Robotics Process Automation September 2015 v17 1 PDF

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 This report primarily focuses on evaluating and assessing the
advisory firm that provides strategic sourcing advisory Robotic Process Automation (RPA) market landscape and
services to CXO level executives across industries globally. what it means for clients and outsourcing service providers.
The rapid emergence and proliferation of this technology in
Our experienced consultants leverage exclusive IP based
the coming years has the potential to help client organisations
proprietary tools and information databases to evaluate
achieve greater operational and cost efficiencies, both short-
and identify the optimal sourcing strategies for our client
term and long-term. This report will help enterprise buyers of
organisations. For more information about Mindfields, please IT and BPO services make informed decisions while pursuing a
visit us at: www.mindfields.net.au case for adopting RPA in their front and back-office operations.
For further information on RPA and the Some key areas of focus in this report include:
globalsourcinglandscape, please contact:
1. What RPA is and how it works.
research@mindfields.net.au.
2. What RPA can do for your business and how it can
Throughout this document, Mindfields address some of the key challenges experienced by
(we, our, us) refers to Mindfields Consulting, seniorand C-Level executives.
theSydney-based IT / BPO outsourcing advisory firm.
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. ROBOTIC PROCESS AUTOMATION
Opinions viewed reflect judgment at the time of report creation and are subject to change.
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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 We also recognise that many firms have tried to too hard
strategy for years, and the rise of Robotic Process to create perfect point solutions. However, that is costly
Automation is a new tool to add to what we have already. and slow. We are intentionally keeping the RPA solution
lean through a small project organisation (we are using
However, at the same time RPA is a different tool as
our existing Business Excellence teams), strong user
it creates exciting new opportunities to extend our
involvement and monthly senior management oversight
automation reach further and into areas which earlier
meetings with the power to intervene where we are
wastoo hard.
not making sufficient progress. This is being reinforced
ANZ has a unique offshore setup where we are mainly through RPA investments being taken through the
using dedicated captive centres for delivering services to run budget thereby ensuring that we are only funding
our customers. A key value of that structure is our ability to activities which have clear and fast payback.
leverage ideas and capabilities from our offshore teams and
This is also combined with a clear employee engagement
the RPA journey is a testament to that.
approach, where we are making the benefits of
As part of our launch into the RPA area, we looked at automation clear, whilst dealing with any concerns being
successful implementations in other firms, many of which raised. We have seen tremendous support from the floor
are in this report, and realised that a top down approach and robots are used to augment human capabilities and
seldom had been successful. free people up to do higher value work.
As such, we have taken a different track, and instead of We realise that we are on a journey, RPA is not a magic
focusing on doing automation to the operational teams bullet, but it is a very powerful type of ammunition to help
we are focusing on doing it with the teams. This in line make manual processes more match fit for digital. We
with Lean methodology where you always seek to create are very positive about future benefits from this type of
production floor pull rather than management push. technology, and especially its ability to optimise processes
without requiring the time and cost of optimising the
We have spent significant time and effort in enabling the associated systems on which these processes are
people whom would benefit from using the toolset and currentlydeployed.
assisted them through embedding dedicated RPA skills
within their teams to be deployed against what they see as During our journey we have been working with Mindfields
their biggest opportunities. on critical decision points and we believe this new report
will help raise awareness and interest about RPA for other
This approach has proven very successful and we are now companies whom are wanting a real step change to how
seeing real uptake right across the Hubs network and a clear they are approaching process innovation in a new world.
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 Simen Munter,
process design to mature to over time. This is resulting in General Manager, Group Hubs at ANZ
us being able to successfully operate across the maturity Melbourne
curve, with some teams using very basic capabilities whilst
others have started experimenting with very advanced
capabilities such as machine learning.
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TABLE OF CONTENTS
FOREWARD: RPA @ ANZ i
01 EXECUTIVE SUMMARY 1
02 INTRODUCTION 4
03 WHAT IS ROBOTICS AND PROCESS AUTOMATION? 6

3.1 Functional and operational attributes 9
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
04 CURRENT STATE OF RPA IN THE MARKET 19

4.1 Current limitations in RPA technology 20
4.2 Factors impeding rapid adoption ofRPA 21
05 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
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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
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
11 OUR RESEARCH METHODOLOGY 62

11.1 Assessment Methodology 63
11.1.2 Evaluation Parameters 64
12 CASE STUDIES AND EXAMPLES 65

12.1 Cognizant Technology Solutions 66
12.2 Wipro 73
12.3 Infosys 97
12.4 HP 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 8
Figure 2 Functional attributes of a typical RPA platform 9
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
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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 A new business model for

Mindfields Consulting, this report examines the impact
RPA is having on the end buyers and providers of these serviceproviders
services. It includes detailed reviews of the major players, More than 90% of the service providers surveyed
based on direct engagement with key experts and industry confirmed their commitment to invest in RPA technologies.
leaders, as well as case studies of real-life implementations. There are strong incentives for adopting RPA, namely a rise
Currently only a few of the top ASX companies have in wage rates in off-shoring hubs like India and Philippines,
strategies in place to leverage RPA but mostly are In Proof and increasing operational and overhead costs.
of concept stage. This report will help enterprise buyers Service providers will need to ensure they not only adopt
of IT and BPO services make informed decisions about RPA tools to improve their own businesses (currently,
adopting RPA in their front and back-office operations. only 40% have done so), but also solution/embed it a key
service offering for their existing and prospective clients.
A brief look at RPA With increasing competition amongst players adopting
RPA, a typical service provider would need to lower its
RPA is a relatively new automation-led service delivery
costs by 40-50% to be able to deliver a measurable return
model. It enables the cost effective automation of basic
in efficiencies to its clients and make a respectable margin.
rule-based tasks across client functions, replacing low-
value processes performed by human FTEs (full time RPA capability and toolsets have been largely developed
employee) with virtual or robot FTEs operating robot by a small group of specialist software vendors. According
applications or software robot. These platforms operate on to our research, 64% of service providers have partnered
a 24x7 basis at about one-third of the cost of similar off- with specialist vendors to move more rapidly into this
shore operators or about one-ninth the cost of an on-shore emerging space. Pure BPO and integrated players are
operator performing similar roles. RPA also provides for partnering with automation tools providers like Automation
strong governance and auditability as it enables detailed Anywhere, Blue Prism and IPSoft. In the RPA ecosystem,
and real-time traceability of all process steps. partners are becoming competitors and vice versa as the
market continue to evolve.
We expect to see a new breed of software vendors
developing advanced capabilities to expand the scope of Service providers might have to cannibalize their Revenue
what automation can do, especially in the areas of self- to gain share in RPA domain both at existing and
learning and artificial intelligence capabilities. The next prospectiveclients. They might have to bundle freebies to
wave of RPA will likely see a shift from simple rules based retain the clients.
judgment to an increasing level of artificial intelligence
in the tools, potentially replacing even higher level New non-linear version of Outcome
humanjobs.
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 outcome-
based 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 In terms of back-office processes and functions,

our service providers ranked Finance & Accounting
RPA will have an impact on low-level roles and functions (F&A), Order Management and Customer Services
in the short to medium term. Around 43% of service Management as the areas of the most interest to
providers surveyed have witnessed FTE reductions of client organisations considering RPA. In the next
more than 20% as a result of RPA. However, as with many three to five years, decision makers can expect to
disruptive technologies that have gone before, the market see cost savings of over 30% across key RPA-centric
will continue to evolve and new job opportunities will functions (F&A, Human Resources and Supply Chain).
arise. RPA would enable Employee Transformation than Based on service provider responses to our survey,
EmployeeReplacement. client organisations in Telecom, Banking, Insurance
and Healthcare have shown the most interest
In the next few years, service providers will need to redefine
inadoptingRPA.
their hiring strategies and re-skill appropriately, as the
market looks to employ qualified professionals in key areas Organisations considering RPA should first assess
such as mobility, cloud, big data and advanced visualisation. business viability to ensure the investment will be
Most of the resources doing routine jobs would require justified. After this, we recommend conducting proper
intense training and more time to them viable to be utilised due diligence to assess which service providers should
for these upcoming technologies. deliver RPA as a capability. It will be important to
make an informed decision about which partner to
Organisations that implement RPA-based solutions can
work with and what contractual arrangements will
also expect to see impacts on their workforce and hiring
be most suitable in the long run. And to guarantee a
strategies. They would also need to focus on hiring IT skilled
successful RPA-led implementation, it will be vital for
resources along with functional experience. Keyprocess
organisations to re-engineer their existing processes
operator roles will disappear, freeing up resources to
and standard operating procedures.
concentrate on higher value addingfunctions.
Significant cost and operational benefits What the future holds

for client organisations With license fee revenues of RPA tools vendors
estimated to grow at 400% CAGR over the last two
Large global organisations are already seeing a significant years, RPA is projected to be a multi-billion dollar
return on their RPA investments and short payback periods. industry by 2020. This presents a massive opportunity
Buyers are increasingly aware of what RPA can do, and for service providers and strategic partners,
they are actively seeking out service providers with RPA who, in order to survive, need to take the lead by
capabilities to bring transformational improvements to incorporating RPA into their value proposition and
their back-office operations. In most cases, RPA adoption is sales solutioning.
being led by a combination of the CEO, COO and CIO, with
strong support from the delivery units. 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 This is no longer the case. RPA has already proven its
sophisticated, taking on more complex, higher value tasks. value and we expect it to be adopted and deployed well
This has had a dramatic impact on overall operational into the future. The RPA market is maturing steadily and
performance in organisations. It is boosting production has witnessed significant levels of adoption rates, with
levels, significantly reducing costs and, at the same time, large global organisations already seeing significant return
increasing quality levels. on investments and short payback periods.
Now, in this next phase of automation, software robots Much of the hype around robotics is the fear it could lead
are enabling the automation of back-office jobs. In the to large-scale elimination of jobs across multiple levels
manufacturing world, robots replaced humans doing and a mass of redundancies. The term jobocalypse has
repetitive tasks. In todays services industry, technology even been coined, creating a fear among employees and
has advanced to the point where software robots are professionals in the service provider industry.
doing it again, especially in the BPO sector. A few years
In reality, yes, RPA will have an impact on low-level roles
ago, there was hardly any activity in the automation of
and functions in the short to medium term. However,
business processes, functions and rule-based process-
as with many disruptive technologies that have gone
oriented tasks using robotic automation software. This is
before, the market will continue to evolve and new job
no longer the case, and its changing rapidly.
opportunities will arise. In coming years, there will be
Other drivers will accelerate the adoption of this emerging a need for redefining hiring strategies and re-skilling
technology by IT and BPO organisations, namely, a rise in appropriately, as the market looks to employ qualified
wage rates in off-shoring hubs like India, and increasing professionals in key areas such as mobility, cloud, big data
real estate and transport costs. Coupled with increasing and advanced visualisation.
competitive pressures among service providers, this is
For client organisations, we would recommend
significantly squeezing margins.
conducting proper due diligence to assess the service
It is becoming critical for providers to re-think their providers offering to deliver RPA as a capability. We
operational models, cost structures and project execution expect most service providers will incorporate RPA
strategies. In particular, providers will need to develop into their marketing and value proposition either by
revenue growth strategies that are not tied to the number themselves or forced by competition. Service providers
of FTEs they engage for any given client. The advent of are presently defining their RPA strategies working out
robotic automation capabilities now makes this possible. how to showcase their strengths and overcome some
limitations. And it is important to be aware that not all
What initially started off as an experiment will now not
processes may benefit from RPA.
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.
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 RPA platforms can be categorised into four phases
actions of existing applications used in various business orwaves:
processes, just as a human operator would do. These
Wave I (Routine and repetitive): Current levels of
tools can mimic human actions without associated
RPA automation focus on highly repetitive and rule-
errors. The most important attribute of these tools is
based processes which require little or no human
audit and logging. Any action or step taken by them
intervention. Robot applications operate enterprise
can be logged and audited. Human resource can watch
software and applications through existing user
and perform a surveillance of each steps and actions
interfaces based on pre-defined business rules.
of these tools. This feature also differentiates RPA from
Some of the optimal tasks or procedures where
Straight Through Processing (STP) tools where there is
RPA can be effectively appliedinclude:
no visibility to human eyes of the steps/action taken by a
automated process. Searching, collating or updating information
inmultiple databases/systems
Currently, human actions and steps are monitored by
automated surveillance mechanisms. Converse will Accessing and updating one or many systems
happen in a RPA process. tocomplete a procedure
At its highest and simplest level, RPA software Wave II (Judgement-based): In addition to the
essentially comprises a range of tools used to interface capabilities mentioned above, RPA solutions will
with existing applications at the presentation layer. have functional enhancements that would enable
These are then combined with a rules engine which is judgment based decision-making capabilities.
customised to the respective process being automated. The level of RPA technology is evolving at a fast
pace, and we are already witnessing platform
Once the RPA tool has been trained or configured
enhancements embedded RPA capabilities with
with well-defined business rules, it can then perform
existing products available in themarketplace
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
enterprisesystems.
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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Figure 1 Evolution of RPA

COMPLEXITY
AI based
Analytical
based
Judgement
based
Routine and
repetitive
Rise of self learning and
cognitive capabilities
Automatic detection and
Incorporates advanced resolution of faults and errors
Requires RPA operational analytical
capabilities Embeds advanced statistical
configuration to capabilities to understand
Highly rule-based incorporate judgmental Complex processes with unstructured data, perform
processes decisions periodic changes in self-analysis and make
Large transaction and Processes are moderately business rules decisions without human
processing volumes complex Process unstructured data intervention
Highly standardised Advanced exception from multiple environments Applicable to highly complex
processes handling capabilities, for Predictive capabilities processes, for example
example, raising red flags enabling businesses to financial markets)
For example, can be
applied in accounts on fraudulent claims make faster decisions
receivable process
6 months 12 months 18 months TIME

