation

Joint review of requirements by Implementation and Operations Teams

Weekly status calls to monitor the progress and address challenges collaboratively with the
client
Provide Up-to-Date product manuals and Dos and Donts instructions for every agent
Thorough audit by Infosys BPO Quality team
Automation tools reporting SLA adherence and accuracy level, cumulated for a process
and region using configurable dashboards
Control centre application built to monitor Robots at a global level and drill down to
robotlevel
led engagement
Considerable effort was put in to understand the unique challenges posed by the underlying
client applications/process and find out ways to address them. Taking these into account
while delivering the solution resulted in added value delivered to the client in the form of:
Clear and repeatable benefits from Right First Time gains in process metrics were an 87%
perfect order index and 95% first touch resolution, with remarkable overall service delivery
at 99.69%
Customer satisfaction scores of 4.10 (out of 5.00) from a happier customer that now
enjoyed an annual billing discount of 7%
A related qualitative value derived was the subsequent up-skilling of employees who were
trained and deployed in consultant roles to handle more complex processes within the
clients other engagements

authorities
Full compliance ensured with the clients information security teams and all other appropriate
regulatory authorities.

The highly effective RPA solutions delivered by Infosys BPO, resulted in significant cost
benefits to the client. An improved quality of service delivery of as high a 99.69% was
characterised by:
27% reduction in Average Handling Time (AHT) from 0.68 hours to 0.5 hours
30% reduction in First Touch Cycle Time
23% improvement in First Resolution Contact Time with minimised fatal errors.

detail
98 //
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AssistEdge A patented (US 20100077042) product by Infosys BPO, which is a key

component of the Robotic Process Automation stack. More information available in http://
www.infosys.com/assistedge/
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Key Parameters
Synopsis

The processes, over a period of iterations have been moved to a phantom or robo model
which has completely eliminated the FTE effort

RPA engagement
3-6 months

Positive/Incremental, got additional business

with this client
20% reduction of FTE in the process
Key lessons learnt
Not to do 100% automation to safeguard from any last min changes. We do only 80%
automation as per the process as well
The clients post seeing the above have taken AE to be rolled out across vendors.
Adherence to change management is critical. Client need to inform us of any IT Landscape

changes , then and there and formally every week
Exhibit II
Key Parameters
Synopsis
Global leading manufacturing company
Industry/Vertical
Diversified
Process
Non-voice (Data collation, analysis and intelligent reporting)

Infosys BPO followed a highly collaborative governance model where representatives

from the client teams were involved in each and every step of the engagement. A Steering
Committee with key stakeholders from the client, Infosys BPO and various SMEs drove
the feasibility analysis, identification of automation scopes, deciding on control structures,
escalation points and post-implementation performance measurement and management. The
Development, Implementation and Operations teams from Infosys BPO constantly engaged
with the Steering Committee in taking the project forward.
Business critical metrics and datapoints were identified

Stakeholders were interviewed on specific reporting needs
AS-IS reporting logic was studied by consulting with FTEs
User friendly drill down reports and dashboards were designed in iDashboard
Visual Reports, Charts and dashboards were rapidly prototyped iteratively using simulated
data and signed off from stakeholders
Reports, charts were configured with live data in iDashboard
FTEs associated with reporting process were redeployed for other customer projects
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Key Parameters
Synopsis

Methodology formonitoring
Joint review of the requirements were done by the Steering Committee and the
Operations, Implementation and Development teams from Infosys BPO
Weekly tripartite status calls set up with the analysts from the client, the Steering
Committee members and the Infosys BPO teams frequently
Frequent audit conducted by the Infosys BPO quality teams to ensure process adherence
and compliance
Post implementation of automation processes were followed up with performance
enhancement measurement of the processes
UAT for the reports was conducted on a frequent basis to verify the accuracy levels
led engagement
As a result of implementation of the solution, manual intervention was reduced to zero and led
to the following further benefits:
Time taken to run reports on hourly basis / daily stopped
Accuracy of the reporting enhanced significantly
Timely closure of tickets / SLA compliance
Timely escalation of issues in case of dependencies
Easier Governance / Structured review calls

authorities
Full compliance ensured with the clients Compliance and Regulatory Teams.

Effort reduction in manual reporting and monitoring of operational deliverables

detail
Leveraged a key component of RPA Stack viz Decision Insights that gives a complete
efficiency to floor operations and provides a visibility into floor performance at 3 levels viz,
Performance , Operations and Process

Powerful Visualization Solution that gives instantaneous view into health of operations at
3levels Performance / KPI Level, SLA Level and Process Level. Gives timely alerts as well as
pareto analysis et al to be able to take action quickly and enhance operations efficiency and
performance metrics

RPA engagement
Immediate

Positive / Incremental

with this client
100% FTE reduction
Key lessons learnt
A powerful solution that can be floated on every floor.
100 //
SEPTEMBER 2015
Effort reduction in governance on daily / weekly basis

Avoidance of escalations and associated issues and penalties
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Exhibit III
Key Parameters
Synopsis
Leading US mortgage servicing company
Industry/Vertical
BFSI
Process
Non-Voice (Loan Verification)

Identification of Automatable opportunities in an account and providing a big picture view

on timelines and benefits
DFV analysis post identification of Automatable activities in an account for a go-no go
Presenting the proposed solution to key stakeholders and incorporating their suggestions
in further proofing it
Identifying and engaging dedicated teams to execute the solution deliverables
Periodical formal governance weekly internally, fortnightly with SVP, Monthly with CEO /
EC and Quarterly at board level.
Infosys conducted a Due Diligence across the Consumer Lending services shop mapping
out all business, including vendors used
The RPA Stack key component leveraged for this as reflected below.
Automation of data validations, qualification checks thereby increasing STP from 0% to
85% , reducing costs and cycle time (2-3 days)
Lite technology like workflow and point solutions to manage workload and eliminate
circuitous process and loan flow.
Re-engineering of numerous process to re-align based on skills, productivity, product
types, NMLS licensing requirements. Included redesign and introduction of key roles like
customer relationship owner to own loans to closure and act as SPOC for client
Offshoring of non key areas to limit the portfolio to be focused and managed by client

Joint review of requirements by various concerned teams from Infosys BPO and client
Involvement from various stakeholders including the quality team to implement and
monitor the best practices during automation
Identification of risks and using appropriate escalation matrix for a fast mitigation
Weekly status calls to monitor implementation process of automation
Quality audit checks were done to address other related concerns of implementation
Progress of the project implementation reported to various business stakeholders on a
regular basis
Templates and checklists were used for standard practices during implementation of
process automation
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Key Parameters
Synopsis
led engagement
Automated processing of unstructured data using natural language processing and

machine learning
Flexible and two step verification process for automation helped improvise the architecture
landscape of the solution and also ensured better checks of the business rules of loan
verification process
Automation workflows and upload of data into upstream system ensured better resource
utilization and cost optimization
The fitment of the automation solution ensured effective input queue based system for
triggering of web services that retrieved loan data from mainframes. This lead to improved
overall process efficiency.
Increase in data accuracy as manual verification steps were replaced by automated data
extraction and validation steps in the automation process.
All of above helped address the client pain points viz
High cycle time 35 days from Application to closing of a equity line of credit/loan
Drop in customer satisfaction. Was rated as a top player by JD Power 6 years ago and has
witnessed a slide since then
Sub optimal efficiency ratio (68% vs target of 75%), pull through (65% vs target of 75%)

authorities
Full compliance achieved by working closely with clients information security and
complianceteams

Automation brought about in the data retrieval, extraction and validation resulted in
significant cost benefits and better process optimization for the client.

detail
Two Key components of Infosys RPA Stack leveraged for bringing in the
AutomationBenefits
Improvements in productivity, resource utilization and process efficiency seen as manual

effort replaced by automated solution and better AHT since there was now an UI for data
validation and update
DEEP Data extraction solution comprised of automated process for extraction, validation
and update. Was able to process unstructured documents, replicate human behaviours
such as natural language processing and context awareness. Also provided for two step
verification process of loan data.
AVTAR A key component of the Robotic Process Automation stack, this is the UI
automation solution offered by Infosys BPO to be used for retrieval of loan information
from disparate systems including content management systems and bank web-portals.

Reduction in cycle time from 35 days to 27 days

Annual saves of over $2.5M with no incremental cost impact through a combination of
reduced effort, automations, reduced vendor spend, deskilling of resources, revamped
AVM review guidelines
Appraisal upgrade rates down from 40% to 10%
Increased client satisfaction due to dedicated relationship officer and lesser time to close
Ability to provide a loan decision to client at point of sale, which is a game changer
Better visibility into business and tracking by stronger reporting and analytics

RPA engagement
3-6 months

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Key Parameters
Synopsis

with this client
20-25%
Key lessons learnt
Engagement with various client stakeholders, SME teams and implementation of best
practices is beneficial in providing various alternatives to the current business process flow
Exhibit IV
Key Parameters
Synopsis
Leading Aircraft OEM
Industry/Vertical
Manufacturing
Process
Non-Voice (Purchase Order)

Identification of Automatable opportunities in an account and providing a big picture view

on timelines and benefits
DFV analysis post identification of Automatable activities in an account for a go-no go
Presenting the proposed solution to key stakeholders and incorporating their suggestions
in further proofing it
Identifying and engaging dedicated teams to execute the solution deliverables
Periodical formal governance weekly internally, fortnightly with SVP, Monthly with CEO /
EC and Quarterly at board level.
Infosys followed a phased approach for the project

Prepared a high level study of the as-is process with stepwise implementation controls
Conducted a detailed Time and Motion study of ongoing process and projections for
automated process.
Conducted impact analysis and plan for transition/change management
Identified key levers and types of automation for maximum ROI realization
Articulation of time and effort savings per step of automation
Business case drafted and method definition finalized
Identifying automation gaps in the proposed solution and analysing them in detail for
carrying out mitigation steps
Closely monitored transaction and manual validation of results by both Infosys BPO and
client teams to ensure standard of delivery
Production training and user feedback on a constant basis

Strict quality plan drafted for the process automation.
led engagement
Along with FTE reduction and cost optimization, Infosys BPO with its vast expertise of
handling similar projects, extended the scope of automation and leveraged it as a way to drive
process standardisation.
Adherence to current standards and SLA.

