W H I T E P A P E R

Chris Huff,
Chief Strategy Officer, Kofax
David Sentongo,
Center of Excellence Lead, Kofax

Work Like Tomorw.

INTELLIGENT AUTOMATION

S C A LI N G , EX PAN D IN G A ND E XCE L L ING

CONTENTS

Introduction . . ................................................................................................................ 4

The Kofax Intelligent Automation Platform.......................................................... 7

“Platform to Life”: An Example of Intelligent Automation in Practice........... 8

The Center of Excellence: An Operations Vehicle That Supports Scale..... 12

Getting Started with Intelligent Automation. . .................................................... 17

Final Thoughts............................................................................................................ 21

About Us . . ................................................................................................................... 22
INTRODUCTION
There is a convergence taking place between the digital economy and the physical
world, which presents an opportunity for organizations to get ahead by managing
how these worlds come together. This means implementing automation to work
tightly alongside people so that organizations can operate better, faster, and more
efficiently. Early adopters, who have found a healthy balance between people and
automation, are already seeing results, and this will continue.

According to a Deloitte Survey 1, this group has

observed outcomes such as improved productivity
(95%), improved compliance (93%), reduction in
costs (91%), and improved data quality (77%).

Organizations that remain relevant and prosper will ‘win’ with a focus on
delivering a positive end-to-end digital customer experience, while also improving
operational efficiency. They will invest in Intelligent Automation platforms that
unite people, processes, and technology in order to enhance operations and
deliver the personalized experiences that customers are increasingly becoming
accustomed to.

This is called “Working Like Tomorrow.”

1
Deloitte Global RPA Survey

1
Organizations can Work Like Tomorrow using an Intelligent Automation platform
that brings together an optimal mix of interoperable automation technologies into a
‘toolkit’ for automating end-to-end operations.

According to the Everest report 2, tight integration between complementary

platform technologies enables end-to-end automation for organizations.

However, Working Like Tomorrow with Intelligent

Automation encompasses more than just a
technology platform.

Intelligent Automation requires organizations to rethink how their operating

models work. For example, this includes re-engineering operations as needed to
streamline (pre-any automation) prior to automating them and empowering people
to adopt elevated roles and responsibilities.

In this white paper, we’ll further define what it means to take an elevated ‘platform
approach’ to automation while also positioning the Center of Excellence, which is
an organization’s ‘office’ for scaling automation and navigating the operating model
impact driven by introducing a digital workforce. We’ll wrap up with next steps for
organizations wanting to Work Like Tomorrow with Intelligent Automation.

Everest Group, Intelligent Document Processing (IDP) – Technology Vendor Landscape with Products
2

PEAK Matrix™ Assessment, 2019

2
A platform integrates
several ‘point’ solutions
to further extend the value
they individually would
drive within organizations.

3
THE KOFAX INTELLIGENT
AUTOMATION PLATFORM

The Kofax Intelligent Automation platform brings together people, processes, and
technology such that organizations can automate a greater and more diverse set of
business problems while reducing total cost of ownership for automation. With this
toolbox, organizations can automate a greater and more diverse set of business
problems while avoiding the shortcomings of stretching individual technologies
beyond their limits.

PEOPLE
Empowering workers with
robust automation solutions
and shifting them to more
judgement-based activities. INTELLIGENT
AUTOMATION

PROCESS
Orchestrating
end-to-end automation
of operations while
improving the
collaboration between
workers and automation.
TECHNOLOGY
Providing a holistic
Intelligent Automation
platform of interoperable
capabilities that serves
as the ‘connective tissue’
across the enterprise
to deliver capacity.

For example, RPA alone is often not enough to automate operations. What if at a
certain point, unstructured data needs to be ingested? What if multiple ingestion
channels need to be supported? Is there active hand-off that needs to take place
between people and automation? These and many other questions suggest that an
end-to-end scalable solution involves multiple technologies, not just one.

4
INTELLIGENT AUTOMATION: P&N BANK

With a customer-focus mindset, P&N sets itself apart from traditional banking
institutions to boost service levels and transform back office operations. They
recognized an opportunity to implement RPA to complete transaction requests.
Later in their journey, they realized that although RPA is powerful, they needed
a complementary capability to manage end-to-end digital operations, which
led them to scale into the Kofax platform product for orchestration, Kofax
TotalAgility. Using the two products together, P&N has been able to boost
productivity by 20% while also improving service levels with their customers.

