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Target Operating Model for RPA

Date : Nov 21, 2017 7:45:00 AM

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 1 – 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 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 a service 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
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 following areas:
    • 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 partner’s 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 Buyers should develop Reverse Transition Plan to have flexibility to move or swap with another RPA tool or service provider

 

 

Types of Process
Due Diligence Steps
Ownership and Pricing Strategy
Already outsourced
  1. Benchmark Incumbent service provider’s RPA tools and capabilities to the tools available in the market.
  2. Assess Business case of moving to other service provider if incumbent service provider RPA solution fails to meet requirements.
  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
  • Buy side client organisation should own the tool after evaluating the different pricing options for the automated component of the process.
  • 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. It is generally subjective to estimate the exact efficiency gain in short to medium term.
Not yet outsourced
  1. Evaluate service providers along with RPA tools (in-house and third-party tools) depending on the process which has been considered.
  2. Develop in-house capabilities with training from RPA tool provider and its channel partners.
  • Buy side client organisation should own the tool after evaluating the different pricing options for the automated component of the process.
  • 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 RPA initiative.

 

Key Points for consideration for Service provider
  • Ability to package a solution with value added services would be key factor.
  • Need to move up the value chain beyond being reseller of RPA tools.
  • Pricing of in-house tools should be competitive.
  • M&A strategy to acquire RPA tool inorganically.
  • 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
  • The ownership of niche RPA tool is critical as they are attractive acquisition targets by competing service provider.
  • 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).
  • Pricing contracts should be of terms no more than 12 to 18 months.
  • Train and develop in-house capabilities (onshore/offshore) in RPA tools domain.
  • Continuously evaluate existing and emerging RPA tools in the market.

 

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RPA Service Providers Landscape

Date : Nov 16, 2017 11:45:00 AM

Service providers – drivers, hiring impacts, benefits and RPA maturity

[EXTRACT] Outsourcing service providers are interested in replicating the concept of RPA on multiple project engagements across verticals. The scale and frequency is gradually increasing which has clearly made the early adopters of RPA more confident in spreading their army of robot applications across other functions and 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.

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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.
Let’s 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 transaction-based 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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In the Media - "5 ways accountants have mastered AI"

Date : Nov 15, 2017 2:24:47 PM

Leading business strategy publication "In the Black" featured Mindfields MD, Mohit Sharma, as a thought leader within the AI space. Penned by Cameron Cooper, the article proposes that we consider AI as new tool for workplace enhancement and potential job-creator, not a job-killer as previously feared. 

While the article is focused on the application and benefits AI can bring to the accounting industry, the commentary and discussion relates to a wide gamut of industries and various sectors. Unlike many articles regarding AI, '5 ways accountants have mastered AI' proposes that widespread option of AI will not mean a robot takeover of the economy but it will bring change.

According to the article, the main areas that AI is set to have a significant poitive impact upon are:

  1. Auditing 
  2. Risk Management
  3. Vendor reconciliation 
  4. Regulatory compliance and reporting
  5. Trend analytics

Mohit Sharma, Mindfields MD comments:

The rise of AI will complement the evolution of accountants from number crunchers to value-added advisors. With its focus on numbers and data, the accounting sector – and areas such as risk management, in particular – is a prime candidate for AI’s intelligent learning systems. Any tasks which are mostly repetitive are open to change. Just as Uber has revolutionised the concept of sharing cars for transport, I expect more and more technology firms to share their knowledge-based assets with firms of all sizes, allowing them to easily access the best technology on a pay-per-use basis or at a relatively low cost. The domain of risk management is well suited to cognitive computing capabilities because fraudulent cases can be missed amid mountains of structured data or ambiguous events. As machine-learning options grow, clients will have access to a massive amount of data-driven knowledge at increasingly affordable prices.

The real benefit of such technology advancement will be the reduction of costs for the consumer.

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 View the original article as published in CPA Magazine: 5 ways accountants have mastered AI

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The impact of RPA on our labour markets

Date : Nov 14, 2017 7:30:00 AM

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)
Impact of RPA on offshore market – short to medium term

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.
FTE impact post RPA implementation

FTE impact post RPA implementation.png

 

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Current state of RPA in the market

Date : Nov 9, 2017 4:30:00 PM

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 30- 50% 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 2018 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.

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:

  1. 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.
  2. 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.
  3. 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 RPA platforms.

Factors impeding rapid adoption of RPA

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 being developed.
  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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What is Robotics & Process Automation?