Regular quality audits by Infosys quality teams and audit teams from the client
Phase wise implementation and validation by setting milestones
Process quality and optimization checks by SME(s)
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Key Parameters
Synopsis

authorities
Complete adherence to laid out norms and security. Periodic assessment and audits to ensure
compliance with client, Infosys BPO and global benchmarks

100% adherence to acknowledgement of PO

detail
AssistEdge A patented (US 20100077042) product by Infosys BPO, which is a key

component of the Robotic Process Automation stack. AssistEdge is a customer service
product for contact centers that delivers an integrated cross-channel experience. The
products distinctive context-passing capability, patented self- care technology, and
intuitive dashboard helps enhance customer experience and boost agent productivity.
Moreinformation available in http://www.infosys.com/assistedge/

A highly acclaimed performance record for Infosys BPO in delivering industry leading
RPA solutions, coupled with a guarantee of not only decreasing operational costs, but also
improving process efficiency and a constant effort to generate additional value for theclient.

RPA engagement
3-6 months

Positive/Incremental due to additional business with the client

with this client
25-30% improvement
Key lessons learnt
For optimum benefits and scope identification, participation of key stakeholders and SMEs
is a must
75% percent reduction in AHT

0% error in downloading and processing PO
As a way to drive down implementation costs, a strict execution plan and change
management plan is necessary
Importance and emphasis on process optimization to leverage complete benefits
ofautomation.
Factoring in IT infrastructure setup constraints and other such miscellaneous costs gives
more accurate cost and performance projections on a longer term
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12.4 HP
Exhibit I
Key Parameters
Synopsis
Large multi-national conglomerate
Industry/Vertical
Consumer Goods
Process
HR Payroll Time Management Automation

A program team was created with key stakeholders from client and HP.
Agreed on the business case and the automation priority.
Weekly progress report on the implementation status.
Escalation management is in place to address issues in a timely manner.
Trained resources who have the skills required for the automation development.
Worked with the business to document the details of the processes, requirements and
design and develop the automation solution.
Performed testing on automation solution.
Moved automation solution to production
Monitored the automated process in the production environment as part of the warranty
and support plan.
Gradually phased out the human FTEs to the automated process
Plan in place to redeploy the FTEs released from automation

Client involvement in approving the tool, design, testing plan and involved in the testing.
led engagement
Requests for absence (time-off, leave) and overtime are automatically processed in real
time eliminating delay and batch processing.
In moving towards an enterprise application, HP and the client worked collaboratively to

design the solution and, in particular, to address the clients requirements for security
Rigorous testing process to ensure robot is working as designed.
Rigorous production environment monitoring process.
Automated validation against a set of validation/business rules and authorization checks

eliminating errors that can occur if performed by a human person.
Eliminating the manual process where robot will process the transaction directly in clients
Time Management System.
End to end automation and not just certain steps within a process.
24 X 7 operations.

authorities
Fully compliant with all appropriate Regulatory Regulations

Not applicable

detail
Third-party
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Key Parameters
Synopsis

Innovative solution to address their business needs and pressure to reduce costs

RPA engagement
Not applicable

Not applicable

with this client
Not applicable
Key lessons learnt
Not applicable
Do more with less
Exhibit II
Key Parameters
Synopsis
Multi National Manufacturing Company
Industry/Vertical
Manufacturing
Process
F&A Source to Pay Inter Company invoice processing automation

Worked with client to identify IC vendors in scope of the automation program.
Trained resources that have the skills required for the automation development.
Agreed on project scope and success criteria of the automation.

Focus on one country first and then roll out the automation solution to other countries
and support plan.

106 //
SEPTEMBER 2015
Defined the validation rules that were required

Created a configuration table where certain configurations can be done by end users to
reflect the specific process without changing the embedded validation rules.
Robot will log the outcome of the processing and create a report that shows items that
cannot be processed which require human intervention.
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Key Parameters
Synopsis
led engagement
Invoice data is captured from invoice image and validation rules are created to verify the
accuracy of the data captured.
Automated data entry into clients Workflow application and into SAP
Automated end to end invoice processing including indexing, PO line item matching, tax
code determination, posting, discrepancy process
The ability to replicate the process to automate third-party invoice processing for the same
client and other clients.

authorities

35% FTE reduction

detail
Third-party

Innovative solution to address their business needs and pressure to reduce costs.

RPA engagement
Not applicable

Not applicable

with this client
Not applicable
Key lessons learnt
Not applicable
HP and client are working to extend this automation for third-party invoices
Exhibit III
Key Parameters
Synopsis
Global Food Processing Company
Industry/Vertical
Manufacturing Food processing
Process
F&A non PO Invoice Automation
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Key Parameters
Synopsis

Opportunity identification was performed
Trained resources who have the skills required for the automation development.
Focus on quick win opportunities
and support plan.

Thorough testing of process undertaken to ensure tool is working as designed.
led engagement
Eliminate the manual process where robot will process the transaction directly in SAP

authorities

Achieved 40% FTE reduction

detail
Developed In-house

Innovative solution to address their business needs with better quality and faster
processing time which reduces costs.

RPA engagement
Not applicable
108 //
SEPTEMBER 2015
Improves cycle time for the non PO invoice processing

Improves quality through avoiding manual errors that can occur while posting
The ability to replicate the same non PO invoice automation process for other clients.
Client benefits from the FTE reduction from the automation.
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Key Parameters
Synopsis

Not applicable

with this client
Not applicable
Key lessons learnt
Not applicable
Exhibit IV
Key Parameters
Synopsis
Global Food Processing Company
Industry/Vertical
Manufacturing Food processing
Process
F&A Vendor Setup Automation

The proposal was discussed with key stakeholders from client and HP.
Work with business to document the details of the processes, requirements and design and
develop the automation solution.
Agreed on the business case and the automation priority.

Escalation management is in place to address issues in a timely manner.
Perform testing on automation solution.

Demo and Training to the users
Phased rollout by regions
Monitor the automated process in the production environment
Gradually phase out the human FTEs to the automated process
Plan in place to re-deploy the FTEs released from automation

Client involvement in approving the tool, design, testing plan and involve in the testing.
led engagement
Request received is processed with minimum human intervention.
Thorough testing process to ensure tool is working as designed.

Sample Audits performed daily and weekly
Automated validation against a set of validation/business rules and eliminating errors that
can occur if performed by a human person.
Skillset requirement is reduced as the validations are validated in this tool.
The ability to replicate the same vendor master automation process for other clients which
have similar characteristics.

authorities
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Key Parameters
Synopsis

Achieved 25% FTE reduction

detail
Developed In-house

Innovative solution to address their business needs with better quality and faster
processing time which reduces costs.

RPA engagement
Not applicable

Not applicable

with this client
Not applicable
Key lessons learnt
Not applicable
Client benefits from the FTE reduction from the automation.
Exhibit V
Key Parameters
Synopsis
Multi National Manufacturing Company
Industry/Vertical
Manufacturing
Process
F&A Order to Cash Cash Application Automation

Closely worked with the client to implement the automation solution
Received close to 45K incoming payments in 3 days which need to be applied to customer
accounts. Average monthly volume was 1,300.
110 //
SEPTEMBER 2015
Built cash application automation tool within 2 weeks. Prior to the automation
implementation, 3,700 items were processed.
Without automation, the process would have taken 3 months with additional FTEs being
needed from HP and client as 1 FTE can only process 300 items in a day.
When the automation was implemented, the remaining open items of 41K were processed
in 7 days.
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Key Parameters
Synopsis

led engagement
The ability to replicate the same cash application automation process for other clients
which have similar characteristics.

authorities

Eliminate the need to have additional FTEs, overtime work.

detail
Third-party

HPs ability to respond to major event that impacts client processes with very fast response
time to come up with innovation solution. As a result HP was awarded with the Innovation
Award by the client

RPA engagement
Not applicable

Not applicable

with this client
Not applicable
Key lessons learnt
Not applicable
Robot can process high volume of transactions within days thereby reducing the
FTErequired
Fast implementation time
Significantly improved processing times from the original 3 months plan without
automation to just 7 days with automation.
50% FTE reduction
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Exhibit VI
Key Parameters
Synopsis
Global Transportation Company
Industry/Vertical
Transportation
Process
F&A SLA Automation

Opportunity identification is performed.
Work with business to document the details of the SLA processes, requirements, design and
develop the automation solution.

Calculation of the SLA is performed by robot.
led engagement
Eliminate the manual process to create the SLA.
Identify key metrics for SLA, SLA definition and scoring.
Thorough testing process to ensure the SLA automation is working as designed per the
agreed SLA definition and the calculation of the SLA is done correctly.
Improves cycle time for SLA creation

Improves quality through avoiding manual errors that can occur if SLA is created manually
The ability to focus on the root cause and how to improve SLA if the agreed metrics are
not met (early detection of issues)
Flexibility to create SLA as needed (i.e. weekly, monthly, quarterly)

authorities
Not applicable

Resources can focus on fixing the root cause that impacts SLA metrics before the final SLA is
provided to customer.

detail
Third-party

Early detection of issues and resolution before the SLA metric becomes an issue.
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Key Parameters
Synopsis

RPA engagement
Not applicable

Not applicable

with this client
Not applicable
Key lessons learnt
Not applicable
Exhibit VII
Key Parameters
Synopsis
Banking Client
Industry/Vertical
Financial Services
Process
Fraud Detection

Closely worked with the client on the automation solution, project scope, agreed on the
success criteria.
HP uses automation engine that uses intelligent recognition to inspect the images of
presented cheques by comparing a range of characteristics to previous known good
paidcheques.