TOTAL AUTOMATION YIELD

The value of a platform approach can be measured via a concept called ‘Total
Automation Yield,’ which is a function of the financial, operations, workforce,
and strategic impact driven by automation. Each of these buckets have
quantitative and qualitative factors, and there are a variety of detailed metrics
within that can be included or excluded.

Therefore, there isn’t one standard way to calculate Total Automation Yield. However,
and more importantly, it provides a framework for considering the benefits of adopting
a platform vs. point solutions.

Broadly speaking, given the ability of a platform to automate a larger percentage

of operations compared to point solutions (operations and workforce impact),
along with lower total cost of ownership as compared to bringing together
multiple vendor technologies (financial impact), organizations may find that
there is higher yield in adopting a platform vs. an alternative approach.

5
 ‘PLATFORM TO LIFE’ - AN EXAMPLE OF
INTELLIGENT AUTOMATION IN PRACTICE

A simple customer onboarding example below demonstrates the power of taking

a platform-based approach to automation. A customer onboarding workflow has
steps that span multiple technologies and people. With a platform, the hand-off
of data along each step becomes seamless, reducing maintenance overhead for
the organization, and enhancing the customer’s experience. This wouldn’t be so
seamless integrating multiple vendor technologies, and it wouldn’t be possible if
an organization had only one of the technologies below:

7 ORCHESTRATION 1 MOBILITY &

Customer reviews COGNITIVE CAPTURE
confirmation of application Customer registers via web/mobile
approval. app, scans relevant documents, and
submits application.

2 RPA &
6 RPA & ANALYTICS
ORCHESTRATION
Complete, accurate,
verified application Verify applicants via
submitted to the systems external/internal records.
of record.
CUSTOMERS

5 Employee approves 3 Employee reviews

application. application for approval.

4 MOBILITY &
ENGAGEMENT
Customer e-signs
contract and other docs.

6
A Kofax insurance customer used the platform to reduce time spent processing
customer requests by 75%. The customer estimated that after adopting a platform
approach, it achieved a 25% reduction in the number of calls from customers
checking on the status of requests, and customer satisfaction scores increased by
15%. This is one organization among many that are creating optimized customer
experiences and ‘working like tomorrow’ with Intelligent Automation.

As organizations evaluate the strength of a platform, they can also consider the
following characteristics:

A ‘BUSINESS USER-FRIENDLY’ FEEL: Critical for the platform to be simple

and user-intuitive such that it is well-adopted across the organization.

A FLEXIBLE ARCHITECTURE: Ability to support cloud, hybrid and on-premise

deployment; easy integration to third-party applications via REST and SOAP web
services, Java and .NET APIs.

AVAILABILITY OF ‘REAL-TIME’ OPERATIONS ANALYTICS: Ability to

analyze what automation is doing and measure digital operations efficiency, policy
compliance and risk exposure associated with automated operations.

A I ENABLEMENT: Platform should allow organizations to integrate third-party

machine learning and AI engines, while also supporting such capability where relevant.

M OBILE SUPPORT: Platform capabilities should be easily accessible on the go,

as we shift more towards a world where a greater level of business is done from
mobile devices.

S TRONG SUPPORT EXTENDED BY AN ECOSYSTEM: No platform can

exist on an island. Therefore, looking to the network of alliance and channel partners
along with customer engagement efforts is a strong indicator of a vendor’s strength.

7
A scalable platform
of Intelligent Automation
technologies empowers
employees to become
creative problem-solvers
in ways that improve
business performance.

8
A CENTER OF EXCELLENCE SUPPORTS
OPERATIONS AND SCALE
Organizations that position a team of people to focus on each of these areas are strongly
positioned to scale Intelligent Automation and realize long-term benefits:

PROGRAM
LEADERSHIP &
VISION

KNOWLEDGE
MANAGEMENT VENDOR & IT
& CONTINUAL RELATIONS
IMPROVEMENT

SIX-
COMPETENCY
MODEL

PROGRAM PLATFORM
REPORTING ENABLEMENT

HUMAN CAPITAL
& TRANSITION
PLANNING

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PROGRAM LEADERSHIP & VISION

Resources devoted to program leadership and vision are responsible for overseeing
the Center of Excellence (COE), while ensuring that relevant company groups
remain informed and consulted as an automation program grows. For example,
this group could liaise with internal audit team, ensuring audit standards are
interwoven within operations of the automation program. Similarly, these resources
might coordinate with IT to ensure that IT stakeholders understand the reach and
workings of the program. An automation program can quickly be stifled without
liaison resources like this. In practice, this might look like a steering committee
that regularly meets to discuss, manage, and track all things automation related,
subsequently activating other program participants as necessary to drive initiatives.