CURRENT WAVE
Source: Mindfields
Wave III (Analytical Based): Existing RPA solutions Wave IV (AI Based): The most advanced and
have some element of operational and process analytics complex RPA products is expected to embed Artificial
features that provide real-time insights on robot Intelligence (AI) based capabilities that will truly make
operational performance and other vital statistics. RPA autonomic i.e. systems having self managing
However, the next step of evolution will establish capabilities that enable self configuring features. This
predictive capabilities that enable RPA platforms to use will allow RPA tools to automatically detect and correct
existing data sets to determine patterns and predict errors on a real-time basis with no human intervention.
future operational outcomes and trends 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 Figure 2 Functional attributes of a typical RPA platform
attributes
RPA technology solutions and platforms enable
client organisations and service providers to
Dual-mode
automate rule-based, repetitive processes, tasks or data processing
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 Rule Higher
robotic automation tools are technology agnostic, based accuracy
levels
they do not actually replace any existing client
systems. Instead, RPA works with existing enterprise
systems and applications to perform highly specific Robotics
tasks that the virtual FTE or robot has been automation
programmed to perform.
Virtually 24/7/365
integrate uptime
systems
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, Robot applications are programmed to operate non-stop, 24/7, all year round, without breaks,
year round 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. RPA systems are trained in the live environment. There is no need for the test environment
Easy to set up 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 All processes in live mode generate valuable statistical profiles as a by-product, on a real-time
data 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 Robotic automation platforms are typically managed, operated, licensed and controlled by IT
engagement 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 back-
office 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 Easily trained based Virtual input systems Leverages existing In-built failover
machines and on flow chart models control (including IT frameworks for and recovery
desktop Flow chart managed/ keyboard and mouse) security and risk capabilities
Typically hosted on audited to document Run object-oriented management prevent any
dual live data centres, procedure and process engine, with Generates extensive downstream
delivering high replicate exception handling IT audit trails in real failures
resiliency capabilities time 100% uptime
Robotic Enables tweaking Integrated
reconfiguration can processes based on documentation and
happen in real time real time data workflow, lowering
Vendor/Client audit time
Change Management
team monitor
changes 24/7
Source: Mindfields

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3.2 How does it differ from or virtual FTEs are programmed to replicate human
actions. Thisincludes using multiple data sets and
traditionalautomation? feeding them into IT applications on a real-time basis,
RPA has several features which set it apart from traditional exactly as a human operator would do. RPA applications
automation initiatives implemented by organisations are configured based on each the unique requirements
in recent years. RPA technology typically embeds, or of each process and embedded with customised
integrates with any IT application (including legacy businessrules.
IT systems) at a granular level without replacing the So, with little or even no room for error, RPA-based
underlying IT applications. For service providers, RPA process activities are close to 100% accurate and
solutions can be highly effective in managing transaction comply with all regulations, wherever applicable.
intensive back-office operations, where RPA applications
Table 1 Key factors that makes RPA different from traditionalautomation
Robotic Process Automation (RPA) Traditional Process Automation
Technology agnostic Requires no change in existing Dependent on technology infrastructure requires

ITinfrastructure. Replicates human behaviour and works customisation and integration with existing
across disparate IT systems seamlessly enterpriseinfrastructure
No complex integration as RPA platforms leverage existing Involves significant integration with enterprise IT systems
enterprise application 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 Typically long deployment times as business process
integration required improvements, data integrity checks and other steps
are required before integrating automation tools with
enterprisesystems
Component functions can be re-used to develop other Inter-operability of resources and components is minimal
robots customised for managing process loads with no and happens on a case-by-case basis
impact on productivity or efficiency
Lowers cost of implementation quick to deploy, no Considerable investments in ensuring smooth go-live owing
integrations, no human intervention, and a focus on to complex integrations, change management, process re-
continued improvement engineering efforts and other factors.
Business process and flow charting skills required to Requires highly skilled process experts to identify business
design robots and easy to modify in real-time relatively process improvements on an ongoing basis
low cost
Highly scalable: operates in a virtualised environment and Not highly scalable as compared to robotics software:
can be scaled up or down based on service demand on a requires some level of intervention in re-aligning demand
real-time basis requests based on business requirements
Can be deployed anywhere onshore, off-shore Deployment location typically needs to be considered on a
or near-shore 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 Steps and Actions taken inside automation tool is not visible
humaneye tohuman eye
Audit trails and logging of actions performed can take Audit trails are often not maintained
place in real-time. They are consistently maintained and
easily accessible
Example: Automating invoice processes and claims Example: Large-scale Business Process Management (BPM)
administration in an insurance company implementations

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Traditional or platform based Business Process 3.3 Where and how can RPA add
Management Systems (BPMS) are aimed at improving
IT architecture by allowing a high degree of flexibility in value? Sectors, processes and benefits
automation and process management capabilities and RPA solutions are typically deployed in organisations
form part of the core IT enterprise environment. which engage human resources on a large scale for high-
Robotic automation, on the other hand, does not volume, transactional and repetitive process oriented
compete against these platforms, but in fact, extends and tasks and activities.
complements BPMS and SOA initiatives as it sits on top The key processes best suited for RPA tend to:
of existing IT systems and applications. RPA is particularly
effective on small to mid-sized automation initiatives, be highly rules-driven (e.g. F&A, HR, and
requiring quick turnarounds and high levels of agility, orderprocessing)
where bringing in rapid productivity and cost efficiencies
be data-entry, comparison and validation intensive
are among the primary factors for driving automation
initiatives internally, or for client organisations. RPA is also use several desktop systems involving multiple
highly applicable for larger scale automation initiatives application tools (Web applications, Excel and
where the set-up time may be longer, however the benefits enterprisesystems)
may also be substantially greater.
be problematic to send offshore or require
As indicated above, currently robotic platforms focus quickturnaround
only on rule-based processes/activities. In such cases the
have high transaction and processing volumes
current functional capabilities of RPA may not be able to
offer a suitable solution to businesses. However, this area be highly prone to error
is evolving and the possibility of developing smart robotic
automation solutions is not far away. Leading RPA software Almost all the functional areas being automated
vendors are expected to build and enhance capabilities have gone through extensive workflow, process and
in the coming years combining further advances in RPA compliance standardisation over the past few years
capabilities with self-learning and artificial intelligence. 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.
Figure 4 Functional areas where RPA can deliver benefits today
Human Resources Finance & Accounting Customer Services

KEY PROCESSES
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 RPA is already delivering significant cost and operational
in bringing in process efficiencies include: benefits for typical back office processes and functions
including finance & accounting (F&A), order management
Highly regulated verticals such as healthcare, banking,
and customer services management. Our service providers
financial services and insurance
surveyed ranked these three areas as being of the most
Telecommunications interest to client organisations considering RPA.
Utilities Figure 5 is based on the Ranking of the functional areas in

which application of RPA is the most suitable by service
Mining providers participated in our survey. They can be classified
Travel as low hanging fruits which can be benefited in the first
phase of RPA initiative. Mostly these functional areas are
Retail experimented for Proof of Concept pilots to test RPA
All of these verticals have significant levels of rule- appetite of an organisation.
based, high volume, back-office transaction processes. Figure 6 is based on the Ranking by the service providers
These involve a large number of human operators of the verticals which are early adopters of RPA based
(primarily operating from offshore delivery centres) on the number of live RPA engagements and Proof of
and servicing client organisations spread across various concepts pilots undertaken by them. (based on responses
locationsworldwide. 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 Rank 7 Rank 8 Rank 9
Claims Management Order Management Customer Service Management

Human Resources Finance & Accounting (F&A)
Source: Mindfields RPA Survey
Figure 6 Ranking of key verticals with the most potential forRPA
4
3
1
0
Rank 1 Rank 2 Rank 3 Rank 4 Rank 5 Rank 6 Rank 7 Rank 8 Rank 9 Rank 10
Telecom Banking Insurance Healthcare Logistics Manufacturing Retail 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 Enhance transaction processing

including account closures and efficiencies (~3040%)
chargebackprocesses ~30-40% overall increase in
Ability to meet seasonal peaks, enhanced productivityimprovements
customer query resolution timeframes, Near 100% accuracy levels
accuracy and compliancy levels and reduced
Cut down existing backlogs to close
FTE requirements
to zero levels
Insurance Consolidating multiple legacy systems, Significantly lower manual efforts
policy books having different data (~40-50%)
conventions and operating formats onto a High levels of scalability
single system FTE rationalisation (>20%)
Significantly lowering IT support costs Faster implementation TAT
Enhancing supplier collaboration in bulk (~4-12 weeks)
payments and recoveries typically involved
in motor insurance claims
Healthcare 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 Automating manual processes in data

Goods (CPG) 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%
Finance & Accounting 15% 26% 40%
Human Resources 13% 20% 39%
From 1 year ago Expected in 12 years Expected in 35 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%
Front office / customer facing functions 26% 35% 55%
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%
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%
Medical management 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%
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 NOTES
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, self-
optimising and self-configuring.
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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04
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 Frequent changes in business rules and operating
expecting their service providers to embed their RPA procedures: Currently, the effectiveness of RPA
capabilities, a move which will reduce costs by around 30- technology diminishes when the frequency of changes
50% and improve the accuracy of rule- based processes in business rules varies on an ongoing basis. RPA
and tasks. IT/BPO service providers are trying to fully gauge platforms perform at optimal levels when standard
the impact of embedding RPA solutions into their service operating procedures are well defined and undergo
offering. We expect 2016 to be the year when RPA becomes minimal changes. In processes where the rules keep
a buzzword and even a game-changer for service providers. changing, the level of re-work on re-programming
robots to incorporate the changes goes up. This means
The potential for significant process efficiencies, cost
additional investment in coding, testing the changes and
improvements and flexibility in managing projects
re-deploying the robots in live environments. This can
will be tremendous but the scale and complexity of
impact productivity and efficiency, and require frequent
implementations is currently limited.
human intervention to manage exceptions and re-
program the robots.
4.1 Current limitations in RPA technology
Most of these issues will be addressed over time as
A number of enhancements will help drive adoption, but automation software vendors continue to innovate,
RPA technology still needs to undergo further R&D to help improvise and incorporate new functionalities
overcome some current limitations. and features into subsequent generations of their
Capturing inputs from diverse formats: Deploying robots RPAplatforms.
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.
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 their value proposition to their clients. This will change
soon. As RPA continues to evolve, partners are becoming
We expect adoption to be high and offer substantial upside competitors and vice-versa. As the market matures, we
in environments with relatively high labour rates, as well expect to see some mergers and acquisitions amongst the
as areas where outsourcing and off-shoring have been specialist software providers.
limited due to local political or cultural barriers. Core RPA
capability and toolsets have been largely developed by a The global RPA market has continued to witness high
small group of specialist software vendors. levels of growth over the last two years. According
to a recent report published by Transparency Market
Traditional IT and BPO players have now recognised the Research, it has been estimated that the global IT robotic
importance of RPA and are moving into this space quickly. automation market will reach US$4.98 billion by 2020,
Many are licensing tools from specialist software providers, fromUS$183.1million in2013.
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
Figure 8 Global RPA market forecast (2013 -2020)
CURRENT MARKET SIZE Global IT robotic automation market

valued at US$183.1 Mn (2013)
North America and Europe biggest
adopters. Australia is catching up
very rapidly
PROJECTED OPPORTUNITY Expected to reach $4.9 Bn by

2020 (CAGR: 60%)
Increasing awareness and
adoption levels to spread
beyond core markets
KEY DRIVERS Operational efficiencies

FTE reductions
Enhanced compliance, quality,
performance and uptime
In-sourcing as a strategy

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Over the last year or so, there has been a significant growth
in RPA implementations across the BPO environment.
NOTES There is potential for expansion to other areas in the IT
services sector where key existing processes and tasks
could deliver significant efficiencyimprovements.
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 IPSoft
developing proprietary RPA tools/platforms. They also develop other automation
solutions including Big Data analytics and cloud based solutions. Automation Anywhere
b. Their Go-to-Market strategy focuses on partnering with client organisations and Automic
third-party IT/BPO service providers. Exilant
c. They offer specialised RPA consulting, implementation, training and staffing UIPath
solutions to clients.
OpenSpan
Samyutam
B. Service providers with only own RPA tools and capabilities: WNS
a. 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: IGATE

a. Primarily BPO providers who have partnered with third-party RPA software Tech Mahindra
vendors (e.g. Blue Prism and IPSoft) to build and expand their RPA capabilities.
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 IBM
software vendors:
Genpact
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 EXL
partnerships with third-party RPA software vendors. Infosys
b. Service providers in this category are quite mature in their automation and service HP
delivery capabilities. They are experienced in driving process and operational
improvements across business processes. They continuously focus on and invest in Cognizant
developing proprietary solutions. 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
exploring robotics on RPA as a growth driver established in the market
automation as a process
In-house developed Focus on value driven
IT / BPO SERVICE PROVIDERS

optimisation strategy
scalable process outcome based
Typically engaging in small automation tools implementations
internal / external pilot incorporating artificial
Primary focus on basic to
automation projects to intelligence and automation
mid level process
gauge efficiencies before
efficiencies focused on Highly flexible and agile:
going fullscale
reducing / eliminating rapid deployment and
Slow adoption levels owing labour costs execution capabilities
to wait and watch policy internally and at client
Reusable tools based on
on RPA success rates locations
learning from past deals
Yet to embed RPA in their Implementation strategy
Implementation strategy
existing / future IT /BPO large transformation
small to average process
contracts projects as well as internal
automation projects
process and quality
initiatives
INDEPENDENT RPA SOFTWARE PROVIDERS AND CONSULTING FIRM
Third-party software vendors who develop, sell Typically partners with service providers, value
and implement RPA software platforms / tools, added reseller partners, OEMs as wells as
e.g. Blue Prism, Automation Anywhere, UIPath, directly implements RPA solutions at clients
Automic and IPSoft back office functions
Source: Mindfields
Automation has existed in different forms for quite More recently we have seen increased activity among
some time, especially in the IT industry. Major IT players BPO service providers and third-party automation
are continuously investing in R&D initiatives to create software vendors, each vying to gain market share and
advanced AI-based automation systems for large-scale create incremental business value for their clients. This
engagements with clients across industry verticals and is a relatively new area and players in the ecosystem are
business processes. beginning to recognise its value. As the market matures,
we expect to see some mergers and acquisitions amongst
However, they have primarily focused on IT support,
the specialist software providers.
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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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 Private or publicly listed client organisations having mid to large scale
and Captives (onshore/offshore) 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 Private or publicly listed client organisations who have already
alreadyoutsourced partnered with third-party service providers
Pricing engagements typically range from FTE-based to transaction
based model
Organisations who have Private or publicly listed client organisations who are yet to outsource
notoutsourced 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 In-house front and back office function of service providers to manage
of service providers 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 Most third-party RPA tool providers have channel partners. These channel partners
Channelpartners 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 Most leading service providers have an in-house consulting arm to provide advisory
providers 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 Impact of RPA on onshore market short to medium term
will become available to be deployed on non- routine
roles. Service providers will, in most cases, want to retain Short to medium term
their staff as best as possible and explore various options
of doing so. These include: Increased in-sourcing of functions and processing
1. Re-skilling existing FTEs on new roles and job High-volume, transaction roles to become redundant
responsibilities (people skilled in implementing, (low level, low skill)
managing and maintaining robots) through learning Need for operational and lower to middle management
and development programmes (in-house or through roles to manage, report on and configure the robotic
partnerships with specialised RPA consultancy firms). process
2. Partnering with reputed global or regional
engineering and technology institutions to embed
advanced IT skills in existing curricula which their Long term
staff may then be considered for.
Changing business models more functional
3. Staff reduction strategies will also be required areas are expected to come under the purview of
where staff members are not able to be trained for RPA as maturity, scale and platform functionality
other roles, to ensure the service providers maintain enhancements continue to grow
competitiveness. Considerable replacement of humans by robot
Service providers will also need to review their strategies applications on both routine and non-routine, manual
and cognitive tasks
for new hires. There will be a shift from hiring low-skilled
resources to more qualified professionals e professionals More robots would be employed onshore as earlier
will benefit from having experience in disruptive sensitive and untouchable processes can now be made
technology domains including automation, process more cost effective
improvement, governance and compliance, cloud, As the focus shifts to a small number of higher value-
mobility, analytics and social media. adding 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
100%
40% FTE redu
ctio
n
ste
ad
Original state: 100% FTE involvement
y
st
ate
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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07
SERVICE PROVIDERS LANDSCAPE