Automation engine flags potential fraudulent cheques to processors for review.
led engagement
Cheques are processed accurately

authorities
Not applicable
The tool flags suspect items to processors for review and decision.
Started with high value cheques and later include much lower cheque value.
The key ability here is to process high volume of cheques through the engine, and to
identify fraudulent cheques to a much lower value limit.
Ability to set up a threshold limit for fraudulent cheques.
Reduction of losses caused by fraud

Ability to move from fraud detection to fraud prevention
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Key Parameters
Synopsis

Detected over 500K of attempted fraud each month since it went live therefore significantly
reducing losses to the customer.

detail
Third-party

Fraud detection.

RPA engagement
Not applicable

Generated additional revenue for a new service stream for HP.

with this client
Not applicable
Key lessons learnt
Not applicable
114 //
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Reduce losses due to fraud.

HP ability to solve customers business issues.
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12.5 EXL Services

Exhibit I
Key Parameters
Synopsis
The client is a very large conglomerate and owns a variety of businesses which provide
product and services to the industrial, energy, transportation and construction sectors
Industry/Vertical
Diversified
Process
Non-voice (F&A)

EXL has its Proprietary Methodology for governing the engagement and Governance. It
has five phases: Baseline; Diagnose; Solution Proposal; Implementation; and Control
In Baseline the following are Done Process Shortlist, Create Project Charter, Creating
as-is-Process Maps, Baseline Key metrics, collect existing automation available and gather
benchmark data if available
In Diagnose Key automation opportunities are identified and further drilled down as RPA/
non-RPA. Then gap analysis, feasibility Assessment are done
In Solution Proposal, the high level solution model is defined and vetted with Key business
and client stakeholders and sign-off is procured. This is also the stage where we have
visibility of the key business benefits
The final stages involve solution design, development, implementation and control
In case of Partner lead implementation, EXL co-work with them and the partners
methodology is customised for implementation
This is done as part of the Implementation and Control Stage. The Solution gets implemented
in candidate systems and increased to larger process area. People are needed in the initial
phase to handle exceptions and also to provide inputs/ feedback to make the system smarter,
thereby allowing it to self-learn for given situations.

EXL uses internal proprietary methodology for this. The process excellence team lead
the finalising of the process and business metrics to be measured and use Six Sigma
methodology to monitor and control. Through a project charter key stakeholders are
established which would include the client stakeholders.
led engagement
Not Applicable

authorities
Wherever applicable, EXL secures prior approvals from clients compliance and information
security team.

Pricing would need to be evolved over a period. Currently there is more of cannibalisation of
revenue for EXL and the outcome is enhanced value delivered to client.
Clients also participate in the ideation and project kick-off and are part of the regular and
established governance meetings. They are sent periodic project communications of the
RPA work being done.
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Key Parameters
Synopsis

detail
In-house Advanced RPA suite

Third-party tool (Blue Prism)
Blue Prism is licensed by the Robot (each installation of the software on a server)
Each Robot executes only one process at a time. The Robot can run 24 hours per
day, subject to any maintenance that is required for the ERP or other systems that it
accesses
Proper scheduling and prioritisation of work will be required to ensure the Robot(s) is
functioning efficiently. The product seems to perform as promised
Solution included accessing multiple systems, reading the required data fields, and
making the required updates and creating output as designed
As expected, the OCR capability is rather limited, but can be useful in a static
environment
Besides, the product is limited by ERP or other system performance. There are some
ways to mitigate this, if needed, by running multiple sessions of the ERP or other system

Not Applicable

RPA engagement
Less than six months


with this client
Key lessons learnt
RPA and Business Process Automation would be a key lever for an organizations evolving
maturity. There are more than 7+ RPA implementation in progress and since this is a new
evolution, too early to comment on Key lessons. EXL would continue to focus on identifying
process areas to implement RPA and focus on creating value to the client.
Exhibit II
Key Parameters
Synopsis
The client is a very large conglomerate and owns a variety of businesses which provide
product and services to the industrial, energy, transportation and construction sectors.
Industry/Vertical
Diversified
Process
Non-voice (F&A)
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Key Parameters
Synopsis

This initiative was led mutually by EXL (business operations lead, technology advanced
automation and RPA lead) and clients business leadership.
EXL has a proprietary Robotics Process Automation (RPA) transition management process
that governs RPA projects lifecycle from human FTE to robots

Following are the key control points in EXLs RPA methodology/transition process (human
FTE to robot)
led engagement
EXL has value-added palette of Robotics Automation Solutions that can be rapidly
leveraged for various business scenarios and industry verticals, this includes:
Automated input processing
Automated rule based software robots
Screen aggregation based robotics capability and many more
A straight 100% business impact(FTE reduction) by EXLs RPA implementation
EXLs advanced and robotics automation practice has a well-defined process of leading
RPA led engagement that facilitates near accurate quantification of benefits, faster timeto-value and merges EXLs deep-domain business process automation experience with
RPAs technical implementation

authorities
EXLs RPA implementation and transition process covers information security, data privacy
and regulatory compliance aspects with firm check-point activities and associated artefacts
(check-list).

Having benchmarked proposed benefits in a proof-of concept and current client relationship
being FTE based pricing, we had tabled alternative pricing proposal to client (Transaction
based/ Outcome based)

detail
Third-party tool (Blue Prism)

Blue Prism is licensed by the Robot. The Robot can run 24 hours per day, subject to any
maintenance that is required for the ERP or other systems that it accesses
Solution include accessing multiple systems, reading the required data fields, making the
required updates and creating output, as required
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Key Parameters
Synopsis

EXLs efficiency improvement proposal that translated into visible financial gains for client
along with EXLs deep-domain knowledge and process expertise as key differentiator

RPA engagement
Within 6 months

100% FTE reduction

with this client
Key lessons learnt
Robotic processing in repetitive and low complexity processes can yield breakthrough results
Additionally, EXLs RPA offering maturity and readily available RPA that bring faster timeto-value
Exhibit III
Key Parameters
Synopsis
Very large Travel service Centre handling Travel bookings worldwide.
Industry/Vertical
Travel
Process
Refunds

that governs RPA projects lifecycle from human FTE to robots.

FTE to robot)
PA Applicability Assessment and detailed diagnostics
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Key Parameters
Synopsis
led engagement
A straight 20% business impact(FTE reduction) by EXLs RPA screen aggregation
implementation
RPAs technical implementation.

authorities
and regulatory compliance aspects.

Client Sign-off on delivered efficient is obtained.

detail
EXLs robotics automation palette 10+ cross-vertical and industry specific bots
comprising of both in-house and third-party capabilities.

EXLs efficiency improvement proposal that translated into visible financial gains for client
along with EXLs deep-domain knowledge and process expertise as key differentiator

RPA engagement
Within 6 months

RPA projects value is delivered as differentiator and enhanced client stickiness.

with this client
~20 % FTE reduction
Key lessons learnt
Any process that has multiple data sources for data entry is good candidate for
robotization.
EXLs advanced and business process automation systems.
Travel industry has potential to adopt RPA in a big way.
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Exhibit IV
Key Parameters
Synopsis
Very large Travel service handling Travel bookings worldwide.
Industry/Vertical
TTL
Process
UK Emailing Services

that governs RPA projects lifecycle from human FTE to robots

FTE to robot):
led engagement
RPAs technical implementation.

authorities
and regulatory compliance aspects with firm check-point activities and associated artefacts
(check-list).
This data in this process is internal to the business and there is no customer specific
information and didnt require regulatory compliance consideration.
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Key Parameters
Synopsis

Improvement in process effectiveness leading to financial benefits.

detail
EXLs robotics automation palette 10+ cross-vertical and industry specific bots
comprising of both in-house and third-party capabilities

EXLs proposed automation solution and its unique value proposition.

RPA engagement
Within 6 months

Cost saving initiative.

with this client
Effectiveness enhancements, reduction in errors leading to financial savings.
Key lessons learnt
Robotics can not only drive efficiency but also provide significant effectiveness benefits.
EXLs advanced and business process automation systems
EXLs deep-domain knowledge and process expertise as key differentiator

12.6 Genpact
Exhibit I
Key Parameters
Synopsis
Global Insurance Company
Industry/Vertical
Insurance
Process
Non-voice (Claims data management)

Joint governance board comprising of Genpact RPA and business teams as well as client
members
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Key Parameters
Synopsis
Solution development, user acceptance testing, parallel run and cut over

Use proprietary rapid automation monitoring and process configuration frameworks
led engagement
Genpact delivered an innovative solution to the client by combining our mature Rapid
Automation capabilities along with our domain and industry specific pre-configured utilities
and claims data analysers to drive on-demand scalability, improved productivity by 50%
thereby reducing operating costs.

authorities
Fully compliant with appropriate regulations.

Genpacts RPA solutions delivered significant business benefits to client including 50%
productivity improvement, 100% accuracy and compliance.

detail
Third-party automation tool (Details kept confidential)

Unique combination of process and domain expertise along with technological capability to
deliver 3X impact.