VENDOR & IT RELATIONS

Resource(s) in the COE should be designated to manage the relationship with an

Intelligent Automation platform vendor. Externally, this encompasses tracking
vendor software updates, coordinating with vendor customer support personnel
to troubleshoot problems, negotiating discounts and licensing, and evaluating the
landscape for new vendors to the extent the enterprise outgrows its current vendor.

Internal considerations exist as well; will automation software be run on a dedicated

server? Or within a server shared with other resources? Who monitors the infrastructure
day to day to ensure that equipment does not get overloaded or abused?

These are just a few of the many questions a resource dedicated to internal coordination
would focus on always having an answer to. In practice, a program ‘operations specialist’
might be assigned these responsibilities, but these people resources can exist within IT,
the business, or can even be a blend of both. The bottom line: it is important to ensure
that people within the enterprise are continually focused on monitoring these things.
Although seemingly innocuous in the short term, problems here can immediately bring
an automation initiative to a halt.

10
PLATFORM ENABLEMENT

Resource(s) should be dedicated to creating enablement assets to support adoption

and proliferation of automation. This is a very ‘wide’ statement, and will mean
something different within each organization, based upon how their program is
structured. For example, an organization that has decided automation solutions
should be designed internally (by its employees) will want to think through how
exactly designated developers will be trained to develop using centralized standards
(as established by the governance function). An organization that has outsourced
automation development might still consider training focused on how to identify and
evaluate use case candidates.

Broadly speaking, training is about addressing

and closing any skills gaps that could impede
success in a ‘tomorrow’ state marked by increased
use of automation.

HUMAN CAPITAL & TRANSITION PLANNING

Human capital-focused resources work on proactively identifying the people impacts

driven by automation and how to address them in such a way that the workforce continues
to feel empowered. This encompasses changes in roles/positions, how automation can
impact future hiring (skills sets), and closing broader skills gaps created by automation.

These resources should also be focused on creating positive sentiment around an

automation initiative and addressing the natural fears that can arise along this journey (i.e,
job loss and workforce arbitrage). Leading enterprises quickly realize that success does
not lie in driving straight-through processing (STP) rates to the highest degree possible
and/or establishing automation programs predicated on reducing headcount. Instead,
it means finding the right balance between their people and a new wave of ‘digital’
workforce capacity provided through automation.

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PROGRAM REPORTING

Continued investment is predicated upon a track record of creating quantifiable

impact. Therefore, it is natural that resource(s) should be allocated towards
monitoring the impact that automation is driving, and regularly reporting out to a
program champion/sponsor. Thinking about this upfront also helps the business
develop a clear picture of what success looks like with automation, and how it ties
back to broader strategic initiatives. Success metrics have a direct influence on
what format reporting should take (i.e, KPIs to measure, problem indicators, etc.).

It is critical that the business has a way to

quantitively measure the impact that automation
is driving via the lens of metrics that mature to
program sponsors/investors.

Program reporting is not limited to justifying investment; it can also feed into
human capital and enablement efforts. For example, communicating and
leveraging good news stories across the enterprise is a great way to alleviate initial
apprehension and show people in a practical way how automation can drive impact.

KNOWLEDGE MANAGEMENT & CONTINUAL IMPROVEMENT

There is so much to be learned in the process of actively designing and deploying

automation. For example, an organization might establish a defined set of best
practices that revolve around testing and deploying a new version of automation
software. Given the pace of innovation and change within the space, it is natural
to see vendors release frequent (even quarterly) updates to software. This creates
a need for the business to have a systematic way of adopting, testing, and
deploying new releases without disrupting existing automated operations.

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How to get
started?

13
GETTING STARTED WITH INTELLIGENT
AUTOMATION
As with all things, the first step to answering ‘big’ questions is establishing a simple
framework that makes sense of the noise. With time, what seemed insurmountable
begins to make sense, and ultimately becomes second nature. Organizations can
follow a phased approach to adopting automation: starting with a maturity model
assessment, maturing that into an implementation journey map, and finally standing
up and operating an automation initiative based on the journey map established.