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07
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 RPA is acting as a game changing initiative in building the
opportunities. To substantiate this, around 43% of the next level of operational excellence capabilities internally,
service providers who participated in our study have which directly becomes a sales strategy for additional
witnessed FTE reductions of over 20% as a result of RPA. business with existing and/or prospective clients. In
some cases, the additional business may result in the
Figure 11 Average FTE (%) reduction as a result of
cannibalisation of existing revenue streams but service
RPAimplementation
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
Less than 5% win back previously lost clients.
7.1% 5%10%
14.3% Lets take the case of a BPO service provider. With
10%15% increasing competition against players adopting RPA,
a typical service provider will need to lower its costs by
More than 20%
~40-50% to be able to deliver a measurable return in
efficiencies to its clients and make a respectable margin .
35.7% NA
Now, under such circumstances, backed up with
Other (please specify)
increasing pressures of wage inflation and currency
42.9% 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-
Source: Mindfields RPA survey 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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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

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

ATTRITION 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

them to pitch and secure new deals previously not thought
BETTER DEAL COVERAGE
about, owing to pricing and profitability concerns
Deliver innovation-driven process transformation solutions
Source: Mindfields
For service providers, the new age model will primarily 7.2 Hiring impacts expected among
comprise of a virtual workforce (irrespective of location)
comprising of RPA tools supported by a small team of service providers
robot trainers along with a skeletal team responsible for Service providers have been undergoing significant margin
handling exceptions (flagged for human intervention) at any pressures over the past few years. Tier I IT/BPO companies
point of time. The highly scalability of RPA solutions enables have already started investing in disruptive technologies,
the virtual team to be able to respond rapidly to spikes especially in the areas of advanced automation, analytics
on service demand (without impacting on performance). and advanced machine learning / artificial intelligence
Further, the RPA solutions can be re-programmed on solutions. In turn, this is driving non-linear revenue growth
a real-time basis to deal with new demands driven by opportunities. As these new technologies take over certain
business needs. The trainers are responsible for embedding roles previously done by humans, it becomes imperative
rule-based algorithms to conduct repetitive tasks thereby for service providers to devise well-planned HR transition
providing the basic feed for robot FTEs to follow protocols strategies for affected job roles.
accordingly without any errors.
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 New business negotiations/sell strategy: For service
are expected to observe as a result of RPA led providers, RPA becomes an attractive selling proposition
implementationsinclude: as they are able to fundamentally shift from the
traditional labour arbitrage model to incorporate RPA
Revamping existing hiring strategies there will be
as the next marketing strategy in bringing in cost and
a shift from traditional commoditised hiring roles to
productivity improvements.
on-boarding higher skilled professionals with skills in
new technology domains, for example analytics, digital Leverage existing talent: Helps free up existing resources
technologies, mobility and social media. from mundane repetitive tasks to do more customer
facing, relationship building and other high value adding
An increased cost of hiring to meet growing
activities including process improvement.
requirements for more specialised skill-sets. This will in
turn mean higher compensation benefits as compared Governance and reporting: RPA platforms are highly
to current roles being displaced. secure and can maintain extensive audit trails for
compliance and governance teams to monitor and track
A decrease in client- led training requirements on low
each activity on a real-time basis, thereby adhering
skilled roles as project engagements continue to shift
to strict governance controls. Around 70% of the
towards an outcome driven approach. Clients will also
service providers interviewed as part of the study have
demand from service providers to provide skilled and
established well defined governance frameworks for
experienced FTEs on high value complex projects,
managing, implementing, monitoring and measuring
rather than train low-skilled entry level professionals at
RPA led initiatives.
lower FTE pricing levels.
Improved process analysis and improvement: The
The need for service providers to proactively develop
detailed audit and reporting capabilities also result in a
their employee skills and expertise base through
more detailed understanding of process issues and aid
established training academies or partnering with
rapid resolutions.
reputed institutions to cross train or up-skill affected job
roles (displaced by RPA systems), especially at lower
management level. 7.4 Service Provider Maturity
As per recent NASSCOM data, rate of net addition of Assessment
employees of top major outsourcing organisations in India Service providers are strategically aiming for non-linear
is slowing down over last 4 quarters. growth in the next five years. RPA is one of the initiatives
in this direction. Majority of the service providers are
7.3 Benefits from RPA using different definitions and nomenclature for their RPA
initiatives but based on their survey responses, it is now one
Serviceproviders of their top priorities.
Some of the key benefits that service providers are
As per our survey, 64% of the service providers have
expected to gain from RPA include:
partnered with third-party RPA software vendors. A few
Scalability: RPA solutions can be rapidly scaled up to integrated service providers (service providers with IT and
meet significant demand over and above the normal BPO offerings) are offering in-house RPA tools only. These
levels. For example, there might be a rise in customer tools are rapidly evolving to meet client requirements
orders as a result of festive season flash sales by a but they require higher degree of customisation. Other
retailer. In such situations, robotic FTEs can be rapidly integrated players in partnerships with third-party tool
scaled up and down on demand operating under any providers are also developing in-house automation tools
jurisdiction (onshore/offshore/near-shore). to reduce dependency and mitigate risks. Some pure play
BPO service providers have developed in-house automation
Significant cost reductions: Robot FTEs work full tool for the verticals in which they have strong offerings and
time without any breaks and at much lower costs as are using third-party automation tools for other verticals.
compared to offshore resources deployed in low cost Third-party RPA software vendors are also seen as lucrative
markets. Furthermore, the training turnaround time and acquisition targets. Ratings for service providers who are
making them ready for live environment is significantly currently depend (solely or partially) on third-party tool
less as compared to human FTEs vendors would change if their competitors acquire these
Self-build capabilities: There are no requirements for third-party RPA tools vendors. Service providers that have
any specialist IT expert. The service providers robotics only in-house tools have budgeted and earmarked large
automation competency unit typically provides the investments to enhance their functionalities to compete
necessary code building tools and requirements. with third-party automationtools.
In addition, all components are re-usable based on
businessrequirements, further easing the ability to
buildRPA capabilities

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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
Infosys HP
MARKET VISIBILITY
EXI
WNS
Dell
EXPERIMENTERS
Tech
Mahindra
iGate
low
low high
DELIVERY AND EXECUTION
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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7.5.1 RPA service provider Maturity Score Definitions

Assessmentdashboard Service providers falling under High rating come under
the Market Specialists category. These organizations
The RPA service provider Maturity Assessment dashboard
are highly mature service providers in the RPA service
provides a snapshot of the maturity, experience, expertise
provider landscape
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
Level of maturity of vendors/service providers in the RPA
are steadily evolving in the RPA ecosystem and actively
space has been assessed on the following parameters:
developing their RPA capabilities
Maturity Score >= 45 as High
Service providers falling under Low rating come under
Score between 35 and 44 as Medium the Experimenters category. These players are at
an exploratory phase, and participating in small scale
Score below 35 as Low
internal/or external RPA led PoC engagements
Key Evaluation Parameters
decision makers regarding RPA
monitoring and measuring RPA
Level of alignment among CXO
unit leaders and IT department

Flexibility in pricing models on
initiatives in the last 12months
level executives with business

Established a dedicated team
of subject matter experts for
engagements with existing/

Internally implemented RPA
Establishment of dedicated
Vertical/Processes covered
implementation experience
(Evident from Case studies

governance framework for
Level of awareness among
Established a well defined
managing, implementing,
senior management/ key
RPA led initiatives driven
Overall Service Provider

Expertise in automation
Current level of RPA led

tools with live client site
RPA led engagements

prospective clients
Maturity Score
RPA initiatives
Maturity Level
led initiatives
bybusiness
provided)
RPA CoE
on RPA
IT/BPO service providers
Cognizant 5 3 4 5 4 3 4 5 5 4 4 46
Dell 4 3 4 3 3 3 4 3 3 3 4 37
EXL 4 4 3 4 4 3 5 4 4 4 4 43
Genpact 5 4 5 4 4 3 4 4 4 4 4 45
HP 5 4 4 5 4 3 4 5 4 4 4 46
IGATE 3 2 3 3 3 3 3 3 3 2 4 32
IBM 5 4 4 4 4 4 4 4 5 4 4 46
Infosys 5 4 4 5 4 4 4 4 3 4 4 45
Sutherland Global Services 5 3 4 5 3 3 4 4 4 3 4 42
Tech Mahindra 4 2 3 3 3 4 3 3 3 2 4 34
Wipro 4 3 4 5 4 4 4 4 5 4 4 45
WNS 3 4 3 3 3 4 4 4 3 3 3 37
SCORE DEFINITION: 1 Low levels of maturity, experience and expertise 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 Automation tool/solution

implementationexpertise (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 Blue Prism SWIFT

Services 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 Data Extraction, Enrichment and Entry

IPSoft Platform
Blue Prism Performance Analytics and Reporting
Environment Platform
Auto Query Resolution Platform

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Service Provider Third-party RPA software Automation tool/solution

implementationexpertise (In-house developed)
Wipro BPS Automation Anywhere Details not available

AutoHotKey
Blue Prism
Genpact Automation Anywhere Rapid Automation (RA)

Exilant RA BillPay
Automic RA Healthcare Claim
Ayehu RA Trend Analysis
IGATE 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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NOTES

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08
STRATEGIES FOR BUY SIDE CLIENT ORGANISATIONS

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08
Buyers drivers, benefits, hiring impacts, RPA-
readiness, 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 beyond traditional labour arbitrage and embrace disruptive
technologies quickly. Partnering with a RPA focused service
RPA also provide the opportunity to re-shore or in-source provider, client organisations can leverage economies of
RPA managed processes. This enables the buyer to regain scale, process expertise and delivery excellence as well as
control of processes without additional costs. Costs may faster deployments more cost effectively. Service providers
even be lower as compared with off-shored processes with live client site RPA implementation experience can
without RPA). incorporate lessons learnt in previous implementation
experience with their clients.
Buyers are attracted by the strong returns on investments
and short payback potential offered through RPA With increasing pressures on sustaining profitability,
deployments. RPA implementations provide for greater managing rising costs of offshoring and regulatory issues,
predictability of costs, improving overall cost management. enterprise buyers are finding RPA driven outsourcing deals
Buyers also recognise the opportunity to free up staff to be appealing. Such deals do not just lower operational costs
deployed on more strategic higher value roles. These are significantly. They also remove the ongoing challenges of
typically replaced by a smaller number of higher skilled staff deploying staff including attrition, training costs, annual
involved in managing the software robots. leave management, and sick leave. Further, RPA-driven BPO
deals also enable buyers to engage with service providers
We also believe that, as RPA steadily goes main stream,
on high end work thereby providing a win-win situation for
many client organisations will become more comfortable
both service providers and buyers.
in shifting to new service providers having RPA capabilities
embedded with their service portfolio, from traditional RPA initiatives are receiving a high level of support from
incumbent service providers who are yet to deliver value themost senior levels of client organisations.

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Figure 14 Who is leading and driving RPA initiatives at client organisations
In most cases RPA adoption is being

Head of delivery and operations 71.4%
led by a combination of the CEO, COO
and CIO, with strong support from the
COO 57.1% delivery units. As service providers start
moving up the RPA learning curve, and
slowly shift to more complex high value
CIO / CTO 50% engagements, client organisations are
expected to increasingly shift from pure
play FTE based engagements to outcome
CEO 42.9%
based pricing contracts. Figure 15 below
provides an overall scenario of evolving
Head of strategy 35.7% pricing strategies for IT/BPO outsourcing
engagements from the last 15 years.
Head of innovation 21.4%
CFO 14.3%
CMO 14.3%
Source: Mindfields RPA survey
Figure 15 Evolving pricing strategies
Pre-2008 2009 until 2014 20152017 2017 onwards Innovation, process/delivery

Average FTE Price (offshore)
excellence and talent re-

skilling are some of the key
areas where service providers
will need to focus more in the
short to medium term.
SERVICE PROVIDER PRICING
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
RPA software license
is also evident by service

providers strategy to move to
non-linear business growth.
Linear outcome Non-linear outcome