RPA engagement
Immediate


with this client
Negative/Decremental
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Key Parameters
Synopsis
Key lessons learnt
From the client side, program needs to be owned at the CXO level. Maximum value can be
derived by deploying RPA in the retained organisation vs. deploying in processes that are
already outsourced and optimised.
Exhibit II
Key Parameters
Synopsis
A leading player in the CPG industry
Industry/Vertical
CPG
Process
Invoice process automation

We use Genpacts proprietary PMO framework for project governance. This would include
an executive governance board comprising of the Client and Genpact leadership plus a
project governance council (PGC) comprising of the operations folks from both the Client and
Genpact. PGC reports out the SLAs on a bi weekly basis to the Exec Governance Board.
Transitions start at the Go Live toll gate where we have a typical 30 days transition phase.
There are 3 phases here. Phase 1 is 100% parallel run (typically for < a week) and then the
mix of FTE and robot is altered depending on the process criticality.

This is a part of the governance cycle. Each automated process SLA is monitored exactly
in the same way as per the SLAs monitored for the human run process. We would look at
improving the SLAs for the automated processes as pre agreed with the client.
led engagement
Innovations used across the automation lifecycle help us maximise the value derived from the
process automation for the clients e.g. SEP frameworks for process optimisation; Reusable
components for faster solution deployment (helped us speed up solution development by
over 30%); Rapid Automation (RA) + OCR mash-up to extract and validate data; 2-way /
3-way matching and automatic posting in ERP

authorities
PII regulatory requirements were 100% met by RA

Productivity up 30%

detail
We used a third-party tool for providing the solution. This was in addition to the technology
mashup with our proprietary OCR solution and the Process Re-engineering frameworks
We cut over from day 31

Transitions can complete sooner depending on the process complexity and criticality
Operating cost down by 35%

Zero errors
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Key Parameters
Synopsis

The Client had to only deal with one organisation/partner for the BPO deal, process
optimisation, technology deployment, support and transformation leading to partner
simplification and cost savings for the clients

RPA engagement
< 6 months

Not disclosed

with this client
Reduced by 38%
Key lessons learnt
Clear ownership
Time to value was faster since we used our proprietary tool kits and frameworks (GPMO,
GCM); reduced risk to client due to end to end program management done by one partner.
All leading to efficient engagement and reduced operating costs.
Driven top down

Owned by senior business leader with CEO visibility
Run as program under established CoE
Roadmap defined and agreed by business + IT stakeholders
Optimize / re-engineer invoicing process before automation
IT approvals usually primary choke point address early
Maximum value in the retained organisation
12.7 Sutherland Global Services

Key Parameters
Synopsis
Leading Technology Provider
Industry/Vertical
Technology
Process
Non-voice

Sutherland offer a RPA managed service. The solution is implemented alongside an

outsourcing agreement, taking on the existing staff and in some case, the clients facilities
Same as above
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Key Parameters
Synopsis

Team of in-house RPA experts monitor and manage virtual agents workforce on
clientsbehalf.
led engagement
Reduction in end to end transaction time, quality improvement and cost reduction on a 97%
low-cost based (off-shored) organisation.

authorities
Compliant

Transaction based, with additional annual fees.

detail
Blue Prism

FTE reduction, reduction in attrition, improved quality.

RPA engagement
20% cost reduction from day 1 and every increasing.


with this client
Key lessons learnt
Level of process detail required for a successful implementation is at a granular level.
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12.8 IGATE
Exhibit I
Key Parameters
Synopsis
One of the largest providers of employee benefits in the United States, Fortune 500 company
and a member of the S&P 500 Index.
Industry/Vertical
Insurance
Process
Employee Benefits

This initiative was led mutually by IGATE (business operations lead, technology advanced
automation and RPA lead) and clients business leadership
IGATEs change management process was deployed to manage the internal transition to a
robotics led process from a manual process while keeping all stakeholders from IGATE and
client side duly informed.

Following are the key control points in IGATEs methodology/transition process

SLA management and communication framework
Robotics implementation and validation
led engagement
IGATEs RPA implementation and transition process like any other BPO Process covers
information security, data privacy and regulatory compliance aspects with firm check-point
activities and associated artefacts (check-list).

authorities
Initial estimate of Cost benefits realized would be significant enabling IGATE to pass on a part
of the benefits realized to clients while improving our operating margins.

One of the largest providers of employee benefits in the United States, Fortune 500 company
and a member of the S&P 500 Index.

detail
Third-party tool (Samyutam) with cognitive intelligence that can handle unstructured data
sets from multiple systems and learn the process as it encounters new scenario
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Solution include accessing multiple systems, reading the required data from variable
format MS Excel files, making the required updates and creating output, as required
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Key Parameters
Synopsis

While the cost reduced significantly it also had impact in other areas like improvement of
accuracy and scalability that enables us to process higher volume during peak season that will
help our client in additional revenue.

RPA engagement
We expect it to be less than 6 months

Revenue remains same minus the portion IGATE passes on to the client. We believe this
capability will help us acquire additional client/process and thus revenue accretive overall.

with this client
While # of FTEs for the process will reduce for transaction services the quality of the people
will improve from data entry to data validation requiring higher skills. Also we believe the
positive impact created will help us acquire additional business from client.
Key lessons learnt
Robotic processing in repetitive and low complexity processes can yield breakthrough results
Exhibit II
Key Parameters
Synopsis
State Government of Victoria Statutory Body
Industry/Vertical
Government Services
Process
End to end Residential Tenancy Bond administration. Extensive Automation of registry system
involving Document management solution, Workflow solution, Inquiry module for status
inquiries, online portal.

This initiative was led mutually by IGATE (business operations lead, technology advanced
IGATEs change management process was deployed to manage the internal transition to an
automation led process from a manual process while keeping all stakeholders from IGATE and
client side duly informed.
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Key Parameters
Synopsis

Following are the key control points in IGATEs methodology/transition process

SLA management and communication framework
Robotics implementation and validation
led engagement

authorities

IGATE offered a transaction based pricing and total estimated cost benefit over a period of
5years is $5million.

detail
Designed and deployed automated residential tenancy bond administration platform that
automated lodgment, transfer, agent registration, claims and helpdesk.

Along with the significant cost benefits, operating costs reduced by 30%, overall process
time reduced by 33%, the client achieved process optimization, re-engineering and maximum
automation along with integration of Email and SMS

RPA engagement
Less than 6 months

Revenue remains same minus the portion IGATE passes on to the client. We believe this
capability will help us acquire additional client/process and thus revenue accretive overall.

with this client
While # of FTEs for the process will reduce for transaction services the quality of the people
will improve from data entry to data validation requiring higher skills. Also we believe the
positive impact created will help us acquire additional business from client.
Key lessons learnt
Automation of complex processes can yield breakthrough results and help achieve
significantbenefits.
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12.9 Tech Mahindra

Exhibit I
Key Parameters
Synopsis
A major European telecom company
Industry/Vertical
Telecom
Process
Back Office

Our RPA Maturity model typically runs on three levels defined by the industry: 1) Initialization,
2) Industrialization and 3) Institutionalization. The underlying objective behind using this
model is to start with automating standard and relatively less complex processes which are
labour, time and data intensive, repetitive, vulnerable to errors and may involve disparate
technology platforms/applications/systems with a loose coupling, and move toward creating
robots with machine learning and cognitive capabilities.
Typically powered by an RPA Centre of Excellence unit which serves as a CIO/COO/CTO/
BPM-driven umbrella empowered to drive RPA internally and externally. The primary goal is
to ensure effective collaboration and knowledge-sharing between different RPA units/silos
operating within the company so as to setup effective RPA project governance, evaluate
different tools/techniques/approaches to RPA, objectively identify, assess, measure and
manage RPA opportunities across different BUs/Depts./functions in the company, drive up
operational efficiencies in RPA projects, enable re-use of automated tasks by maintaining
a repository, deliver and track benefits of RPA projects across the company and manage
changeeffectively
Typical Structure followed
CTO/CIO
Program Directors | VP Process Improvement/BPM

Program Leads | Project Managers
Process Champions | IT

1)
Developers | Testers
CXOs/HODs/BU Heads:
Roles & Responsibilities (R&R): RPA Program Owner, RPA thought leadership
2) Program Directors/VP Process Improvement | BPM:
R&R: RPA Governance Framework and Policies for 1 or more depts./verticals as applicable,
setting up Solution and Milestone Frameworks, Tracking RPA projects and business benefits
therein, Evangelising the business benefits of RPA to senior execs/HODs, Business users et al,
Change Management
3) Program Managers/Project Managers:
R&R: Planning, driving and managing individual RPA projects, ensuring RPA projects are
executed and managed within the prescribed governance framework and are meeting time,
cost and quality expectations. Liaison with IT and infrastructure/facilities teams to ensure test
and development environment readiness.
4) Process Champions:
R&R: Lean/6 Sigma Process champions liaison with Program/Project management teams to
ensure process readiness
5) Developers/Testers:
R&R: Develop, execute and maintain RPA and Test Automation scripts and ensure adherence
to the governing RPA framework
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Key Parameters
Synopsis
Typical Structure followed by Clients (may vary from vertical to vertical)
BPM/CIO/CTO/COO/BU Heads

VP | HODs | COE Head
Process Improvement/Excellence Managers | Global Transformation Managers |