Date : Nov 7, 2017 11:45:00 AM

RPA is a software robot or application/tool that can be configured to perform tasks normally performed by a human, using rule-based processes. 

[EXTRACT] 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 real-time alerts or responses and creating audit trails, as well as communicating seamlessly with other enterprise systems.

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.

RPA platforms can be categorised into four phases or “waves”.

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VIDEO: Automation of Daily Profit and Loss Reporting Process

Date : Sep 28, 2017 9:18:31 AM

This video demonstrates the robotic automation of the daily P&L reporting process at a large global bank. It shows how robotic software can read, enter and validate data in different systems.


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Ignore the naysayers who wish to see RPA disappear…

Date : Sep 4, 2017 2:11:59 PM

In recent weeks there have been a number of thoughtful articles written about the stumbles and disappointments some organisations have experienced with their initial forays into the world of robotic process automation (RPA.)

McKinsey has always been at the forefront of new trends shaping the business world, and a recent blog post¹ by two of its partners, Vik Sohni and Alexander Edlich mentions that some RPA adopters are feeling burned. 

EY has also gone public with a similar assessment that 30% - 50% of RPA projects have failed to achieve their aims.

I am humble enough to admit that I do not know everything about the work that has gone on in these organisations, but I find it difficult to draw any reasonable conclusions from these reports as the source of their data and methodology is far from clear.

These kinds of articles are subsequently being cited by some as evidence that RPA is some kind of sham and that those evangelising it are false prophets, when the truth is very different.

I believe any negative sentiment is being latched on to by those wishing to create fear, resist change to existing business models and even generate more consulting revenues.

Mindfields is building its future on RPA (and it is going great thanks!) In fact, we have recently announced a new push to become the “One stop shop of automation with fixed price per process” … but more of that later.

In the case of some large consulting firms, negative sentiment forms a part of wishful thinking … they wouldn’t be unhappy at all if RPA just disappeared and left their business models without disruption.

At Mindfields, where we specialise in automation and have full commitment to the model we have yet to have a client initiative go off track. All of our clients have achieved benefits from their early RPA initiatives.

Deep experience is never peaceful.

This is not to say that it is all plain sailing – of course it isn’t, this is pioneering work in many ways, so some mistakes are made along the way. The crucial thing for us has been having strong risk frameworks in place to mitigate the harm of those mistakes.

This is a new journey for all and expertise will evolve as it progresses, as much as some may like to say “oh well we tried” and discard the idea, RPA (and the benefits it can bring) is not going away.

The planning and implementation of RPA is a balancing act of workloads between humans and machine and we have never had these opportunities before. It will take time, but in my experience it is eminently possible to work together with a client to find perfections in these imperfections.

Mindfields is growing because plenty of organisations seek out an organisation that is embracing RPA, but there is a very big world out there and many will be counting on them to apply their expertise towards helping them to get this right.  

It would be short-sighted for any consulting firm to seek to scare off clients from RPA in order to preserve human hours-based consultancy revenue.

The successful players in this industry need to look inward at their own business models and not make the mistake of other sectors in talking down and denying the reality of technology disruption.

They all employ very intelligent humans and need to evolve their offerings. Just as many of us advise organisations to design strategies around agile business models, the industry needs to tackle its own disruption head on.

For all the consultancy presentations that have advised of “Uber threats” in various industries, RPA is effectively the same for consulting, so it is time to practice what we preach.

All things are difficult before they become easy, and a rising tide raises all boats … so we would like to make our methods broadly available. And this is what I was talking about earlier, with my bold statement about becoming the “One stop shop for automation.”

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I was delighted to tell The Australian Financial Review about our move to bundle our “secret recipe” for successful RPA implementations into an “Automation as a service” offering, which will be available for a fixed price per process. They have also questioned such ‘negative reports from consulting firm.

As well as reading the article linked above, here is a video explaining this offering, which I hope you will watch, but in case you don’t here’s a list …

We are bundling the following:

  1. Research - Mindfields was one of the first advisory firms to launch a comprehensive RPA research study. It was part sponsored by ANZ Bank, who were one of the early adopters of RPA and are currently the biggest deployer of a Robotic workforce on a global basis. A digital version of this report is available online and is updated on a regular basis to keep subscribers up to date with the ever evolving RPA landscape. The information is based on our first hand experiences of using and deploying RPA tools. This research report is agnostic to RPA tool or vendors as we do not want to become a quasi marketing engine for RPA tool vendors.

  2. Consulting - Our subscribers have access to our extensive database of RPA case studies, which lists processes that can potentially be, or already have been automated. This makes selecting processes for automation much easier and faster for the end user. We have also automated our own consulting process, hence making it faster and cost effective for our clients.