FTE based pricing based pricing based pricing Value add services
+ hybrid (FTE plus platform) RPA License cost + hybrid
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 Focus on high-end value proposition initiatives to drive
efficiencies (up to 60% reduction in contact centre and strategic performance improvements
support staff)
Move beyond labour arbitrage aligned outsourcing deals
Free up IT budgets andresources on more to complex high value engagements
strategic projects
Effective re-alignment of talent pool on complex
High end customer experience resulting in increased innovation driven engagements
sales, profits and end user experience
Lean and optimised operations
Optimised pricing impact onoutsourcing contracts for
buyers typically on repetitive low value task
Increases scope of re skilling of existing talent by
providing them innovative tools for career progression
based processes
Faster RoI on integration of RPA solutions in their 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 third-
party 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 Client organisations operating on a pure captive/
centres of large organisations. The need for offshore FTE shared services model, with support centres primarily in
deployments will cease to exist where a suitable RPA developed markets, may not be able to up-skill affected
solution is identified. RPA platforms are virtual, can be FTEs due to RPA deployments. This is because hiring
deployed anywhere, and still provide higher cost savings as strategies in developed markets are quite different
compared to human FTEs in offshore locations. as compared to offshore developing markets such
The business case for captives to adopt RPA is strong as India. For example, in Australia, the UK or the US,
and hard to resist. Client organisations operating their client organisations hire people having basic school-
captive/shared service centres onshore will have a level education on low-skilled data entry, capture
significant opportunity to gain substantially higher levels of and manipulation roles. On the other hand, offshore
operational efficiencies and performance quality through destinations such as India employ entry-level graduates
RPA even in onshore locations. and even post-graduates for low-skilled rule-based tasks
and activities.
Client organisations that leverage RPA can have an early
advantage over competitors who are yet to decide whether In developed markets, this may not be an easy option
to maintain their captive operations, or partner with RPA for hiring managers to re-skill existing FTEs on other
software vendors to adopt RPA with the possibility of functional areas within the organisation. The minimum
further cost reductions. criteria (in terms of educational qualifications, work
experience and skills sets) will not be aligned with the
Some key areas where captive centres of large experience and expertise of low-skilled workers. As a result,
organisations are expected to gain from RPA include: we expect to see significant job losses in the medium to
long term, especially at lower management level. This will
Improvements to key business fundamentals, bringing
also be the case for shared service centres operating in
in high levels of cost savings, quality and compliance
offshore markets (e.g. India), but the impact will be less as
improvements, and operational efficiencies without the
compared to developedmarkets.
need to set up offshore centres
From a short to mid-term perspective, client organisations
Move higher up the value chain, enabling a refocus of
will need to re-align their hiring strategies in order to
more internal staff to higher value adding roles
move beyond low-skilled job roles, which are expected
Improved staff management and reduced operational to be completely taken over by RPA platforms and other
costs. As robots take over human FTEs, there will be advanced business process automation tools in the next
fewer people management issues including on-going two to three years.
sunk costs on training (owing to attrition) and other
operational/administration costs will come down
significantly.
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 8.4.1 What buyers need to focus on in the
Selecting the right RPA technology and choosing the right nearterm
service provider for a given client, with the right contractual Selecting the right RPA technology and choosing the right
arrangements are amongst the most important aspects service provider for a given client, with the right contractual
of adopting RPA. These decisions can have a significant arrangements are amongst the most important aspects of
long-term impact on the value derived from adopting RPA adopting RPA. A poor decision at this stage can have lasting
tools. Developing a Target Operating Model is a strategic impacts and take years to unwind, often involving significant
approach to ensuring wider needs are also fully considered, cost. This is a step where some level of internal and external
including issue management, reporting and governance. assessment is highly valuable.
RPA implementation requires rigorous planning from the
start and needs strong support from the most senior levels Any decisions to adopt RPA should be made in the context
of the organisation. of a broader and well-defined automation strategy. For any
enterprise-wide transformation initiative, organisations need
Once a decision has been made in principle to adopt RPA to be aware that an ill-designed and unplanned automation
tools, are a number of factors need to be considered: initiative can have significant consequences which result in
1. What is the long term model that the client should substantially greater costs to the business, including:
worktowards? failed realisations
2. What type of partnership arrangement should the increased in system/data capture failures
clientadopt?
poor accuracy levels
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 Client organisations need to first develop a compelling
detail, providing client organisations with the basis business case for adopting RPA. Driven from the top (CXO
to confidentlytake the initial steps in adopting RPA level), some the key areas that business leaders need to
withintheirorganisations. 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. Could we get the job done in-house from existing Before embarking on an RPA-based program of
shared services centres (onsite or offshore) by automation, client organisations should:
implementing RPA, rather than outsourcing to third-
party service providers? And if so, what level of ASSESS options of RPA tools with incumbent, Third-
risk is likely to be involved? If the risk is considered party RPA tools providers and non incumbent service
significant, it is important to have suitable mitigation providers
strategies inplace CONDUCT a Process Feasibility to evaluate and assess
2. How much value do we stand to gain from where the RPA implementation will be most effective
implementing RPA and over what timeframe? Assess EVALUATE the different ownership models of RPA tool
current operational costs per FTE via outsourcing/off- and contractual structures
shoring model versus projected costs using RPA tools
(onshore or offshore). ASSESS commercial viability to ensure a valid
businesscase
3. Do we have the bandwidth internally to launch an in-
house RPA led transformation exercise for our shared
8.5.1 STAGE 1 Establish an over-arching plan
service centres in partnership with third-party RPA
software vendors or their channel partners (if any)? for RPA implementation
4. If not, does it make sense to partner with a consulting Planning for the adoption of RPA will require a number of
partner and / or an IT/BPO service providers who factors to be considered including:
have expertise and live client site implementation 1. Key goals and objectives expected to be achieved
experience of RPA (using third-party or in-house through RPA
developed RPA tool)
2. Business case for RPA ensuring the commercials
Selecting/engaging a partner and tracking success stackup
1. How mature is/are the BPO service providers with 3. Stakeholder impact assessment ensure impacted
whom we are currently engaging or engaged with (in stakeholders are suitably engaged and support is in
regards to automation)? place, especially in areas where staff are likely to be
significantly impacted.
2. Do we see our existing contracts with service
providers evolving to include automation, or are they 4. Define target areas of RPA implementation opportunity
primarily focused on labour arbitrage on an FTE- by verticals, horizontals and regions
based offshore delivery model?
5. Order of automation/interdependencies that may exist
3. Operationally, how are we performing with respect to between different sub-processes along with different
competitors (costs, people, technology, and process systems interfaces.
standardisation?)
6. Location of implementation onshore/nearshore/
4. What cost and productivity improvements have offshore
resulted from our process automation programs over
7. Establishing resource teams and roles/responsibilities
the last two years (both internally as well as externally
for smooth transition to virtual/robot environment
through service providers, if applicable)?
8. Risk assessment (e.g. impact on current state
This exercise provides a good start point for client
operations during transition phase from human FTEs
organisations that may be looking for some direction on
to robots)
what approach would suit them best. If done properly, the
exercise will force some internal reviews. While it may be 9. Short to mid-term impact on business operations
time-consuming, such reviews are necessary parts of what (e.g. resource alignments, process and workflow
is an important set of decisions and investments. Ideally, streamlining)
this would require support from specialist outsourcing
10. RPA implementation schedule and payback period
advisory specialists with deeper understanding of the
Clearly defining start and end dates with well
RPA ecosystem and an ability to provide an objective
documented expectations from implementation service
assessment of the current situation.
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 5. Establishing dedicated in-house function (e.g. a
Robotic Automation Command Centre (RACC)) to
readiness to implement manage potential bottlenecks or issues during RPA
A current state assessment exercise should focus on implementation as well as post Go Live (e.g. testing
assessing the readiness of the organisation and specific applications, fix bugs, optimise robot execution
processes for the implementation of and transition to RPA processes and network connectivity)
tools. Key considerations for this should include:
Reviewing some of the most critical questions will help
1. Identifying the specific processes to be automated and clients visualise an organisation-wide Internal RPA
assessment of their current state. The implementation Readiness Assessment dashboard that will help CXO
plan will need to allow for the current processes to be level leaders devise an approach strategy to reflect their
suitably adjusted with simplification, additional business growth ambitions, internal capabilities and visioning for
rules, streamlining or workarounds before RPA can be automation and cost improvement initiatives from a long
implemented. How well are the processes defined? term perspective.
How stable are they? How complex are they? What
Formalising the internal assessment program may require
level of judgement is applied by the process operators
client organisations to take support from specialised RPA
in different parts of the process and to what extent
consultancy firms as well as business process consultants
can this be codified into well-defined and rigorous
(in-house/external) to identify best possible mix of
businessrules?
implementation strategies.
2. Re-engineering current processes to eliminate waste,
For enterprise buyers including those client organisations
or unnecessary steps/processes thereby streamlining
who are considering RPA implementation in partnership
workflows, preparing the ground for a seamless
with automation software vendors, it is important that
RPAintegration. On some occasions, re-engineering of
the process might be postponed as might it be done
during RPA implementation.
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 Assess

committing considerable investment. The support of
an experienced and objective consultant can often pay Review and assess current state of operations
for itself through the service provider selection process, (financial/non-financial)
establishing strong contracts, minimising risk and reducing Identify processes having a high degree of automation
potentially significant costs. opportunity
RPA implementation case stronger if:
8.6 Implementation Roadmap
Processes are highly rule driven/repetitive with
A typical high level implementation roadmap for an
highly regulated structures in place
enterprise buyer embarking on an RPA driven deployment
strategy are as follows: Transaction volumes are high
Need access to multiple systems/applications
Plan and prepare (it should pay for itself within
12to 15 months) Limited need for human intervention / judgement
Define automation goals and objectives Assess current levels of process complexity
Establish business case for RPA Secure management/ Prioritise RPA candidates based on the simplicity and
CXO level buy-in (driven from the top to business/ ease of the process flow (e.g. highly standardised, well
process owner levels across functional departments) defined business rules/operating procedures)
Quantify projected benefits from robotic automation Assess effectiveness of the preferred RPA deployment
(e.g. setting cost savings targets not less than 50% as location onshore / nearshore / offshore
compared to current manual/human FTE based costs
Expected impact on business operations short to
over the next 12 to 18 months post deployment)
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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Figure 16 RPA Implementation Roadmap

PHASES
SELECT
PLAN ASSESS IMPLEMENTATION GO-LIVE
MODEL
KEY ACTIVITIES
Establish business Current levels of Establish partnership Initiate

case automation strategy Proof-of-Concept
(PoC) / pilot project
Define automation Level of process Vendor capability instead of Big Bang
goals and objectives complexity evaluation (IT / BPO
Approach
service provider or
Resource RPA implementation RPA software vendor) Closely track &
requirements prioritisation (by
monitor operational
sector / function / Agree on efficiencies, FTE and
Set implementation process) implementation
schedule / timeline manual effort
schedule as defined
RPA deployment reductions
Identify RPA earlier with selected
locations (onsite /
opportunities within vendor Payback time in
nearshore / offshore)
processes steady state
Establish dedicated
Cost benefit analysis RPA program office Continuous review of
Review pros/cons of
various RPA Impact on business to monitor progress PoC success rates
partnership models
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
RPA Implementation experience (in-house RPA tools
accounts receivable)
or third-party RPA expertise)
Time duration dependent on the complexity and scale
Vertical specialisation
of the process chosen for RPA implementation
Domain specific excellence
PoC can be initiated with a small process of around
Past success rates on RPA engagements in similar 5-10 FTEs
functions/processes
Closely track and monitor operational efficiencies, FTE
Service provider vision Value driven philosophy or and manual effort reductions during the PoC phase
traditional labour arbitrage focused
Keep senior management and wider stakeholder groups
Established RPA CoEs (across domains, functions) to appraised on implementation performances, success
manage small to large scale RPA implementations rates, key learning observed, challenge areas, mitigation
steps adopted, and time and cost budgets met
Select service provider (satisfying more than 90% of
vendor assessment and evaluation parameters) Based on PoC success/failure rates, client teams may
choose to expand scale of RPA deployment across other
Ensure technology selected has strong future growth processes within the organisation
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
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 As per our survey and with reference to Figure 17, 92%
client organisations to plan out and closely review of service providers have ownership the tool. This might
critical phases of the RPA implementation roadmap change as RPA ecosystem evolves and matures.
more efficiently. In addition to closely engaging key
Pricing and ownership strategies are still in the initial phase
stakeholders as part of the decision making process,
of evolution. Both are interdependent and there might not
enterprise buyers need to be careful, especially during
be one answer as an optimal strategy both from client and
the Select Implementation Model phase of the RPA
service provider perspective.
engagement model. Client organisations primarily have
three options to choose from: We recommend that client organisations should have
different Partnership strategies for different type of
Type I: Partner with third-party RPA software vendors
processes after in depth due diligence. Please refer to
(e.g. Blue Prism, IPSoft or Automation Anywhere)
Section 9 for detailed analysis of Ownership and Pricing
Type II: Partner with IT/BPO service providers having Strategies for RPA tool
in-house developed, proprietary RPA tools
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) 7.1%
Others 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 pre-
requisites 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 on-
premise 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 Focus on clearly establishing well defined roles and responsibilities in the
responsibilities in a virtual followingareas:
workforce environment 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 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 Buy side client organisation should own the
providers RPA tools and capabilities to tool after evaluating the different pricing
the tools available in the market. options for the automated component of
the process.
Step 2: Assess Business case of moving to
other service provider if incumbent If the Incumbent service provider is
service provider RPA solution fails to selected- the pricing of human interface
meet requirements. should be negotiated depending on
onshore/offshore location.
Step 3: Assess if they can acquire and develop
in-house capabilities for reverse Gain sharing: it should be define objectively
transition in medium to long term depending on the quality of data available
depending on the other non financial to ascertain the gains of a RPA initiative. Itis
drivers (for automated component of generally subjective to estimate the exact
process) and contractual obligations. efficiency gain in short to medium term.
Not yet outsourced Step 1: Evaluate service providers along with Buy side client organisation should own the
RPA tools (in-house and third-party tool after evaluating the different pricing
tools) depending on the process which options for the automated component of
has been considered. the process.
Step 2: Develop in-house capabilities with If any service provider is selected the
training from RPA tool provider and its pricing of human interface should be
channel partners. 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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10
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 In the near to mid-term, we expect a new breed of
specific and horizontal processes, we expect to see FTE software vendors to develop advanced data mining and
reductions of more than 25% and a shift towards non-linear analytics capabilities. These will further expand the scope
outcome based pricing. As RPA is acting as an enabler for of automation across more complex processes and enable
technology- led process automation initiatives, businesses automation of processes which involve varying degrees of
will need to be highly proactive in using their outsourcing unstructured content/data.
partners for outcome-based complex project engagements
Examples of the type of unstructured data that may be
that derive significant business value. IT/BPO service
mined or analysed to determine an action include freeform
providers will need to deliver cost effective, differentiated
emails or feed from social media.
solutions at a much faster pace without compromising on
quality. Client organisations will continue to demand more By leveraging an increase in autonomics, organisations will
innovation while tying payouts linked with outcomes. need to do the following to guarantee a successful RPA
implementation:
RPA has emerged as a fresh new opportunity for service
providers to derive further value from their business re-engineer their existing processes,
model, delivering a more streamlined and effective way to
radically shift the way processes have been managed across streamline evolving business requirements, and
industries. 92% of service providers surveyed confirmed have strong change management controls and
their commitment to invest in RPA technologies to expand governance framework
non-linear revenue growth opportunities. This is strong
recognition of the significant value expected from this The net impact of increasing autonomics will continue to
newarea. erode any labour arbitrage benefits from process off-
shoring, and this will lead to increasing consideration
We believe RPA will revamp how traditional service towards in-sourcing as a strategy, as discussed next.
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:
10.2 In-sourcing as a strategy
Client organisations are expected to increasingly shift RPA
10.1 The rise of autonomics enabled processes onshore, although this may not happen
immediately. A wide range of challenges that typically
With the continued rise in labour costs in major off-shoring arise in off-shoring deals including risk, governance and
destinations, robotic automation will offer immediate value regulatory issues as well as data security and privacy
as it replaces human operators with robotic FTEs. As next concerns. By adopting RPA, clients will be able to take
generation robotic automation software vendors continue back control over these issues.
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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Over the next few years, service providers that are slow in help the business drive substantial efficiencies and cost
embedding RPA and passing on the cost and operational improvements. Achieving this, however, requires the CIO to
benefits to clients will face significant risk of losing new proactively champion and drive such opportunities across
business where clients will prefer to in-source back the business. Conversely, where senior business managers
certain processes, thereby removing the service provider and CXOs recognise the potential of RPA and are proactive
from the ecosystem completely. in demanding this from IT, the role of IT may be limited
to that of a provider with responsibility only to select
However, this will not be the end of the road for service
tools that may best sit alongside the existing technology
providers. In fact, enterprise buyers will continue to
environment. Automation can also be included in the
partner and engage with visionary service providers and
Digital initiative from CIO perspective.
work on high value engagements focused on enhancing
business value at a strategic level, rather than focus on Since the global financial crisis, CFOs have been tasked
low-skilled and human effort based repetitive work process with religiously monitoring any IT spend and aligning the
outsourcing engagements. variability or non-linear Expenses to Revenue ratios. The
CFO is focused on getting an optimal outcome and value of
10.3 Merging CIO-CFO goals every incremental dollar spend on any initiatives including
IT. One of the major pain area of CFO is to control/manage
andvisioning the non linear variability between revenue and expenses.
The CIOs budget has been falling in the last five years The following key attributes of RPA would assist in aligning
due to advances in technology and fewer capital- CIO and CFO goals/visions:
extensive solutions. There are no longer five-year ERP
implementation projects or major infrastructure initiatives. 1. Low capital expenditure
With stringent IT budgets, CIOs and CTOs generally now 2. Outcome based non linear pricing
have strictly defined performance metrics, adopting a
keeping the lights on approach. New roles like Chief Data 3. Combination of IT and business process
Officer, Chief Digital Officer, Chief Security Officer have 4. Auditing functionality of automated component
been delegated with responsibilities which were earlier oftheprocess
part of CIO role. These roles still report into CIO but it has
released CIOs bandwidth to focus on organisation wide 5. Non intrusion to existing IT applications and systems
strategic initiatives.
6. Time to execute and implement is short with near
As automation led IT implementation initiatives become the 100%accuracy.
most preferred technologies for operational improvements,
7. Optimal utilisation of critical human assets
it becomes imperative for the CIO office to leverage these
technologies, thereby making the CIOs office an agent 8. No long term contractual obligation
of change, enhancing their roles and influence within the
9. Security and ownership of data remains
C-Suite with a clear focus on business outcomes.
withinorganisation
The role of the CIO has the potential to be significantly
10. Processes no longer bound by shifts with
enhanced at the corporate top table, including with
overtimerates and labour laws
the CEO and CFO. As the proponent of automation
technologies, potentially very disruptive, the CIO can