Change Management
130 //
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Business Users | Business Analysts | Testers
Roles
Goals
CXOs/ BU Heads
Drive operational excellence, RPA Governance

framework, compelling long-term RPA vision and
roadmap, Business agility
VP |HODs |COE Head
Engage RPA vendors, empower internal process

champions/COE to create RPA opportunities with
vendors. Cost reduction, ensure process outcome
predictability, improve process quality, business
continuity and overall process improvement and
business agility
Process Improvement/Excellence
Managers | Business transformation
Managers | IT Directors/Managers |
Change Management champions
Engage RPA vendors to identify, run, manage and

support RPA opportunities. Conduct automation
exploration workshops to evangelize the benefits of
automation to other execs. Monitor RPA activities
within their ambit to ensure overall cost, quality and
time expectations are met. Identify ways to ensure
faster RPA deployment, reliability and scalability
Business Users | Business Analysts |

Testers
End-users of automation can be trained to create

automated tasks. Testers will typically create
automated testing tasks.
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Key Parameters
Synopsis
30-day Bootstrapping engagement (joint effort between the client and TMBS)
1)
To identify low-hanging fruits (processes) and document them if they are not
documented or are partially documented
a.
Process Purpose, Process Scope, Process Users/Stakeholders, Process Inputs,

Process Boundaries, Process Flow, Process Outputs, Exceptions to normal process
flow, Control Points and Measurements
b. Process phases/stages, Milestones and ETC (Estimated time to complete)

c.
Technology platforms/systems which are part of the process and couplings between
them, Security policies and general framework
2) To prioritize the identified processes basis business-criticality, business-readiness and

automation potential using an internally developed process priority and assessment
methodology
3) To shortlist the final candidates for RPA and set a minimum level of expectations on ROI
4) To setup a governing RPA framework (solution and technology framework, team structure
(alignments and roles thereof), SLAs, security and change management policies)
Pilot
1)
Setup the test environment and/or use test data to automate 15% 20% of the identified
processes
2) Analyze results to assess whether the Pilot meets the minimum level of expectations on
ROI and level of adherence to the governing framework.
3) Identify bottlenecks, if any, and initiate corrective measures to remedy them.
4) Educate and/or train business users about the RPA initiative
RPA Initiation
1)
Initiate phased RPA development activity (Agile/Scrum methodology) basis the governing
RPA framework
2) Initiate RPA testing and conclude with UAT (User acceptance testing)
3) Post successful UAT, initiate complete process handover to the clients team (training
manuals/docs, support/escalation matrix et al)
Error-handling modules, exception handlers, schedulers, triggers and failover modules are
inserted at potential fail points and control points in the automated task to ensure near
zero business continuity loss in the event of errors and/or unforeseen deviations from the
SLA. Process owners can be intimated of these show-stoppers/errors/deviations via email.
Event logs (with timestamps) are created and maintained for each RPA activity for auditing,
compliance and regulatory purposes.
led engagement
We have a value-added palette of Robotics Automation Solutions that can be rapidly

Efficiency can be driven up by almost 200% with a near zero error rate as opposed to a
back office FTE.
The robotics automation practice has a well-defined process of leading RPA led
engagement that facilitates near accurate quantification of benefits, reduction of
processing time and eliminating human error.

authorities
Our RPA solution is a non-intrusive process hence wouldnt fall foul of any regulatory
requirement of that industry vertical. The RPA implementation and transition process covers
information security, data privacy and regulatory compliance aspects with firm checkpointactivities.
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Key Parameters
Synopsis

with outsourcing organization,
1.
Annualized FTE savings of $1.1 million for the year
2.
$2 Million USD to the client over the course of the engagement due to process
optimization and FTE reduction.

detail
In-house IP: Currently in Use

organization (Financial/NonFinancial)
1.
Significant cost savings as a result of automating utility-based and relatively simple

repetitive, rules-based, time, data and labor-intensive processes.
2.
Improved business continuity and operational efficiency
Third-party tool : Automation Anywhere and Blue Prism Trained professionals
3. Increased process productivity

4. Improved process outcome predictability, reliability, quality and scalability with near zero
additional costs
5. The processes were categorized into 3 types full automation, partial automation and
manual lean. Those which had to be done manually were done in the most optimal
manner. Automation scripts is what gave us the biggest business benefits accounting for
nearly 70% of the benefits
6. This value-add enhanced our standing, capability and relationship with the client in
improving their operations.

RPA engagement
It takes up a maximum of 12 weeks from RPA candidate identification to the final deployment/
handover. The break-even period or pay back is dependent on the nature of the automation
and the volume of transaction. However in our experience it ranges from 2 to 4 months.

organizations post RPA
As a % of the back office revenue, this represented a reduction of 10-15% of the revenues.

with this client
10-15% FTE Reduction
Key lessons learnt
1.
If there are frequent changes to the tasks associated with a process, employing FTEs for
manual operations is optimal
2.
An enterprise reporting module helps identify efficiencies in the RPA script which can be
used to improve the speed of automation.
3. Introducing RPA in repetitive and low complexity processes can yield breakthrough
results
4. RPA introduction is an optimal solution for Transaction and Outcome based contracts
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Exhibit II
Key Parameters
Synopsis
Client Profile (Can apply to any

bank as per description given
on the right)
This can apply to banks providing services such as consumer banking, asset and wealth
management, finance management, securities brokerage et al.
Industry/Vertical
BFSI
Process
Credit Risk Analysis

Credit risk analysis is done to calculate the creditworthiness of a business or an organization
to assess the banks credit risk in the event the business fails to repay a loan or honor any
associated contractual obligations
Sub-process (Data Collection, Consolidation and Reconciliation): Large amount of time is
spent in collecting, consolidating and reconciling data owing to disparate software systems/
applications/platforms/formats used by banks and their customers. Our objective is
introduce RPA for the bank so as to reduce the time and cost by virtually eliminating manual
intervention, reduce the possibility of fraud, and optimize process performance (agility,
accuracy, predictability et al)
Sub-process description: Historical and forecast data (Investor reports, Financials and
Presentations, Earnings reports, Annual and/or Quarterly reports, SEC filings, Forecast
reports et al) is collected from the clients Finance & Accounting team via email or
downloaded from their clients website.
Data on Key fields is captured from the documents and punched into the banks proprietary
analytical software application. Upon completion of this process, the software application
generates reports such as: Ratio analysis, Cash-flow analysis et al required to make a sound
credit decision.
Credit Analyst responsibilities:
1.
Capture and understand historical financial data (P&L, Balance Sheet and Annexures,
Earnings reports et al),
2.
Understand reasons for growth/decline in sales/profits/business
3. Review Auditors comments/qualifications, information on other companies in the

group, management discussion and analysis
4. Punching data into the banks risk analysis software for analysis of financial data, ratios,
cash flows etc.
Estimated Time to Complete in absence of automation: 10 15 hours
Automation has the potential to reduce this by 50-70%.
Sub-process Impact: High
Stakeholders:
Relationship Manager: Spends 20% of the time on this sub-process
Credit Analyst: Spends 80% of the time on this sub-process
Risks associated with errors: Incorrect punching of the data into the risk analysis software
may lead to wrong ratios and other metrics. This subsequently leads to incorrect analysis
which in turn is likely to result into a bad loan to an undeserving borrower (company in
thiscase).
Banks generally earn a maximum of 2%-3% net margins maximum on loans. So, if a loan
goes bad, banks will have to make up by doing ~ 30 50 times more business (giving loans).
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Key Parameters
Synopsis

Our RPA Maturity model typically runs on three levels defined by the industry: 1)
Initialization, 2) Industrialization and 3) Institutionalization. The underlying objective behind
using this model is to start with automating standard and relatively less complex processes
which are labour, time and data intensive, repetitive, vulnerable to errors and may involve
disparate technology platforms/applications/systems with a loose coupling, and move
toward creating robots with machine learning and cognitive capabilities.
Typically powered by an RPA Centre of Excellence unit which serves as a CIO/COO/CTO/
BPM-driven umbrella empowered to drive RPA internally and externally. The primary goal is
to ensure effective collaboration and knowledge-sharing between different RPA units/silos
operating within the company so as to setup effective RPA project governance, evaluate
different tools/techniques/approaches to RPA, objectively identify, assess, measure and
manage RPA opportunities across different BUs/Depts./functions in the company, drive up
operational efficiencies in RPA projects, enable re-use of automated tasks by maintaining
a repository, deliver and track benefits of RPA projects across the company and manage
change effectively.
Typical Structure followed
CTO/CIO

Program Directors | VP Process Improvement/BPM
Program Leads | Project Managers
Process Champions | IT
Developers | Testers
6) CXOs/HODs/BU Heads:
Roles and Responsibilities (R&R): RPA Program Owner, RPA thought leadership
7) Program Directors/VP Process Improvement | BPM:
R&R: RPA Governance Framework and Policies for 1 or more depts./verticals as applicable,
setting up Solution and Milestone Frameworks, Tracking RPA projects and business benefits
therein, Evangelising the business benefits of RPA to senior. execs/HODs, Business users et
al, Change Management
8) Program Managers/Project Managers:
R&R: Planning, driving and managing individual RPA projects, ensuring RPA projects are
executed and managed within the prescribed governance framework and are meeting time,
cost and quality expectations. Liaison with IT and infrastructure/facilities teams to ensure
test and development environment readiness.
9) Process Champions:
R&R: Lean/6 Sigma Process champions liaison with Program/Project management teams to
ensure process readiness
10) Developers/Testers:
R&R: Develop, execute and maintain RPA and Test Automation scripts and ensure
adherence to the governing RPA framework
Structure followed by this Client (may vary from vertical to vertical)
CEO | COO