  3. Education - Our clients are empowered to do automation themselves. We have designed various types of training programmes depending on the skill sets of those within either the business or specialist IT teams. Our IP based Education offering is broader than tool specific training. RPA software and tools are evolving very fast, hence, tool specific training becomes obsolete very fast.

  4. Execution - New users are able to execute automation effectively based on our efficient and innovative methodology and lessons learnt from previous engagements. We are incorporating lean methodologies to re-engineer the process of enabling automation. Our experiences gained from automating more than 400 processes has given us the confidence to automate the process at a faster pace and the ability to quote a fixed price per process.

Our new “Automation as a service” model is unique in the industry and provides organisations with the opportunity to try out RPA at a fixed price per process. By automating our process of providing research, consulting, education and execution, the generational shift towards on-demand services can be embraced within the business.

When a consumer books an Uber they are indifferent whether it is a Kia, a Holden or a Mercedes that shows up (they just want to get to a destination at a price point)… so is the case with process automation. Businesses can now think about the outcomes they are seeking, rather than getting bogged down in the technology specifications.

I would like to thank my team, clients and mentors in the industry for enabling us to get to this point and would welcome any constructive feedback and suggestions.

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PRESS RELEASE: Mindfields to democratise RPA with AaaS

Date : Aug 23, 2017 7:00:00 AM

Automation as a Service will open doors to automate processes that were previously unfeasible and unimaginable.

Australian automation and AI advisory firm Mindfields has launched Automation as a Service (AaaS), a banquet of RPA services such as research, education, consulting and execution, packaged at fixed price per process.

It will open doors to automate processes that were previously unimaginable or unfeasible.

RPA takes business processes that are currently performed by human workers and creates a software bot that then performs the same task around the clock.

Mohit circle.pngAaaS would enable RPA without requiring organisations to engage consultancy firms to conduct expensive feasibility studies and advise on implementing automated processes. Until now, business cases for RPA have been made unattractive due to the high cost for even initiating the RPA journey.”

- Mohit Sharma, Mindfields Managing Director

Mindfields has automated and robotised its own consulting and delivery processes in the form of AaaS. Clients will get a bundled offering containing consulting backed with ongoing research in emerging technologies and delivery embedded with training.

“Our aim is to make it free in long term and focus on feeding and exploiting data generated by automation. Automation is first step in the journey and should be treated as investment in short term” 

AaaS will provide following benefits to clients for a fixed price per process:

  • Automate more at faster pace
  • Consulting backed by ongoing research into RPA tool and process selection
  • Education to empower client teams to execute RPA in house
  • Execute and implement RPA efficiently based on Mindfields’ experiences and lessons learned
  • Automation at a fixed price per process, which provides cost assurance to a business case
  • Enabling clients to focus on the most important outcome of RPA i.e. automating data and interaction analytics, rather than the technical details.

Currently, clients are paying separately for these services to various vendors who work in silos which can increase costs and project timelines. AaaS will democratise RPA irrespective of industry vertical and client company size.

 “Businesses can now think about the outcomes they are seeking, rather than getting bogged down in the technology specifications and cost of initiating the RPA journey.”

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In the Media: "Robotic process automation on demand as consultants get disrupted"

Date : Aug 22, 2017 10:00:00 PM

 

Mindfields was recently covered in the media by The Australian Financial Review (AFR) regarding their stance on Robotic Process Automation (RPA) disrupting the consulting industry. The article heavily features the opinions of Mindfield's Managing Director Mohit Sharma, while comparing and contrasting his experience to that of his lesser-known industry peers. This feature article appeared in both print media and online on Tuesday 22nd August, 2017.

Written by Paul Smith, the author comments on the significant influence Mohit Sharma and Mindfields have on Australia's RPA industry: 

Paul Smith (Circle).png"Few people have done more to advance the case for RPA in Australia than Sydney-based Mohit Sharma, who saw the looming shift to automation years ago and made the transition at his company Mindfields from being an adviser in offshore outsourcing to an expert in setting up organisations for automation.  

His leap ahead of the curve has seen him  winning clients in numerous countries and he has performed  work on early RPA strategies at ANZ, Canadian banking giant CIBC, ING Direct, Rabobank, Rio Tinto, Broadspecturum and Pepper Money. 

Now he intends to package up the lessons he has learnt into a product that works similarly to software as a service, in that it offers guidance and execution for automating business processes, charged by the process."

Read original AFR article

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