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10.4 Increasing complexity in 10.6 Growth in strategic partnerships

governance structures As the market continues to evolve, there is significant
opportunity for clients to re-shore processes by
Any traditional IT/BPO engagement model using many
partnering with RPA software vendors directly. These
human FTEs engaged in repetitive, rule-based, high
include IPSoft, Automation Anywhere and Blue Prism.
volume tasks, runs the risk of human error. This can lead
Service providers will not only speed up their go to
to non-compliance of standard operating procedures,
market strategies for leveraging advanced technologies
and breach of data privacy and security protocols. This
but also gain exposure in key high-value outsourcing
non-compliance costs an organization money and can
engagements going forward. As most service providers
damage its brand, profitability and future success.
reassess their existing processes and frameworks against
Client organisations will be able to address their todays advanced models for automation, we expect to
compliance and security risk concerns through RPA as see more of these strategicpartnerships.
it provides them an opportunity to proactively identify
Figure 19 shows 64% of service providers surveyed
and manage possible compliance or data privacy and
partnering with third-party RPA software vendors and
security breaches. As RPA allows data and processes to
acting as a reseller of RPA or sharing of licensing fees.
be retained onsite, it becomes much easier for real-time
This creates an opportunity for service providers to gain
audit trails to take place on an on-demand basis. Using
considerable expertise and implementation experience in
RPA, clients will be able to manage processes more
third-party RPA tools.
quickly and efficiently with higher levels of success rates
and minimal involvement of human resources. To substantiate this, around 36% of the service
providers who participated in our study have live client
10.5 Outcome / business value driven site implementation experience using RPA tools of
Automation Anywhere, 50% with Blue Prism and around
Traditional BPO engagements involved buyers 21% using IPSoft RPA tools.
embedding process based outcomes in their service
levelagreements with service providers. On the other hand, client organisations will have an
opportunity to partner with specialised third-party
As RPA becomes part of the service delivery model, automation software vendors directly, thereby eliminating
client organisations will increasingly focus on re- service providers from the role. They will no longer
evaluating and assessing how work is getting done and need to go through long vendor selection processes for
how it is being priced. For example, instead of pricing outsourcing repetitive, rule-based processes in specific
deliverables on the volume of transactions processed, functions, e.g. finance and accounting or supply chain.
pricing will be defined based on how much strategic They will instead be able to deploy RPA onshore without
impact the service providers actions took to enhance compromising on quality, costs and change in existing
profitability of the clients business division. Complexity ITinfrastructure.
of the projects will vary, but will be more successful
where mature clients and service providers have a good Large captive centres of client organisations will
understanding of and trust in each otherscapabilities. benefit from bringing in significant operational and
cost efficiencies through RPA without outsourcing
For organisations that are new to the concept of back office functions to third-party service providers.
outcome-based pricing, it makes more sense to adopt Most automation software vendors will identify scalable
a hybrid pricing approach during the initial phase. processes that can be automated, and provide the
Forexample: necessary training and transitioning support.
1. price some work activities on an FTE basis (complex, Currently RPA tool providers are more focussed on
unstructured and judgment-driven tasks) License based revenues but they might expand into
2. adopt as a pay-as-you-use model for the remaining service based offerings in medium to long term.
automation-enabled tasks/activities leveraging RPA
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 transaction-
based pricingarrangements.

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Figure 18 Types of Pricing Models Adopted by Service Providers
NOTES
T&M based
Outcome based
14.3%
Intellectual Property (IP) based
7.1% Inbuilt in conventional engagements

42.9%
Gain sharing
Transactional pricing
21.4%
Other (please specify)
14.3%
Figure 19 Percentage of Service providers having

Partnership with Third-party tools provider
Yes
No
14.3%
NA
7.1% Other (please specify)
14.3% 64.3%

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11
OUR RESEARCH METHODOLOGY

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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 11.1 Assessment Methodology
by any service provider.
Our methodology had four stages: 11.1.1 Scope and Approach

The scope of the research study covers 12 leading IT/BPO
Stage 1: Understanding the drivers for RPAs evolution from
service providers: HP, Dell, Cognizant Technology Solutions,
buy-side and service providers.
IBM, IGATE, Infosys, Sutherland Global Services, EXL
Stage 2: Collecting data through questionnaires completed Services, WNS, Tech Mahindra, Genpact and Wipro.
by leading IT/BPO service providers regarding their
Our research and data-gathering runs until July 2015.
strategies for RPA. The questionnaire is focused on:
Ratings are evolving and we would aim to release another
Extent of RPA implemented internally in their assessment in January 2016.
ownorganisation
Our assessment and ratings of the maturity level of service
Go-to-market strategies 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 7. RPA Implementation Expertise: Live client site
and scale of dedicated CoE focused primarily on RPA implementation experience leveraging either
RPAtechnologies in-house developed RPA tools or third-party RPA
software solutions
2. Dedicated Subject Matter Experts (SMEs):
Establishment of dedicated team of RPA SMEs 8. Engagement maturity: People, process and
responsible for identifying ,driving and executing RPA technology maturity levels in managing successful
engagements RPA led implementation engagements (not limited
to Proof-of-Concept stage)
3. Flexibility in Pricing Models: Practicality and adoption/
implementation levels of innovative pricing strategies 9. Go to Market Approach: Level of commitment
based on hybrid pricing models such as Gain Sharing, observed during the past one year on RPA-led
Build-Operate-Transfer to name a few. BPO deals, partnerships with automation software
vendors, and CXO level participation in industry
4. Governance Framework: Well defined, documented
seminars, client conversation drives and thought
and streamlined governance processes and structures
leadership initiatives
for managing, implementing, monitoring and
measuring RPA engagements 10. Internal Implementation Initiatives: RPA
implementation initiatives that have been driven
5. Business/IT alignment: Level of understanding and
internally across shared functions/processes at
collaboration between IT and domain experts to meet
Service Providers internal organisation
the expectations from the client organisations and
its impact on the service providers overall strategic 11. Verticals/Processes Covered: Scale and
goals and objectives variety (in terms of verticals covered) of RPA
implementations based on case studies shared
6. CXO Level Awareness: Level of awareness and
and actual engagements
support from senior management on RPA and its
transformational impact on operational efficiencies
NOTES

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12
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 Cognizant owns the delivery for all transactions ( Some transactions are FTE delivered and
Model (Please elaborate on some are RPA based delivery);
the governance structure for a
Cognizant manages the quality control on the final deliverables to the client
typical RPA led engagement)
Transition Management/ Automation Readiness Assessment ( identifying right toolset and right set of processes
process during an RPA with a project to be automated)
deployment from current POC and ROI development (to provide validation and benefits explanation to Client)
state (involving human FTEs)
Solution Development
may include robot training
processes, phase-wise Transition to RPA led delivery: Work queue (transactions) in small quantities are moved
transition processes from from FTE queue to RPA based delivery solution; Over a period of time as quality and
people to robots etc 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, Volume levels are centrally monitored to manage any fluctuations to determine number
client communication ofrobots per processes for the day
management etc. E.g. No change in SLA monitoring and reporting
Methodology for monitoring
accuracy levels, robot
configuration processes etc.

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Value addition/Innovation: Ability to scale up for volume fluctuations

Value derived by service Operational insights from automated processes as every step of the all transactions are
provider and innovative logged for problem/pattern studies
practices adopted for the RPA
SOP changes are rolled out with highest precision
led engagement
Process Compliance checks and error monitoring are performed at each transactions level
Compliance with regulatory Process Compliance Audits are smooth process as all transactions are logged for everystep
authorities
Cost benefits (to the extent 20% reduction in pricing per transaction
that can be disclosed and
discussed) E.g. type of pricing
with outsourcing organisation,
cost benefits realized etc.
Automation tool used HPA: This is similar to any of the RPA tools in the market that replaces human actions on rule
(developed in-house/third- based repetitive data operations ( Structured Data); Also developed industry specific bolt-ons
party tool) Please specify in to support vertical process needs
detail
Automatika: This is to address data operations involving unstructured data (text mining
needs) and is not address by RPA tools in the market
Key differentiators: E.g. what Ownership for automation solution development and its benefits; Ability to commit to
advantages did client observe financial benefits to clients upfront. Additionally, no investment from client to convert
while outsourcing RPA
embedded IT/BPO deal to your
organisation (Financial/Non-
Financial)
Please provide the Break even 5 months

or payback timelines for this
RPA engagement
Impact on revenue of your Positive/Incremental

organisations post RPA
engagement with this client
Impact on # of FTEs billed for Not Applicable

process post RPA engagement
with this client
Key lessons learnt RPA tool approval with CIO organization is a long pole in the implementation steps
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
Name of the Client/Brief Profile Client is a managed care organization that focuses on Special Needs Plans for Medicaid and
Medicare members in Wisconsin
Process Healthcare Process Automation (Claims Adjudication)
Engagement & Governance This initiative was led mutually by Cognizant and clients business leadership
Model (Please elaborate on
Transition Management/ Cognizant BPS Automation has a proprietary Intelligent Process Automation transition
process during an RPA management process that governs automation project lifecycles from human FTE to robots
deployment from current
processes, phase-wise
transition processes from
people to robots etc.
Control points, SLA monitoring, Some of the key control points in Cognizants IPA (Intelligent Process Automation)
client communication methodology/transition process (human FTE to robot)
management etc. E.g. Outcome benchmarking (success criterion and business case)
accuracy levels, robot IPA Applicability Assessment and detailed diagnostics
configuration processes etc. Proof-of-Concept and benchmarking validation
Robotics implementation
Measure and validate business impact realization
Value addition/Innovation: Claims Adjudication Improvement in productivity and quality

Value derived by service IPA processed almost 40,000 plus (average volume between Jan, 2015 to Mar, 2015)
provider and innovative andthereby achieved 53% automation in terms of claims processed
Increased Productivity with FTE saving of 22%
led engagement
HPA error rate 0%
100% compliance on TAT
Compliance with regulatory Cognizants IPA implementation and transition process covers information security, data
authorities privacy and regulatory compliance aspects with firm check-point associated artefacts
(check-list)
Cost benefits (to the extent Increased Productivity with FTE saving of 22%
that can be disclosed and Error rate 0%
Automation tool used Process Automation using proprietary Cognizant intelligent automation technology
(developed in-house/third-
party tool) Please specify in
detail

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Key differentiators: E.g. what Cognizants proposed automation solution and its unique value proposition
advantages did client observe Cognizants deep-domain knowledge and process expertise as key differentiator
Cognizant offering maturity and readily available technology that bring
faster time-to-value
Financial) FTE, TAT and Error rate reduction are some of the key benefits from our solution
Please provide the Break even For Claims Adjudication savings can be realized beginning immediately
RPA engagement
Impact on revenue of your Increased Productivity with FTE saving of 22%

organisation's post RPA HPA error rate 0%
Impact on # of FTEs billed for Positive/ Incremental, improved effectiveness in terms of Turn Around Time (TAT),
process post RPA engagement AverageHandling Time (AHT) and Quality
with this client
Key lessons learnt Robotic processing in repetitive and low complexity processes can yield
breakthroughresults
Significantly reduces errors, reduction in manual QA effort, 100% compliance and
dataaccuracy
Exhibit III
Name of the Client/Brief Profile 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)
Engagement & Governance This initiative was led mutually by Cognizant (business operations lead, and RPA lead) and
Model (Please elaborate on clients business leadership
process during an RPA management process that governs automation project lifecycles from human FTE to robots

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Control points, SLA monitoring, Some of the key control points in Cognizants RPA methodology/transition process
client communication (humanFTE to robot)
accuracy levels, robot RPA Applicability Assessment and detailed diagnostics
Value addition/Innovation: Intelligent image processing and data extraction