SVP Banking Ops
VP Banking Ops
AVP
Manager Policy and Processes
134 //
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Business Users
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Key Parameters
Synopsis
Roles
Goals with respect to RPA
CXOs/ BU Heads
Drive operational excellence, compelling long-term RPA

vision and roadmap and Business agility
AVP Corporate
BankingOps
Engage RPA vendors, empower internal process champions

to create RPA opportunities with vendors. Cost reduction,
ensure process outcome predictability, improve process
quality, business continuity and overall process improvement
and business agility
Managers Policy and

Processes
Engage RPA vendors to identify, run, manage and support

RPA opportunities. Conduct automation exploration
workshops to evangelize the benefits of automation to other
execs. Monitor RPA activities within their ambit to ensure
overall cost, quality and time expectations are met. Identify
ways to ensure faster RPA deployment, reliability and
scalability
Business Users
End-users of automation can be trained to create

automatedtasks.
30-day Bootstrapping engagement (joint effort between the client and TMBS)
5) To identify low-hanging fruits (processes) and document them if they are not
documented or are partially documented
a.
Process Purpose, Process Scope, Process Users/Stakeholders, Process Inputs,

Process Boundaries, Process Flow, Process Outputs, Exceptions to normal process
flow, Control Points and Measurements
b. Process phases/stages, Milestones and ETC (Estimated time to complete)

c.
Technology platforms/systems which are part of the process and couplings

between them, Security policies and general framework
6) To prioritize the identified processes basis business-criticality, business-readiness and

automation potential using an internally developed process priority and assessment
methodology
7) To shortlist the final candidates for RPA and set a minimum level of expectations on ROI
8) To setup a governing RPA framework (solution and technology framework, team
structure (alignments and roles thereof), SLAs, security and change management
policies)
Proof of Concept
5) Setup the test environment and/or use test data to automate 15% 20% of the
identified processes
6) Analyze results to assess whether the Pilot meets the minimum level of expectations on
ROI and level of adherence to the governing framework.
7) Identify bottlenecks, if any, and initiate corrective measures to remedy them.
8) Educate and/or train business users about the RPA initiative
Error-handling modules, exception handlers, schedulers, triggers and failover modules are
inserted at potential fail points and control points in the automated task to ensure near
zero business continuity loss in the event of errors and/or unforeseen deviations from the
SLA. Process owners can be intimated of these show-stoppers/errors/deviations via email.
Event logs (with timestamps) are created and maintained for each RPA activity for auditing,
compliance and regulatory purposes.
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Key Parameters
Synopsis
led engagement
Not Applicable as designing a POC

authorities
Our RPA solution (POC) is a non-intrusive process hence wouldnt fall foul of any regulatory
requirement of that industry vertical. The RPA implementation and transition process covers
activities.

with outsourcing organization,

detail
In-house IP: Currently in Use

organization (Financial/NonFinancial)

RPA engagement

organizations post RPA

with this client
Key lessons learnt
136 //
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Third-party tool : Automation Anywhere and Blue Prism Trained professionals
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12.10 IBM
Exhibit I
Key Parameters
Synopsis
Global Pharmaceutical Company
Industry/Vertical
Pharmaceutical
Process
Invoice confirmation and validation

The Park invoice process is a manual, daily process. Invoices are scanned into the imaging
application. Scanned invoices are captured in an excel spreadsheet. Key documents are
transferred manually, then reviewed in SAP and parked.

Leveraging IBMs Maturity Model on Client processes, Global Process Leads assess with SMEs
to pinpoint opportunities. Then engage with the Client via The IBM Account Representative.
The client is then presented with the opportunity and benefits, as well as any security
concerns, before moving forward. Within IBM, we have tollgate reviews with a governance
board, to ensure concept, plan, develop, user acceptance test and deploy meet IBM
Standards of Benefit and Quality for the client.
In addition to Global Process Leads, we have SMEs with deep skills in the different process
domains. We leverage a Roll Out Strategy Analysis methodology, that assesses:

IBM views Robot as virtual workers, so with the combination of SLOs, SLAs, productivity
metrics we use for Human production, we adjust and use on the robots. This includes human
supervision of robot performance.
led engagement
Not disclosed

authorities
All required documentation, testing for controls, government reporting, are produced.

Not disclosed
the process changes required,

the skills of the practitioners effected by the change
Then determine how to ensure education on the change is assimilated by the delivery team to
ensure comprehension.
Either a prove and grow or big bang roll-out may be leveraged depending on the process
and change, as well as the delivery teams proficiency in executing the revised process,
demonstrated in the training.
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Key Parameters
Synopsis

detail
Configured the robot to read the excel file, open the imaging application and match the
bar code from excel with the invoice in the imaging application. It opens each image in the
imaging application, loads the image and parks invoices in SAP.

Business Outcome:

RPA engagement
Not disclosed

Not disclosed

with this client
Not disclosed
Key lessons learnt
Not disclosed
Improvements in accuracy
Automated the indexing confirmation process
Freed up practitioners to focus on exception handling
Exhibit II
Key Parameters
Synopsis
Global Media and Entertainment Company
Industry/Vertical
Media and entertainment
Process
Inter Company Reconciliation(R2R)

The Inter Company Reconciliation Team spends a significant amount of time manually
downloading entity reports from their ERP. Then they consolidate data and perform the
reconciliation between the Entity books (ERP) vs. the Territory books.

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Key Parameters
Synopsis

led engagement
Not disclosed

authorities

Not disclosed

detail
Configured the robot to extract data from the ERP and format in Excel. Then run macros to
perform reconciliation between Entity books Vs Territory books and consolidate open and
ready for payment items.

Business Outcome:

RPA engagement
Not disclosed

Not disclosed

Reduced manual intervention in data download, reconciliation and consolidation activities.
Freed up practitioners to focus on analyzing open items and recommending appropriate
action.
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Key Parameters
Synopsis

with this client
Not disclosed
Key lessons learnt
Not disclosed
Exhibit III
Key Parameters
Synopsis
European Industrial Products Company
Industry/Vertical
Manufacturing
Process
Invoice Processing (P2P)

Invoice processing teams access workflow to index invoice data and perform a 2/3
way match, before posting in SAP. The team has to do the match and enter correct tax
codesmanually.


led engagement
Not disclosed

authorities
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Key Parameters
Synopsis

Not disclosed

detail
Configured the robot by automating the processes to match and post invoices in SAP and
park unmatched invoices.

Business Outcome:

RPA engagement
Not disclosed

Not disclosed

with this client
Not disclosed
Key lessons learnt
Not disclosed
Freed up practitioners to focus on more complex unmatched POs and analyze trends, to
recommend how to further improve first pass yield.
Exhibit IV
Key Parameters
Synopsis
Global Technology Provider
Industry/Vertical
IT
Process
Document Technology Company Report Automation (O2C)

In order to prepare various Order to Cash (O2C) operational and management reports and
dashboards, the team needs access to eSAP, gSAP, Profinance, and webtools to extract raw
data and then format and summarize in a predefined template. Manual activities like data
download, cleansing and messaging are error prone and time consuming.

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Key Parameters
Synopsis

led engagement
Not disclosed

authorities

Not disclosed

detail
Configured the robot to automate manual processes.

Business Outcome:

RPA engagement
Not disclosed

Not disclosed
142 //
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Significantly improved quality due to elimination of manual activities in report download

and consolidation.
Freed up analysts to focus on report analysis and insights, aiding client decision making
and adding value to their roles.
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Key Parameters
Synopsis

with this client
Not disclosed
Key lessons learnt
Not disclosed
12.11 WNS
Exhibit I
Key Parameters
Synopsis
Multiple airlines (15+)
Industry/Vertical
Travel
Process
Fare Audit and Revenue Recovery (RRG)

Project implementation of system will follow Agile methodology supported by EnABLE

program management as part of Governance model
Engagement with internal and external stakeholders initiate from due diligence / discovery
phase to ensure scope is documented with used cases
Governance model includes communication / escalation plan with RACI matrix
Client partners are aligned with each project to emphasize on relationship management
Reviews daily / weekly / monthly as per the project timelines
VOT survey to ensure action has been taken for any client issues
Reports and dashboards as per the schedule to give project updates to business
stakeholders and steering committee
WNS has a proprietary tool to identify revenue leakage on fares filed in GDS (Global
Distribution System). By integrating multiple tools, WNS has enabled the client to automate
the process and reduced manual intervention. WNS followed in-house developed
methodology for transition / process called us EnABLE Engage, Architect, Build, Learn
and Execute. It covers components of BPR, SDLC and Operation Management.

Following are the key control points in RRG Clients for Repricing:
Automated updating of Repricing results on Return Files
Automated Transfer of Return Files (Auto complete) to client as per agreed timelines on a
daily basis to the client
Automated identification and tagging of Over-price and Under-price for client tickets
versus competitor
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Key Parameters
Synopsis
led engagement
Following are the key advantages of Verifare

Automated comparison and Validation of Client issued tickets for multiple criteria like Fare
Value, Tax Value, Tax codes, Fare basis and Rules.
Automated audit of 89%-92% of tickets within 18-24 hours
Automated identification of Tax discrepancies with identification of Tax Code failed and
tagging for Manual Review
Cost saving to client based on elimination of Debit Memos via identification of Logic and
Coding discrepancies (Example: XX International Tax failure for 22Dec2014. Client informed
within 48 hours of Logic error to ensure Correction and Elimination of Error)
Ready-made ADM Exposure Estimate based on Verifare Return File Data for ADM Count,
ADM Value and Airline based targeting.

authorities
Implementation and Live Repricing Process covers Information Security, Data Privacy and
Regulatory Compliance Aspects with firm check-point.