START WITH A MATURITY MODEL ASSESSMENT

A maturity model assessment begins with evaluating automation readiness from a

technology and process perspective. IT should be engaged early to understand
how automation technologies will fit within an enterprise IT stack, who will manage
software once implemented, and how to ensure security protocol is adhered to
along the journey. Many times, IT has a process for software architecture review and
approval prior to any software install. This can take time and should be factored into
a roadmap to adoption.

Parallel to this is evaluating the state of business operations. How well-documented

are they? Is there a layer of initial optimization and re-engineering that can take
place prior to automation?

Optimizing anything ‘broken’ that might exist in current state day-to-day workflows/
activities is an important precursor to implementing automation. Organizations will
win by injecting automation to further enhance a well-documented and optimized
set of operations, as opposed to compensating for any ‘brokenness’ in how things are
currently being done.

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ESTABLISH AN IMPLEMENTATION JOURNEY MAP

After performing a maturity model assessment, the business should create a blueprint
for identifying and evaluating candidate use cases for intelligent automation, designing
solutions in automation software, and creating a program office around automation.

A framework for evaluating automation candidates addresses what technologies are

required to automate them, as well as the business case for automating each respective
process. This allows the business to objectively evaluate and rank candidates, which is
critical to prioritizing development efforts when resources are limited.

After use case candidates have been identified, a standard gate review workflow can
be applied as they move from ‘concept’ to implementation. Gate review encompasses
steps such as initial documentation/design, to building the solution across respective
platform technologies, user acceptance testing, and ultimately, going live. A scalable
model calls for check points at each step, with artifacts to validate movement along
the gate review workflow.

During this stage, the business should also agree upon an ‘operating model’ for
its automation program. Operating models range from Centralized, to Hybrid, and
even Decentralized. This encompasses the consolidation of people responsibilities
within an automation program:

15
 BUSINESS OPERATING MODELS

CENTRALIZED DECENTRALIZED HYBRID

All aspects of running Some aspects of

All aspects of
the program are the running program
running the program
replicated across are centralized with
are performed and
separate business units. a single team, while
controlled by
others are replicated
a single team.
across separate
business units.

A program may initially function under a Centralized model, with a few people
who manage all things program related. This makes sense if only a small group
of people is initially involved with automation efforts. A gradual shift to a Hybrid
approach may take place as more business units adopt automation. To support
scale, responsibilities that were previously centralized are outsourced to the
business units so the central team can focus more on program-wide initiatives.

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SCALE & INNOVATE

After performing a maturity model assessment and establishing a roadmap for

change, the business can shift focus to operating and growing its automation program
according to that roadmap. The roadmap provides a framework for scale, along with
mechanisms for capturing lessons learned and best practices along the way.

Scale should be supplemented with innovation, and

a continual ‘outward look’ for new technologies that
can be brought into the program.

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FINAL THOUGHTS

Intelligent Automation will fundamentally change

the way we do business.

The concept of introducing digital capacity and

tightly interweaving it with people will result in
untold increases in productivity, faster decision-
making, improved auditability of business
processes, a more empowered workforce, and
overall better business.

Armed with the above considerations on people,

processes, and technology, we believe that you
will be best positioned to adopt and realize the
benefits that Intelligent Automation has to offer.

For more information, visit KOFAX.COM.

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ABOUT US

Kofax helps organizations transform information-intensive business processes,

reduce manual work and errors, minimize cost, and improve customer engagement.
We offer an integrated Intelligent Automation platform that combines RPA,
cognitive capture, process orchestration, advanced analytics, and mobility &
engagement capabilities. This makes it easy for our enterprise customers to
implement and scale for dramatic, immediate results that mitigate compliance risk
and increase competitiveness, growth and profitability.

We also offer a Platform Advisory service to introduce customers to the people

and technology considerations that arise in scaling with the Kofax Intelligent
Automation platform. The Platform Advisory service is a great medium through
which to learn about the various frameworks for standing up an automation
program, along with support models (i.e. where there are opportunities to
leverage a solution integrator or outside consultant vs. in-sourcing program
responsibilities). The Platform Advisory service positions customers to make
informed decisions as to how to manage automation and where they can leverage
external help along the journey.

Kofax provides a rapid return on investment for over 30,000 Kofax

customers in financial ser vices, insurance, government, healthcare, supply
chain, business process outsourcing and other markets. Kofax delivers its
software and solutions through its direct sales and services organization
and more than 650 indirect channel partners in more than 60 countries
throughout the Americas, EMEA and Asia Pacific.

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 Work Like Tomorw.

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