Value derived by service Automated rule based information processing software robots
provider and innovative
Dynamic screen aggregation based robotics capability and more
led engagement
Compliance with regulatory Cognizants IPA implementation and transition process covers information security,
authorities dataprivacy and regulatory compliance aspects with firm check-point associated artefacts
(check-list)
Cost benefits (to the extent 70% of current process steps are automated with our current IPA capabilities
that can be disclosed and Saved 55% of the effort required to process the current volume
50% reduction in AHT, 100% TAT compliance with increased data accuracy
Automation tool used Cognizant leveraged a both indigenous tool and third-party tool:
(developed in-house/third- Cognizant proprietary intelligent image processing tool
detail 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
Key differentiators: E.g. what Cognizants proposed automation solution and its unique value proposition
Cognizant IPA offering maturity and readily available IPA technology that bring faster time-
to-value
Financial) FTE, TAT and Error rate reduction are some of the key benefits from our IPA solution
Please provide the Break even For this F&A process, the solution savings can be realized within a period of 3 months
RPA engagement
Impact on revenue of your Saves 55% of the effort required to process the current volume.
organisations post RPA 50% reduction in AHT, 100% TAT compliance with increased data accuracy
Impact on # of FTEs billed for Positive / Incremental, improved effectiveness in terms of Turn Around Time (TAT), Average
process post RPA engagement Handling Time (AHT) and Quality
with this client
Key lessons learnt Robotic processing in repetitive and low complexity processes can yield
breakthroughresults
Significantly reduces errors, reduction in manual QA effort, 100% compliance and
dataaccuracy

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Exhibit IV
Name of the Client/Brief Profile 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
Process Electronic Medical Coding and Account Receivable
Engagement & Governance This initiative was led mutually by Cognizant (business operations lead, and IPA lead) and
Model (Please elaborate on clients business leadership
process during an RPA management process that governs automation project lifecycles from human FTE to robots.
deployment from current At present, the initiative is in development stage, the transition will be incrementally managed
state (involving human FTEs) starting with key business process areas
Control points, SLA monitoring, Some of the key control points in Cognizants IPA methodology/transition process
client communication (humanFTE to robot)
Value addition/Innovation: Identified robotic process automation solution automates 60% of Medical coding and 90%
Value derived by service of most Provider AR processes.
provider and innovative Saves 25% to 50% of the effort required which can offload peak volumes, reduce TAT and
practices adopted for the RPA improve quality
led engagement
Compliance with regulatory Cognizants IPA implementation and transition process covers information security,
authorities dataprivacy and regulatory compliance aspects with firm check-point associated artefacts
(check-list)
Cost benefits (to the extent RPA investments are incremental and the duration for realizing the benefits are
that can be disclosed and significantlyminimal
discussed) E.g. type of pricing 25% FTEs cost can be saved through our RPA solution for this engagement and benefits
with outsourcing organisation, can be realized within a period of 2 3 months
Automation tool used Cognizants robotics automation palette has multiple industry specific solutions comprising
(developed in-house/third- of both in-house and third-party capabilities
party tool) Please specify in The automation solutions/tools require customization specific to customers business
detail processes, applications and technology platform needs

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Key differentiators: E.g. what Cognizants automation solution and its unique value proposition
Cognizant RPA offering maturity and readily available IPA that bring faster time-tovalue
organisation (Financial/Non- FTE, TAT and Error rate reduction are some of the key benefits from our RPA solution
Financial)
Please provide the Break even Cognizants RPA offering maturity and readily available RPA solutions bring faster time-
or payback timelines for this tovalue
RPA engagement 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
Impact on revenue of your 25% FTEs effort can be saved through our RPA solution
organisations post RPA Helps in effectively managing seasonal volume/ spikes, ability to handle additional volume
engagement with this client or increase capacity without additional FTEs
Impact on # of FTEs billed for Positive/ Incremental, improved effectiveness in terms of Turn Around Time (TAT), Average
process post RPA engagement Handling Time (ATH) and Quality
with this client
Key lessons learnt Automation is applicable to processes of low complexity, repeatable and requiring
minimalhuman intelligence
Significantly reduces errors, reduction in manual QA effort, 100% sampling in
mostsituations

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12.2 Wipro
Exhibit I
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
the governance structure for a Tier 1:
typical RPA led engagement) 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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Transition Management/ Wipro developed a 3 stage framework or methodology covering the entire life cycle for
process during an RPA deploying robotics in production
state (involving human FTEs) Stage-1: Initial Assessment of processes
may include robot training Involves in-depth assessment of queues at process level, scoping and Prioritization for
processes, phase-wise implementation
transition processes from Technical feasibility study with a key focus on System Assessment, Input sources
people to robots etc. 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
Control points, SLA monitoring, Dynamic dashboards have been created using Robotics software to monitor transactions
client communication on real time basis and report SLAs (Live basis)
management etc. E.g. Discrepancies in terms of Accuracy, TAT and productivity are to be monitored against the
Methodology for monitoring 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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Value addition/Innovation: Wipro team handles more than 5 hundred thousand work items and exceptions
Value derived by service (With600exception types and 6 scenarios on an average per exception) generated
provider and innovative permonth in SAP.
practices adopted for the RPA Handling exception types of this scale and complexity requires, specialized skillset and
led engagement 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
Compliance with regulatory Robots mimic the Human interactions, which an Agent perform on the screen. They are
authorities 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
Cost benefits (to the extent Benefits are estimated in terms of Efficiency improvement and accuracy
that can be disclosed and 60% of the Exception process was automated for selected exception types
with outsourcing organisation, 33% reduction in Handling time per exception request
cost benefits realized etc. 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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Automation tool used Wipro entered in to a strategic partnership with a specialist RPA platform provider for RPA
(developed in-house/third- implementation across Wipro customers
party tool) Please specify in RPA Tool has:
detail
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
Key differentiators: E.g. what Wipro

advantages did client observe
Partnerships with specialized providers- Strategic partnership finalized with a specialist
RPA platform provider and Tied up with 2 leading providers
organisation (Financial/Non- Strong legacy on automation solutions-
Financial) a. 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)
Please provide the Break even NA

RPA engagement
Impact on revenue of your NA

Impact on # of FTEs billed for NA

with this client

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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
Client Profile (Masked name) 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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Engagement & Governance Wipro follows a 3 tier engagement and governance model
Engagement
Tier 2:
Engagement
Tier 3:
Engagement

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may include robot training Involves in-depth assessment of queues at process level, scoping and Prioritization
processes, phase-wise 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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Value addition/Innovation: Process involves several repetitive manual steps, multiple systems and image processing.
Value derived by service The analyst performs verifications at the initial stage and then order entry for Cancel
provider and innovative OrderQueues
practices adopted for the RPA Robotics reduced high level of dependency on agent to perform order entry task as well as
led engagement the AHT of the entire queue
Thus eliminating the Human dependency to scale up the process
Wipro followed an Agile methodology in implementing Robotics for the client
prototypes to ensure a quick realization of benefits during full scale deployment
Compliance with regulatory Robots mimic the Human interactions, which an Agent performs on the screen. They are
authorities 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
Cost benefits (to the extent Benefits are estimated in terms of Efficiency improvement and accuracy
that can be disclosed and 100% automation of the order fulfilment process for an STP transaction
with outsourcing organisation, 72% reduction in processing time per request
cost benefits realized etc. Zero manual error probability
No change in current system architecture thus ensuring the clients systems
remained un-changed

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detail

deployment)

RPA engagement


with this client

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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
Client Profile (Masked name) 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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Engagement
Tier 2:
Engagement
Tier 3:
Engagement

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may include robot training Involves in-depth assessment of queues at process level, scoping and Prioritization for
processes, phase-wise implementation
forproduction
plans are prepared)
Value addition/Innovation: Wipro followed an Agile methodology in implementing Robotics for the client
Value derived by service Reusable components with ability to extend to multiple modules were used to develop
provider and innovative prototypes to ensure a quick realization of benefits during full scale deployment
led engagement

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dynamicdashboards
Cost benefits (to the extent Overall benefits are as below:

that can be disclosed and Over $8 million savings projected in 3 years to be realised post project implementation
with outsourcing organisation, 2 POCs were developed within a short span of 3 weeks
cost benefits realized etc. 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

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deployment)

RPA engagement


with this client

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Exhibit IV
Client Profile (Masked name) 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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Engagement
Tier 2:
Engagement
Tier 3:
Engagement

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forproduction
plans are prepared)
Value addition/Innovation: Wipro benefit to the tune of INR 8 MN annualized due to enhanced productivity through
Value derived by service this RPA led engagement for the client
provider and innovative Wipro followed an Agile methodology in implementing Robotics for the client
led engagement
prototypes to ensure a quick realization of benefits during full scale deployment

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dynamicdashboards
Privileges of robot can be restricted as per client requirements
Cost benefits (to the extent Total cost savings of 60k USD by reducing repetitive steps in the process. Other key highlights
that can be disclosed and Automation of 75- 80 % of the process
with outsourcing organisation, Improved productivity from 70.16% to 100.25%
cost benefits realized etc. Elimination of manual error by automating the processes
Elimination of manual Quality Assurance team as the use of virtual auditor automated
theaudit program
detail
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

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Key differentiators: E.g. what By offering and implementing this solution, Wipro has offered a Next Gen solution which
advantages did client observe ensures reduced cost and enhanced accuracy with reduced rework. This is in line with the Key
while outsourcing RPA MBOs of the Client as a Healthcare Payer
organisation (Financial/Non- Wipro
Financial) Partnerships with specialized providers- Strategic partnership finalized with a specialist
Strong legacy on automation solutions-
a. HOLMES Artificial intelligence
deployment)
strategic partnership with the RPA vendors

RPA engagement

organisation's post RPA

with this client

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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
Client Profile (Masked name) 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.

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Engagement and Governance Wipro follows a 3 tier engagement and governance model-
Engagement
Tier 2:
Engagement
Tier 3:
Engagement

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forproduction
plans are prepared)
Value addition/Innovation: Wipro followed an Agile methodology in implementing Robotics for the client
Value derived by service Reusable components with ability to extend to multiple modules were used to develop
provider and innovative prototypes to ensure a quick realization of benefits during full scale deployment
led engagement
Understand operating model, dependency on upstream and downstream queues to
ensurea Right queue is selected for Robotics

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dynamicdashboards
Cost benefits (to the extent Overall benefits are as below:

that can be disclosed and 100% Accuracy in the transactions processed by Robot
with outsourcing organisation, 95% of the process is automated in case of Indexing and 100% in case of reporting post
cost benefits realized etc. 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

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

RPA engagement

organisation's post RPA

with this client

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12.3 Infosys
Exhibit I
Client Profile (Masked name) Leading global Hi-tech company
Industry/Vertical Manufacturing
Process Non-Voice (Order Management)
Engagement and Governance Infosys proactively proposed RPA implementation as a transformation initiative to
Model (Please elaborate on Innovation and Transformation Board comprising of key stakeholders from both Infosys
the governance structure for a and the client.
typical RPA led engagement) 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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Transition Management/ Analysis and documentation of the as-is process and design to-be process
process during an RPA Review of the proposed solution by operation SMEs
Phased approach adopted for automation:
may include robot training Unified view collating information for agents improving productivity
processes, phase-wise 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
Control points, SLA monitoring, Joint review of requirements by Implementation and Operations Teams
client communication Weekly status calls to monitor the progress and address challenges collaboratively with the
management etc. E.g. client
Provide Up-to-Date product manuals and Dos and Donts instructions for every agent
configuration processes etc. 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
Value addition/Innovation: Considerable effort was put in to understand the unique challenges posed by the underlying
Value derived by service client applications/process and find out ways to address them. Taking these into account
provider and innovative while delivering the solution resulted in added value delivered to the client in the form of:
practices adopted for the RPA Clear and repeatable benefits from Right First Time gains in process metrics were an 87%
led engagement 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
Compliance with regulatory Full compliance ensured with the clients information security teams and all other appropriate
authorities regulatory authorities.
Cost benefits (to the extent The highly effective RPA solutions delivered by Infosys BPO, resulted in significant cost
that can be disclosed and benefits to the client. An improved quality of service delivery of as high a 99.69% was
discussed) E.g. type of pricing characterised by:
with outsourcing organisation, 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.
Automation tool used AssistEdge A patented (US 20100077042) product by Infosys BPO, which is a key
(developed in-house/third- component of the Robotic Process Automation stack. More information available in http://
party tool) Please specify in www.infosys.com/assistedge/
detail

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Key differentiators: E.g. what The processes, over a period of iterations have been moved to a phantom or robo model
advantages did client observe which has completely eliminated the FTE effort
while outsourcing RPA The clients post seeing the above have taken AE to be rolled out across vendors.
Financial)
Please provide the Break even 3-6 months

RPA engagement
Impact on revenue of your Positive/Incremental, got additional business

Impact on # of FTEs billed for 20% reduction of FTE in the process

with this client
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
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
Client Profile (Masked name) Global leading manufacturing company
Industry/Vertical Diversified
Process Non-voice (Data collation, analysis and intelligent reporting)
Engagement and Governance Infosys BPO followed a highly collaborative governance model where representatives
Model (Please elaborate on from the client teams were involved in each and every step of the engagement. A Steering
the governance structure for a Committee with key stakeholders from the client, Infosys BPO and various SMEs drove
typical RPA led engagement) 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.
Transition Management/ Business critical metrics and datapoints were identified

process during an RPA Stakeholders were interviewed on specific reporting needs
AS-IS reporting logic was studied by consulting with FTEs
may include robot training User friendly drill down reports and dashboards were designed in iDashboard
processes, phase-wise Visual Reports, Charts and dashboards were rapidly prototyped iteratively using simulated
transition processes from 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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Control points, SLA monitoring, Joint review of the requirements were done by the Steering Committee and the
client communication Operations, Implementation and Development teams from Infosys BPO
management etc. E.g. Weekly tripartite status calls set up with the analysts from the client, the Steering
Methodology formonitoring 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
Value addition/Innovation: As a result of implementation of the solution, manual intervention was reduced to zero and led
Value derived by service to the following further benefits:
provider and innovative Time taken to run reports on hourly basis / daily stopped
led engagement 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
Compliance with regulatory Full compliance ensured with the clients Compliance and Regulatory Teams.
authorities
Cost benefits (to the extent Effort reduction in manual reporting and monitoring of operational deliverables
that can be disclosed and Effort reduction in governance on daily / weekly basis
Avoidance of escalations and associated issues and penalties
Automation tool used Leveraged a key component of RPA Stack viz Decision Insights that gives a complete
(developed in-house/third- efficiency to floor operations and provides a visibility into floor performance at 3 levels viz,
party tool) Please specify in Performance , Operations and Process
detail
Key differentiators: E.g. what Powerful Visualization Solution that gives instantaneous view into health of operations at
advantages did client observe 3levels Performance / KPI Level, SLA Level and Process Level. Gives timely alerts as well as
while outsourcing RPA pareto analysis et al to be able to take action quickly and enhance operations efficiency and
embedded IT/BPO deal to your performance metrics
Financial)
Please provide the Break even Immediate