Verifare is labeled with contingency / transaction based pricing model catering to all size
of airlines. Cost benefits are astonishing. Based on our experience some of the clients have
recovered more than USD 15 million in a year. Client does not need any upfront investment to
kick off the project except resource cost for implementation and operational support to the
outsourcing company.

detail
In-house tool Verifare

Verifare is a web based application that can be deployed on a client data centre as a
hosted environment
Large volumes of data processed with thousands of business rules to derive potential
recoveries without manual intervention
Application can be integrated with multiple applications, financial systems and ERP for
data acquisition, output deliverables, reporting and analytics
Data warehousing also developed for research and analytics

Faster recognition of issues related to fare filing rules coupled with vast business

RPA engagement
Within 3 months if not deployed at the client site (tool is based on contingency fee /
UTPmodel)

Reduction of revenue loss occurs due to Debit memos, therefore it is based on future loss
that could be in millions if proactive action is not taken by the client

with this client
Pricing model is based on UTP. Any issue identified in a month will reduce the billings for the
organization in subsequent months. Cost savings for the client.
Key lessons learnt
Automated processing ensures proactive and real time revenue leakage to reduce the cost
and debit memos with high satisfaction with clients stakeholders internally / externally. Thus,
setting up of business rules with understanding of clients business is the key to success
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/ domain and system expertise is a driving factor

Strive to save millions that could translate into financial loss
Analytics and rule based research
Within 4-6 months if deployed on hosted environment
Within the organisation, 90% FTE reduction due to automation
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Exhibit II
Key Parameters
Synopsis
The client is amongst the largest 20 shipping companies in the world. Its main business is
container shipping and offers others services like dry bulk, liquid bulk, refrigerated cargo and
vehicle transport. The company has a presence in more than 100 countries across the globe
Industry/Vertical
Shipping
Process
Non-Voice

The RPA team (consisting of Technology solutions and Process excellence exerts) works
closely with the Operations team to identify and execute on automation opportunity using
4-D Automation Framework (Diagnose, Design, Develop and Deliver). The progress of each
project is closely tracked by RPA team and shared with Operations teams of the account. The
Governance model has many key elements including Communication/Escalations plan with
RACI matrix, Reviews, reports and dashboards with internal and external stakeholders.
The progress of all RPA initiatives is regularly monitored by the steering committee headed by
Chief Technology Officer and Chief Capability Officer
The Operations team remain involved in the entire life cycle of RPA from opportunity
identification, solution design, training, UAT, go-live and post implementation stage.

Generally, RPA only automates process steps while retaining all the existing system controls
built in the underlying ERP (or) Line of Business applications. All process changes have to go
through the change control procedure; this addresses the Control points, SLA monitoring
and Reporting, Process documentation and sign-offs, Process communication and updation
of knowledge management systems and process instructions
led engagement
Key advantages of this RPA deployment were:
The project responsibility lies with RPA project lead and is transferred to Operations post
successful launch and hand over to Operations after training, documentation and sign-offs
Automated request creation, de-duplication of request, rate adjustment, creation of Bills of

Lading and dispatch of Bill of Lading
Automation of process steps reduced 20% to 75% of manual effort
Process accuracy improved to 100%
Absorbed 30% incremental volume (apart from FTE reduction)
Faster transaction processing: 35%-40% improvement in overall cycle time
Creation of standardized and updated SOP

authorities
In most instances, we have not encountered any major change to compliance with regulatory
requirements, as RPA automates process steps of an existing process. However, our change
control procedures ensure compliance with information security, data privacy and regulatory
compliance aspects with firm check-point activities
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Key Parameters
Synopsis

Overall, the cost of delivering the process reduced by 35% to 40%

detail
Third-party RPA tool FUSION

Reduction in per unit cost, significant reduction in cycle time, major improvements in accuracy
and enhancement of controls.

RPA engagement
23% reduction of time/effort

This process was on a UTP (Unit Transaction Price), so there was no negative impact on
revenues.

with this client
There was a substantial savings on number of FTEs. As the process was on Unit Transaction
Price, thus there was an improvement to the margins without any loss of revenue.
Key lessons learnt
Process selection for RPA: Process was on transaction based pricing thus elimination of
manual process steps resulted in cost reduction without adversely impacting revenue
Upfront buy-in of Client, Technology and Info Security teams ensured smooth
implementation of RPA
Robust controls and compliance mitigated financial risks to process and eliminated
financial risks from process that was automated
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12.12 Dell
Exhibit I
Key Parameters
Synopsis
Leading Healthcare Insurance organization in USA
Industry/Vertical
Healthcare Payer
Process
Claim Adjudication
Claims with minor edits are been processed by the team which consist of changes like (Zip
code, Address, Date of Birth & NPI correction) on the platform Excelys. These volumes
had a contribution of 10% of the overall volume.
The impact of the above process leads to high inventory issues, Non- adherence of
Turnaround Time, Delay in customer payments

This is an end to end platform BPO engagement with the customer, where the customer
process is run on the Dell IP platform Excelys. The contract is a multiyear engagement.
processes, phasewise
The Robots are developed and deployed in the BPO business, completely transparently to the
customer. For testing prior to deployment, some live data is migrated into a sandbox system
and the robot is allowed to work on these. When the robot reaches a competency level of a
human operator, it is moved to the live environment.

The Robots are managed from within Dells proprietary process management tool called
DBPMS (Dell Business Process Management System). Within DBPMS is a control centre which
provides a view of each associate and the Robots are treated as Automated FTEs (AFTE) and
their transactions, accuracy levels and other parameters are measured the same way as it is
for a human. The robots are configured by the Automation team within Dell BPO.
Dell has developed a framework for capturing the needs of the process, the level of
complexity, FMEA as well as required outcomes. In addition, the process measures the
outcomes on completion of the AFTE project and gets a confirmation from the process
ownership to the actual savings realized.
The process in brief is as follows:
AFTE will pull claims pertaining to hold codes (which is related to provider, Member
corrections) from DBPMS
AFTE will navigate to multiple screen and extracts all required header & detailed
informations from Excelys.
AFTE will extract all electronic CMS1500 fields (Approx. 40 fields) from EDI
AFTE will compare both Excelys and CMS1500 field values.
practices adopted for the
RPAled engagement
This Robot completely replaced the human FTEs on this process and only a very small
number of exceptions that the Robot recognizes it cannot handle are moved to an exception
queue to be handled by humans. Currently exceptions are under 2%.

authorities
The process is completely compliant with regulations and with client requirements for
accuracy and completeness.
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Key Parameters
Synopsis

The process is an end-to-end contract based on the number of members that the client
organization has. For this sub-process Dell has realized an 80% reduction in process cost.

detail
This tool was developed in-house, uses a .NET framework as well as other automation
components built in-house.

organisation (Financial/Non
Financial)
Client gets a price reduction, reduction in TAT as well as an ability to handle large volumes
during spikes.
Lean Methodology has been followed to remove human intervention where AFTE will play
an external auto adjudication role for all minor edits in Excelys to release hold codes.
TAT achieved with higher productivity in less span days
Volume spike can be managed efficiently.

RPA engagement
Breakeven on this project was roughly 3 months based on savings on FTES.

This process was on a UTP (Unit Transaction Price), so there was no negative impact on
revenues.

with this client
Minor reduction in revenue with better profitability.

with this client
90%+ reduction in FTES for this process.
Key lessons learnt
For processes with minor or no judgment, AFTEs are extremely reliable and versatile.
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Exhibit II
Key Parameters
Synopsis
Leading Blues organization in USA
Industry/Vertical
Healthcare Payer
Process
Claim Adjudication
There is a separate workaround for pricing with help of an external application called
Webstart where the pricing for each line item has to retrieve and posted manually.
On an average an associate spend 20 mins for each claim to retrieve the pricing from
Webstart based on which he/she has to post the same on Excelys.
This impacted the timelines of the Customer, Internally the team faced lots of accuracy
issues on pricing due to which the Inventory was piling up.

This is an end to end platform BPO engagement with the customer, where the customer
process is run on the Dell IP platform Excelys. The contract is a multiyear engagement.
The Robots are developed and deployed in the BPO business, completely transparently to the
customer. For testing prior to deployment, some live data is migrated into a sandbox system

DBPMS (Dell Business Process Management System). Within DBPMS is a control center which
provides a view of each associate and the Robots are treated as Automated FTEs (AFTEs)
and their transactions, accuracy levels and other parameters are measured the same way as it
is for a human. The robots are configured by the Automation team within Dell BPO.
Pull Claims from DBPMS (Automation Queue)
AFTE extracts all required information (Auth#, MCR#) from Excelys.
AFTE captures all field value from UB92 form (EDI)
AFTE log into WebStart (Pricer) and post all demographics and service lines (which are
been extracted from Excelys, UB92 form) and starts generating the pricing for each service
line and will update the same on the AFTE Report.
AFTE Report will provide the list of re-priced allowed amount.
Final validation of pricing is done by human FTEs as this is a sensitive process. However
time spent per claim is reduced to under 3 minutes
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Key Parameters
Synopsis
RPAled engagement
This Robot reduces human FTEs by over 80% on this sub-process. As the process is part of an
end to end engagement there is no change in the overall business model with the customer.

authorities

The process is an end-to-end contract based on the number of members that the client
organization has. For this sub-process Dell has realized a 70%+ reduction in process cost.

detail

Financial)
Client gets a price reduction, reduction in TAT as well as an ability to handle large volumes
during spikes.
AFTE will works as an auto price engine to determine the pricing/re-pricing
allowableamount.
This reduces human intervention with the claims in Excelys and Webstart.
Improves Quality & Accuracy
Reduced Turnaround Time and Increased Productivity as 90% of the fields are automated.
Volume spike can be managed efficiently.

RPA engagement

with this client
Minor reduction in revenue with better profitability.

with this client
80%+ reduction in FTES for this process.
Key lessons learnt
For processes with minor or no judgment, AFTEs are extremely reliable and versatile.
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Exhibit III
Key Parameters
Synopsis
Leading Healthcare Provider (Hospital group) in Texas
Industry/Vertical
Healthcare Provider
Process
Accounts Receivable
Associates are required to capture information from multiple screens into the workflow
system while processing accounts receivables.
Copy the account number from DBPMS to Customer System
Navigate to different screens to fetch the below mentioned information.
835 Response which is the Electronic EOB (Insurance paid amount and Patient
responsibility and Denial reason)
277 responses which is the Electronic response of Claim status.
UM Screen details (DOS,TAX ID,NPI Etc..)
Check Activity codes in summary notes (EOB, CORR, EOBRE etc.)
Update Allowed amount, and patient responsibility if any in BU screen
Check Eligibility response
Raise dispute for denial and underpayment scenarios
Frame the notes using calling informations
Drop activity codes in CUSTOMER SYSTEM, if required.
Submit the notes in DBPMS with appropriate issue codes, result codes and activity codes.

This is an end to end BPO engagement with the customer for multiple processes, where the
customer process is run on a customer platform, but also uses multiple other technologies as
well as EDI. The contract is a multiyear engagement.
The Robots are developed and deployed in the BPO business, completely transparent to the
customer. For testing prior to deployment, some live data is migrated into the training system
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Key Parameters
Synopsis

DBPMS (Dell Business Process Management System). Within DBPMS is a control centre which
provides a view of each associate and the Robots are treated as Automated FTEs (AFTE) and
their transactions, accuracy levels and other parameters are measured the same way as it is
for a human. The robots are configured by the Automation team within Dell BPO.
AFTE Logs into DBPMS and CUSTOMER SYSTEM.
AFTE goes to various data feeds and pulls information in real time into CUSTOMER
SYSTEM and DBPMS.
AFTE validates the data available and the eligibility of the patients.
AFTE creates notes for the case in DBPMS
Notes are presented to the AR rep calling on the debtors
Post call, Rep adds call notes and submits in DBPMS.
RPAled engagement
This Robot completes all the pre-call tasks for the human FTEs to make the call on the
debtors and ensures that when the call is made it is productive as all the information needed
for a call is available in one screen. This improves the productivity and outcomes of the human
AF callers.

authorities

The process is a contract based on the collections as well as on the ageing of the debt. For
this sub-process Dell has realized a reduction in process cost, but more importantly process
efficiency and quality has increased significantly.

detail
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Key Parameters
Synopsis

Financial)
Client gets a higher remuneration, reduction in ageing as well as an ability to handle larger
volumes during spikes.
Improvement in quality of calls and outcome from calls as all data is available for the caller
in one place.
Call notes are prepared and kept ready. The associate has to only add the details from the
actual call on top and it can be saved in the AR system.
Better outcomes helps make the human FTEs happier as they are able to complete their
tasks more effectively and reduces frustration spent in looking for required data.

RPA engagement

Increase in revenue and better profitability.

with this client
~30% reduction in FTES for this process.
Key lessons learnt
The AFTE can help streamline complicated processes, thereby improving the work quality for
the human FTEs.
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NOTES
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Additional use cases

The list below outlines specific automation opportunity areas leveraging RPA platforms from leading IT/BPO service
providers and RPA software vendors.
Domains
Key Automation Areas
Quote-to-Cash (Q2C) Ideal automation candidates include:

Customer Master Data and Credit Management
Sales order creation and distribution
Collections
Invoice processing
Analytic s and reporting
Procure-to-Pay (P2P) Ideal automation candidates include:
Requisitioning and requisition approval
Invoice matching
Reporting
Purchase order issuance and invoice receipt
Day Sales Outstanding (DSO) Reduce DSO by automating critical reporting processes as
well as automating the integration between ERP and accounting systems
Payroll Automation Automating processes handling return mail and updating customer
payment profiles
MRP Automation Automatically run day-end processes including updating nightly
reports in an MRP system
Automating data entry to any financial application
Automating order entry of unstructured data extracted from an emailed PDF into any
financial application
Automated bank account creation including application verification, credit check, IP
check and SDN check as well as uploading the approved application into core banking
applications
Automated fraud detection
Automatically extracting unstructured data from PDFs sent from many suppliers and
transferring them seamlessly into SAP or other ERP systems
Human Resources
Automating a wide range of HRMS business and IT processes including workforce

compensation, recruitment processes and HR benefits processes
Automate overnight printing of correspondence to large volume of job applicants without
human intervention
Automating on-boarding and movement of employees and assets across applications
systems from different departments (e.g. finance, security)
Automated appraisal updating process
Automation of on-boarding and exit processes with SAP Human Capital Management
(HCM) or other third-party HCM tools
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Domains
Key Automation Areas
Healthcare Services
Enhancing patient administration by integrating self-service kiosks with the hospitals

patient administration system
Automatically import demographic files from multiple systems at hospitals and map them
to internal databases for billing purposes
File large volume insurance claims on a daily basis using patient data from third-party
software application systems
Automate business intelligence, integration and reporting processes
Automating complex, time-consuming claims eligibility and verification processes that
utilises legacy applications including other third-party document management systems
Transfer historical data of patients including demographic history and billing information
from old UNIX-based systems to legacy systems
Automate patient insurance claim eligibility and status lookup to 3rd party websites
Banking Services
Ideal automation candidates/process include:

Direct debit cancellation
Foreign payments
CHAPS payments
Account closures
Audit reports
Automated fraudulent account closure processes
Personal loan application opening
Automating Internet application processing
Transaction duplication monitoring
Fraud chargeback processing automation
Automated branch risk monitoring process
Insurance
Insurance agency on-boarding Automates data input of the agents personal

information, commission levels and hierarchy information and determines the appropriate
correspondence categories (welcome letters, decline letters etc.) that is sent to the agent
Data acquisition and migration Rapid migration of large data sets having over 50 fields
from multiple legacy systems without compromising on accuracy levels
Payment protection insurance claims processing
Automation of the administration of Payment Terms
Automated support for sale of insurance products
Customer complaints automation
Automating compliance reporting processes
Automated marketing campaigns
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We acknowledge the following service providers

who have participated in this report.
References
We have referenced various materials on RPA from publicly
available sources including news articles/briefings, white
papers and viewpoints from subject matter experts.
1.
Institute for Robotic Process Automation (IRPA)
2. RPA third-party software providers (Blue Prism,

Automation Anywhere etc.)
3. Publicly available research/white papers and
newsarticleson RPA
4. Detailed interviews with CXO level executives
(outsourcing service providers)
Contact Us
For further information on RPA and the global sourcing
landscape, please contact: research@mindfields.net.au
// 157
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CXOlevelexecutivesacross industries.
Ourexperienced consultants leverage exclusive
IPbased proprietary tools and information databases
to evaluate and identify the optimalvendors for
yourrequirements.
For more information about Mindfields,
please visit us at: www.mindfields.net.au
For further information on RPA and the global sourcing
landscape, please contact: research@mindfields.net.au
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Robotic Process Automation

Driving the next wave of cost rationalisation

Purpose and Objectives RPA Study

Mindfields is a vendor agnostic sourcing and management

This report primarily focuses on evaluating and assessing the

For further information on RPA and the

Some key areas of focus in this report include:

Throughout this document, Mindfields

What RPA is and how it works.

What RPA can do for your business and how it can

How the RPA service provider landscape is structured

How RPA is impacting outsourcing and off-shoring

How adopting RPA may impact hiring strategies for buyers

A maturity assessment of the key service providers.

How organisations can expect to benefit from adopting

A suggested approach for organisations to help assess

An extensive set of forty live use and case studies

10. What should be optimal Target Operating Model for

Disclaimer: Accuracy of Information

ROBOTIC PROCESS AUTOMATION

Driving the next wave of cost rationalisation

We also recognise that many firms have tried to too hard

WHAT IS ROBOTICS AND PROCESS AUTOMATION?

3.1 Functional and operational attributes

3.2 How does it differ from traditionalautomation?

3.4 Whats next for RPA?

CURRENT STATE OF RPA IN THE MARKET

4.1 Current limitations in RPA technology

4.2 Factors impeding rapid adoption ofRPA

THE RPA ECOSYSTEM

5.1 Major service providers

5.2 Types of client organisations

5.3 Types of consulting firms

THE IMPACT ON OUR LABOUR MARKETS

SERVICE PROVIDERS LANDSCAPE

7.2 Hiring impacts expected among service providers

7.3 Benefits from RPA Serviceproviders

7.4 Service Provider Maturity Assessment

7.5 Our findings from research

// 2015 Mindfields Pty Ltd.

ROBOTIC PROCESS AUTOMATION

STRATEGIES FOR BUY SIDE CLIENT ORGANISATIONS

8.1 Key drivers for buyers

8.2 Key benefits for buyers

8.3 Hiring impacts among buyers

8.4 Implementation Strategy Buyers

8.5 RPA readiness assessment

8.6 Implementation Roadmap

TARGET OPERATING MODEL

10.1 The rise of autonomics

10.2 In-sourcing as a strategy

10.3 Merging CIO-CFO goals andvisioning

10.4 Increasing complexity in governance structures

10.5 Outcome / business value driven

10.6 Growth in strategic partnerships

OUR RESEARCH METHODOLOGY

11.1 Assessment Methodology

11.1.2 Evaluation Parameters

CASE STUDIES AND EXAMPLES

12.1 Cognizant Technology Solutions

12.5 EXL Services

12.7 Sutherland Global Services

12.9 Tech Mahindra

Additional use cases