RPA engagement
Impact on revenue of your Positive / Incremental

Impact on # of FTEs billed for 100% FTE reduction

with this client
Key lessons learnt A powerful solution that can be floated on every floor.
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Exhibit III
Client Profile (Masked name) Leading US mortgage servicing company
Industry/Vertical BFSI
Process Non-Voice (Loan Verification)
Engagement and Governance Identification of Automatable opportunities in an account and providing a big picture view
Model (Please elaborate on on timelines and benefits
the governance structure for a 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.
Transition Management/ Infosys conducted a Due Diligence across the Consumer Lending services shop mapping
process during an RPA out all business, including vendors used
deployment from current 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)
transition processes from Lite technology like workflow and point solutions to manage workload and eliminate
people to robots etc. 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
Control points, SLA monitoring, Joint review of requirements by various concerned teams from Infosys BPO and client
client communication Involvement from various stakeholders including the quality team to implement and
management etc. E.g. monitor the best practices during automation
Identification of risks and using appropriate escalation matrix for a fast mitigation
configuration processes etc. 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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Value addition/Innovation: Automated processing of unstructured data using natural language processing and
Value derived by service machine learning
provider and innovative Flexible and two step verification process for automation helped improvise the architecture
practices adopted for the RPA landscape of the solution and also ensured better checks of the business rules of loan
led engagement 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%)
Compliance with regulatory Full compliance achieved by working closely with clients information security and
authorities complianceteams
Cost benefits (to the extent Automation brought about in the data retrieval, extraction and validation resulted in
that can be disclosed and significant cost benefits and better process optimization for the client.
discussed) E.g. type of pricing Improvements in productivity, resource utilization and process efficiency seen as manual
with outsourcing organisation, effort replaced by automated solution and better AHT since there was now an UI for data
cost benefits realized etc. validation and update
Automation tool used Two Key components of Infosys RPA Stack leveraged for bringing in the
(developed in-house/third- AutomationBenefits
party tool) Please specify in DEEP Data extraction solution comprised of automated process for extraction, validation
detail 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.
Key differentiators: E.g. what Reduction in cycle time from 35 days to 27 days
advantages did client observe Annual saves of over $2.5M with no incremental cost impact through a combination of
while outsourcing RPA reduced effort, automations, reduced vendor spend, deskilling of resources, revamped
embedded IT/BPO deal to your AVM review guidelines
Appraisal upgrade rates down from 40% to 10%
Financial)
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

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Impact on # of FTEs billed for 20-25%

with this client
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
Client Profile (Masked name) Leading Aircraft OEM
Process Non-Voice (Purchase Order)
Engagement and Governance Identification of Automatable opportunities in an account and providing a big picture view
Model (Please elaborate on on timelines and benefits
the governance structure for a 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.
Transition Management/ Infosys followed a phased approach for the project

process during an RPA Prepared a high level study of the as-is process with stepwise implementation controls
state (involving human FTEs) Conducted a detailed Time and Motion study of ongoing process and projections for
may include robot training automated process.
processes, phase-wise Conducted impact analysis and plan for transition/change management
transition processes from 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
Control points, SLA monitoring, Strict quality plan drafted for the process automation.
client communication Adherence to current standards and SLA.
management etc. E.g.
Regular quality audits by Infosys quality teams and audit teams from the client
accuracy levels, robot Phase wise implementation and validation by setting milestones
configuration processes etc. Process quality and optimization checks by SME(s)
Value addition/Innovation: Along with FTE reduction and cost optimization, Infosys BPO with its vast expertise of
Value derived by service handling similar projects, extended the scope of automation and leveraged it as a way to drive
provider and innovative process standardisation.
led engagement

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Compliance with regulatory Complete adherence to laid out norms and security. Periodic assessment and audits to ensure
authorities compliance with client, Infosys BPO and global benchmarks
Cost benefits (to the extent 100% adherence to acknowledgement of PO

that can be disclosed and 75% percent reduction in AHT
0% error in downloading and processing PO
Automation tool used AssistEdge A patented (US 20100077042) product by Infosys BPO, which is a key
(developed in-house/third- component of the Robotic Process Automation stack. AssistEdge is a customer service
party tool) Please specify in product for contact centers that delivers an integrated cross-channel experience. The
detail 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/
Key differentiators: E.g. what A highly acclaimed performance record for Infosys BPO in delivering industry leading
advantages did client observe RPA solutions, coupled with a guarantee of not only decreasing operational costs, but also
while outsourcing RPA improving process efficiency and a constant effort to generate additional value for theclient.
Financial)

RPA engagement
Impact on revenue of your Positive/Incremental due to additional business with the client
Impact on # of FTEs billed for 25-30% improvement

with this client
Key lessons learnt For optimum benefits and scope identification, participation of key stakeholders and SMEs
is a must
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
Name of the Client/Brief Profile Large multi-national conglomerate
Industry/Vertical Consumer Goods
Process HR Payroll Time Management Automation
Engagement and Governance A program team was created with key stakeholders from client and HP.
Model (Please elaborate on 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.
Transition Management/ Trained resources who have the skills required for the automation development.
process during an RPA Worked with the business to document the details of the processes, requirements and
deployment from current design and develop the automation solution.
Performed testing on automation solution.
processes, phase-wise Moved automation solution to production
transition processes from Monitored the automated process in the production environment as part of the warranty
people to robots etc. and support plan.
Gradually phased out the human FTEs to the automated process
Plan in place to redeploy the FTEs released from automation
Control points, SLA monitoring, Client involvement in approving the tool, design, testing plan and involved in the testing.
client communication In moving towards an enterprise application, HP and the client worked collaboratively to
management etc. E.g. design the solution and, in particular, to address the clients requirements for security
Rigorous testing process to ensure robot is working as designed.
configuration processes etc. Rigorous production environment monitoring process.
Value addition/Innovation: Requests for absence (time-off, leave) and overtime are automatically processed in real
Value derived by service time eliminating delay and batch processing.
provider and innovative Automated validation against a set of validation/business rules and authorization checks
practices adopted for the RPA eliminating errors that can occur if performed by a human person.
led engagement
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.
Compliance with regulatory Fully compliant with all appropriate Regulatory Regulations
authorities
Cost benefits (to the extent Not applicable

Automation tool used Third-party

detail

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Key differentiators: E.g. what Innovative solution to address their business needs and pressure to reduce costs
advantages did client observe Do more with less
Financial)
Please provide the Break even Not applicable

RPA engagement
Impact on revenue of your Not applicable

Impact on # of FTEs billed for Not applicable

with this client
Key lessons learnt Not applicable
Exhibit II
Client Profile (Masked name) Multi National Manufacturing Company
Process F&A Source to Pay Inter Company invoice processing automation
Engagement and Governance Worked with client to identify IC vendors in scope of the automation program.
Model (Please elaborate on 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
Transition Management/ Trained resources that have the skills required for the automation development.
Control points, SLA monitoring, Defined the validation rules that were required
client communication Created a configuration table where certain configurations can be done by end users to
management etc. E.g. 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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Value addition/Innovation: Invoice data is captured from invoice image and validation rules are created to verify the
Value derived by service accuracy of the data captured.
provider and innovative Automated data entry into clients Workflow application and into SAP
Automated end to end invoice processing including indexing, PO line item matching, tax
led engagement
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
Cost benefits (to the extent 35% FTE reduction


detail
Key differentiators: E.g. what Innovative solution to address their business needs and pressure to reduce costs.
advantages did client observe HP and client are working to extend this automation for third-party invoices
Financial)

RPA engagement


with this client
Exhibit III
Client Profile (Masked name) Global Food Processing Company
Industry/Vertical Manufacturing Food processing
Process F&A non PO Invoice Automation

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Engagement and Governance Opportunity identification was performed

Model (Please elaborate on Focus on quick win opportunities
Transition Management/ Trained resources who have the skills required for the automation development.
Control points, SLA monitoring, Thorough testing of process undertaken to ensure tool is working as designed.
client communication Robot will log the outcome of the processing and create a report that shows items that
management etc. E.g. cannot be processed which require human intervention.
Value addition/Innovation: Eliminate the manual process where robot will process the transaction directly in SAP
Value derived by service Improves cycle time for the non PO invoice processing
Improves quality through avoiding manual errors that can occur while posting
led engagement The ability to replicate the same non PO invoice automation process for other clients.
authorities
Cost benefits (to the extent Achieved 40% FTE reduction

Automation tool used Developed In-house

detail
Key differentiators: E.g. what Innovative solution to address their business needs with better quality and faster
advantages did client observe processing time which reduces costs.
while outsourcing RPA Client benefits from the FTE reduction from the automation.
Financial)

RPA engagement
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with this client
Exhibit IV
Client Profile (Masked name) Global Food Processing Company
Industry/Vertical Manufacturing Food processing
Process F&A Vendor Setup Automation
Engagement and Governance The proposal was discussed with key stakeholders from client and HP.
Model (Please elaborate on Agreed on the business case and the automation priority.
Escalation management is in place to address issues in a timely manner.
Transition Management/ Work with business to document the details of the processes, requirements and design and
process during an RPA develop the automation solution.
deployment from current Perform testing on automation solution.
Demo and Training to the users
processes, phase-wise Phased rollout by regions
transition processes from 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
Control points, SLA monitoring, Client involvement in approving the tool, design, testing plan and involve in the testing.
client communication Thorough testing process to ensure tool is working as designed.
Sample Audits performed daily and weekly
Value addition/Innovation: Request received is processed with minimum human intervention.

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

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Cost benefits (to the extent Achieved 25% FTE reduction

Automation tool used Developed In-house

detail
Key differentiators: E.g. what Innovative solution to address their business needs with better quality and faster
advantages did client observe processing time which reduces costs.
while outsourcing RPA Client benefits from the FTE reduction from the automation.
Financial)

RPA engagement


with this client
Exhibit V
Client Profile (Masked name) Multi National Manufacturing Company
Process F&A Order to Cash Cash Application Automation
Engagement and Governance Closely worked with the client to implement the automation solution
Transition Management/ Received close to 45K incoming payments in 3 days which need to be applied to customer
process during an RPA accounts. Average monthly volume was 1,300.
deployment from current Built cash application automation tool within 2 weeks. Prior to the automation
state (involving human FTEs) 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.
people to robots etc. When the automation was implemented, the remaining open items of 41K were processed
in 7 days.
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Control points, SLA monitoring, Robot will log the outcome of the processing and create a report that shows items that
client communication cannot be processed which require human intervention.
Value addition/Innovation: The ability to replicate the same cash application automation process for other clients
Value derived by service which have similar characteristics.
provider and innovative Robot can process high volume of transactions within days thereby reducing the
practices adopted for the RPA FTErequired
led engagement
Fast implementation time
authorities
Cost benefits (to the extent Eliminate the need to have additional FTEs, overtime work.
that can be disclosed and Significantly improved processing times from the original 3 months plan without
discussed) E.g. type of pricing automation to just 7 days with automation.
50% FTE reduction

detail
Key differentiators: E.g. what HPs ability to respond to major event that impacts client processes with very fast response
advantages did client observe time to come up with innovation solution. As a result HP was awarded with the Innovation
while outsourcing RPA Award by the client
Financial)

RPA engagement


with this client

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Exhibit VI
Client Profile (Masked name) Global Transportation Company
Industry/Vertical Transportation
Process F&A SLA Automation
Engagement and Governance Opportunity identification is performed.

Model (Please elaborate on Identify key metrics for SLA, SLA definition and scoring.
Transition Management/ Work with business to document the details of the SLA processes, requirements, design and
process during an RPA develop the automation solution.
Control points, SLA monitoring, Calculation of the SLA is performed by robot.

client communication Thorough testing process to ensure the SLA automation is working as designed per the
management etc. E.g. agreed SLA definition and the calculation of the SLA is done correctly.
Value addition/Innovation: Eliminate the manual process to create the SLA.

Value derived by service Improves cycle time for SLA creation
Improves quality through avoiding manual errors that can occur if SLA is created manually
led engagement 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)
Compliance with regulatory Not applicable

authorities
Cost benefits (to the extent Resources can focus on fixing the root cause that impacts SLA metrics before the final SLA is
that can be disclosed and provided to customer.

detail
Key differentiators: E.g. what Early detection of issues and resolution before the SLA metric becomes an issue.
Financial)
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RPA engagement


with this client
Exhibit VII
Client Profile (Masked name) Banking Client
Industry/Vertical Financial Services
Process Fraud Detection
Engagement and Governance Closely worked with the client on the automation solution, project scope, agreed on the
Model (Please elaborate on success criteria.
Transition Management/ HP uses automation engine that uses intelligent recognition to inspect the images of
process during an RPA presented cheques by comparing a range of characteristics to previous known good
deployment from current paidcheques.
state (involving human FTEs) The tool flags suspect items to processors for review and decision.
Started with high value cheques and later include much lower cheque value.
transition processes from The key ability here is to process high volume of cheques through the engine, and to
people to robots etc. identify fraudulent cheques to a much lower value limit.
Control points, SLA monitoring, Automation engine flags potential fraudulent cheques to processors for review.
client communication Ability to set up a threshold limit for fraudulent cheques.
Value addition/Innovation: Cheques are processed accurately

Value derived by service Reduction of losses caused by fraud
Ability to move from fraud detection to fraud prevention
led engagement
Compliance with regulatory Not applicable

authorities

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Cost benefits (to the extent Detected over 500K of attempted fraud each month since it went live therefore significantly
that can be disclosed and reducing losses to the customer.

detail
Key differentiators: E.g. what Fraud detection.

advantages did client observe Reduce losses due to fraud.
HP ability to solve customers business issues.
Financial)

RPA engagement
Impact on revenue of your Generated additional revenue for a new service stream for HP.

with this client
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12.5 EXL Services

Exhibit I
Name of the Client/Brief Profile 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
Process Non-voice (F&A)
Engagement and Governance EXL has its Proprietary Methodology for governing the engagement and Governance. It
Model (Please elaborate on has five phases: Baseline; Diagnose; Solution Proposal; Implementation; and Control
the governance structure for a In Baseline the following are Done Process Shortlist, Create Project Charter, Creating
typical RPA led engagement) 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
Transition Management/ This is done as part of the Implementation and Control Stage. The Solution gets implemented
process during an RPA in candidate systems and increased to larger process area. People are needed in the initial
deployment from current phase to handle exceptions and also to provide inputs/ feedback to make the system smarter,
state (involving human FTEs) thereby allowing it to self-learn for given situations.
Control points, SLA monitoring, EXL uses internal proprietary methodology for this. The process excellence team lead
client communication the finalising of the process and business metrics to be measured and use Six Sigma
management etc. E.g. methodology to monitor and control. Through a project charter key stakeholders are
Methodology for monitoring established which would include the client stakeholders.
accuracy levels, robot Clients also participate in the ideation and project kick-off and are part of the regular and
configuration processes etc. established governance meetings. They are sent periodic project communications of the
RPA work being done.
Value addition/Innovation: Not Applicable

Value derived by service
led engagement
Compliance with regulatory Wherever applicable, EXL secures prior approvals from clients compliance and information
authorities security team.
Cost benefits (to the extent Pricing would need to be evolved over a period. Currently there is more of cannibalisation of
that can be disclosed and revenue for EXL and the outcome is enhanced value delivered to client.

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Automation tool used In-house Advanced RPA suite

(developed in-house/third- Third-party tool (Blue Prism)
Blue Prism is licensed by the Robot (each installation of the software on a server)
detail
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
Key differentiators: E.g. what Not Applicable

Financial)
Please provide the Break even Less than six months

RPA engagement

Impact on # of FTEs billed for Positive/Incremental

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
Name of the Client/Brief Profile 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.
Process Non-voice (F&A)
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Engagement and Governance This initiative was led mutually by EXL (business operations lead, technology advanced
Model (Please elaborate on automation and RPA lead) and clients business leadership.
Transition Management/ EXL has a proprietary Robotics Process Automation (RPA) transition management process
process during an RPA that governs RPA projects lifecycle from human FTE to robots
Control points, SLA monitoring, Following are the key control points in EXLs RPA methodology/transition process (human
client communication FTE to robot)
Value addition/Innovation: EXL has value-added palette of Robotics Automation Solutions that can be rapidly
Value derived by service leveraged for various business scenarios and industry verticals, this includes:
provider and innovative Automated input processing
Automated rule based software robots
led engagement
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 time-
to-value and merges EXLs deep-domain business process automation experience with
RPAs technical implementation
Compliance with regulatory EXLs RPA implementation and transition process covers information security, data privacy
authorities and regulatory compliance aspects with firm check-point activities and associated artefacts
(check-list).
Cost benefits (to the extent Having benchmarked proposed benefits in a proof-of concept and current client relationship
that can be disclosed and being FTE based pricing, we had tabled alternative pricing proposal to client (Transaction
discussed) E.g. type of pricing based/ Outcome based)
Automation tool used Third-party tool (Blue Prism)

(developed in-house/third- Blue Prism is licensed by the Robot. The Robot can run 24 hours per day, subject to any
party tool) Please specify in maintenance that is required for the ERP or other systems that it accesses
detail
Solution include accessing multiple systems, reading the required data fields, making the
required updates and creating output, as required

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Key differentiators: E.g. what EXLs efficiency improvement proposal that translated into visible financial gains for client
advantages did client observe along with EXLs deep-domain knowledge and process expertise as key differentiator
while outsourcing RPA Additionally, EXLs RPA offering maturity and readily available RPA that bring faster time-
embedded IT/BPO deal to your to-value
Financial)
Please provide the Break even Within 6 months

RPA engagement
Impact on revenue of your 100% FTE reduction


with this client
Key lessons learnt Robotic processing in repetitive and low complexity processes can yield breakthrough results
Exhibit III
Name of the Client/Brief Profile Very large Travel service Centre handling Travel bookings worldwide.
Industry/Vertical Travel
Process Refunds
process during an RPA that governs RPA projects lifecycle from human FTE to robots.
client communication FTE to robot)
accuracy levels, robot PA Applicability Assessment and detailed diagnostics
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led engagement
A straight 20% business impact(FTE reduction) by EXLs RPA screen aggregation
implementation
RPAs technical implementation.
authorities and regulatory compliance aspects.
Cost benefits (to the extent Client Sign-off on delivered efficient is obtained.
Automation tool used EXLs robotics automation palette 10+ cross-vertical and industry specific bots
(developed in-house/third- comprising of both in-house and third-party capabilities.
party tool) Please specify in EXLs advanced and business process automation systems.
detail
Key differentiators: E.g. what EXLs efficiency improvement proposal that translated into visible financial gains for client
advantages did client observe along with EXLs deep-domain knowledge and process expertise as key differentiator
while outsourcing RPA Additionally, EXLs RPA offering maturity and readily available RPA that bring faster time-
embedded IT/BPO deal to your to-value
Financial)

RPA engagement
Impact on revenue of your RPA projects value is delivered as differentiator and enhanced client stickiness.
Impact on # of FTEs billed for ~20 % FTE reduction

with this client
Key lessons learnt Any process that has multiple data sources for data entry is good candidate for
robotization.
Travel industry has potential to adopt RPA in a big way.

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Exhibit IV
Name of the Client/Brief Profile Very large Travel service handling Travel bookings worldwide.
Industry/Vertical TTL
Process UK Emailing Services
process during an RPA that governs RPA projects lifecycle from human FTE to robots
client communication 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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Cost benefits (to the extent Improvement in process effectiveness leading to financial benefits.
Automation tool used EXLs robotics automation palette 10+ cross-vertical and industry specific bots
(developed in-house/third- comprising of both in-house and third-party capabilities
party tool) Please specify in EXLs advanced and business process automation systems
detail
Key differentiators: E.g. what EXLs proposed automation solution and its unique value proposition.
advantages did client observe EXLs deep-domain knowledge and process expertise as key differentiator
Additionally, EXLs RPA offering maturity and readily available RPA that bring faster time-
to-value
Financial)

RPA engagement
Impact on revenue of your Cost saving initiative.

Impact on # of FTEs billed for Effectiveness enhancements, reduction in errors leading to financial savings.
with this client
Key lessons learnt Robotics can not only drive efficiency but also provide significant effectiveness benefits.
12.6 Genpact
Exhibit I
Name of the Client/Brief Profile Global Insurance Company
Industry/Vertical Insurance
Process Non-voice (Claims data management)
Engagement and Governance Joint governance board comprising of Genpact RPA and business teams as well as client
Model (Please elaborate on members

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Transition Management/ Solution development, user acceptance testing, parallel run and cut over
process during an RPA
Control points, SLA monitoring, Use proprietary rapid automation monitoring and process configuration frameworks
client communication
Value addition/Innovation: Genpact delivered an innovative solution to the client by combining our mature Rapid
Value derived by service Automation capabilities along with our domain and industry specific pre-configured utilities
provider and innovative and claims data analysers to drive on-demand scalability, improved productivity by 50%
practices adopted for the RPA thereby reducing operating costs.
led engagement
Compliance with regulatory Fully compliant with appropriate regulations.

authorities
Cost benefits (to the extent Genpacts RPA solutions delivered significant business benefits to client including 50%
that can be disclosed and productivity improvement, 100% accuracy and compliance.
Automation tool used Third-party automation tool (Details kept confidential)

detail
Key differentiators: E.g. what Unique combination of process and domain expertise along with technological capability to
advantages did client observe deliver 3X impact.
Financial)
Please provide the Break even Immediate

RPA engagement

Impact on # of FTEs billed for Negative/Decremental

with this client
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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
Name of the Client/Brief Profile A leading player in the CPG industry
Industry/Vertical CPG
Process Invoice process automation
Engagement and Governance We use Genpacts proprietary PMO framework for project governance. This would include
Model (Please elaborate on an executive governance board comprising of the Client and Genpact leadership plus a
the governance structure for a project governance council (PGC) comprising of the operations folks from both the Client and
typical RPA led engagement) Genpact. PGC reports out the SLAs on a bi weekly basis to the Exec Governance Board.
Transition Management/ Transitions start at the Go Live toll gate where we have a typical 30 days transition phase.
process during an RPA There are 3 phases here. Phase 1 is 100% parallel run (typically for < a week) and then the
deployment from current mix of FTE and robot is altered depending on the process criticality.
state (involving human FTEs) We cut over from day 31
Transitions can complete sooner depending on the process complexity and criticality
Control points, SLA monitoring, This is a part of the governance cycle. Each automated process SLA is monitored exactly
client communication in the same way as per the SLAs monitored for the human run process. We would look at
management etc. E.g. improving the SLAs for the automated processes as pre agreed with the client.
Value addition/Innovation: Innovations used across the automation lifecycle help us maximise the value derived from the
Value derived by service process automation for the clients e.g. SEP frameworks for process optimisation; Reusable
provider and innovative components for faster solution deployment (helped us speed up solution development by
practices adopted for the RPA over 30%); Rapid Automation (RA) + OCR mash-up to extract and validate data; 2-way /
led engagement 3-way matching and automatic posting in ERP
Compliance with regulatory PII regulatory requirements were 100% met by RA

authorities
Cost benefits (to the extent Productivity up 30%

that can be disclosed and Operating cost down by 35%
Zero errors
Automation tool used We used a third-party tool for providing the solution. This was in addition to the technology
(developed in-house/third- mashup with our proprietary OCR solution and the Process Re-engineering frameworks
detail

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Key differentiators: E.g. what The Client had to only deal with one organisation/partner for the BPO deal, process
advantages did client observe optimisation, technology deployment, support and transformation leading to partner
while outsourcing RPA simplification and cost savings for the clients
embedded IT/BPO deal to your Time to value was faster since we used our proprietary tool kits and frameworks (GPMO,
organisation (Financial/Non- GCM); reduced risk to client due to end to end program management done by one partner.
Financial) All leading to efficient engagement and reduced operating costs.
Please provide the Break even < 6 months

RPA engagement
Impact on revenue of your Not disclosed

Impact on # of FTEs billed for Reduced by 38%

with this client
Key lessons learnt Clear ownership

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

Name of the Client/Brief Profile Leading Technology Provider
Industry/Vertical Technology
Process Non-voice
Engagement & Governance Sutherland offer a RPA managed service. The solution is implemented alongside an
Model (Please elaborate on outsourcing agreement, taking on the existing staff and in some case, the clients facilities
Transition Management/ Same as above

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Control points, SLA monitoring, Team of in-house RPA experts monitor and manage virtual agents workforce on
client communication clientsbehalf.
Value addition/Innovation: Reduction in end to end transaction time, quality improvement and cost reduction on a 97%
Value derived by service low-cost based (off-shored) organisation.
led engagement
Compliance with regulatory Compliant

authorities
Cost benefits (to the extent Transaction based, with additional annual fees.
Automation tool used Blue Prism

detail
Key differentiators: E.g. what FTE reduction, reduction in attrition, improved quality.
Financial)
Please provide the Break even 20% cost reduction from day 1 and every increasing.
RPA engagement


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
Name of the Client/Brief Profile 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
Engagement & Governance This initiative was led mutually by IGATE (business operations lead, technology advanced
Model (Please elaborate on automation and RPA lead) and clients business leadership
Transition Management/ IGATEs change management process was deployed to manage the internal transition to a
process during an RPA robotics led process from a manual process while keeping all stakeholders from IGATE and
deployment from current client side duly informed.
Control points, SLA monitoring, Following are the key control points in IGATEs methodology/transition process
client communication SLA management and communication framework
Methodology for monitoring Outcome benchmarking (success criterion and business case)
Robotics implementation and validation
Value addition/Innovation: IGATEs RPA implementation and transition process like any other BPO Process covers
Value derived by service information security, data privacy and regulatory compliance aspects with firm check-point
provider and innovative activities and associated artefacts (check-list).
led engagement
Compliance with regulatory Initial estimate of Cost benefits realized would be significant enabling IGATE to pass on a part
authorities of the benefits realized to clients while improving our operating margins.
Cost benefits (to the extent One of the largest providers of employee benefits in the United States, Fortune 500 company
that can be disclosed and and a member of the S&P 500 Index.
Automation tool used Third-party tool (Samyutam) with cognitive intelligence that can handle unstructured data
(developed in-house/third- sets from multiple systems and learn the process as it encounters new scenario
party tool) Please specify in Solution include accessing multiple systems, reading the required data from variable
detail format MS Excel files, making the required updates and creating output, as required
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Key differentiators: E.g. what While the cost reduced significantly it also had impact in other areas like improvement of
advantages did client observe accuracy and scalability that enables us to process higher volume during peak season that will
while outsourcing RPA help our client in additional revenue.
Financial)
Please provide the Break even We expect it to be less than 6 months

RPA engagement
Impact on revenue of your Revenue remains same minus the portion IGATE passes on to the client. We believe this
organisations post RPA capability will help us acquire additional client/process and thus revenue accretive overall.
Impact on # of FTEs billed for While # of FTEs for the process will reduce for transaction services the quality of the people
process post RPA engagement will improve from data entry to data validation requiring higher skills. Also we believe the
with this client 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
Name of the Client/Brief Profile 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.
Engagement & Governance This initiative was led mutually by IGATE (business operations lead, technology advanced
Transition Management/ IGATEs change management process was deployed to manage the internal transition to an
process during an RPA automation led process from a manual process while keeping all stakeholders from IGATE and
deployment from current client side duly informed.

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Control points, SLA monitoring, Following are the key control points in IGATEs methodology/transition process
client communication SLA management and communication framework
Methodology for monitoring Outcome benchmarking (success criterion and business case)
Robotics implementation and validation
Value addition/Innovation: IGATEs RPA implementation and transition process like any other BPO Process covers
Value derived by service information security, data privacy and regulatory compliance aspects with firm check-point
provider and innovative activities and associated artefacts (check-list).
led engagement
Compliance with regulatory IGATEs RPA implementation and transition process like any other BPO Process covers
authorities information security, data privacy and regulatory compliance aspects with firm check-point
activities and associated artefacts (check-list).
Cost benefits (to the extent IGATE offered a transaction based pricing and total estimated cost benefit over a period of
that can be disclosed and 5years is $5million.
Automation tool used Designed and deployed automated residential tenancy bond administration platform that
(developed in-house/third- automated lodgment, transfer, agent registration, claims and helpdesk.
detail
Key differentiators: E.g. what Along with the significant cost benefits, operating costs reduced by 30%, overall process
advantages did client observe time reduced by 33%, the client achieved process optimization, re-engineering and maximum
while outsourcing RPA automation along with integration of Email and SMS
Financial)
Please provide the Break even Less than 6 months

RPA engagement
Impact on revenue of your Revenue remains same minus the portion IGATE passes on to the client. We believe this
organisations post RPA capability will help us acquire additional client/process and thus revenue accretive overall.
Impact on # of FTEs billed for While # of FTEs for the process will reduce for transaction services the quality of the people
process post RPA engagement will improve from data entry to data validation requiring higher skills. Also we believe the
with this client 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
Client Profile (Masked name) A major European telecom company
Industry/Vertical Telecom
Process Back Office
Engagement and Governance Our RPA Maturity model typically runs on three levels defined by the industry: 1) Initialization,
Model (Please elaborate on 2) Industrialization and 3) Institutionalization. The underlying objective behind using this
the governance structure for a model is to start with automating standard and relatively less complex processes which are
typical RPA led engagement) 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
Developers | Testers
1) 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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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
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 Engage RPA vendors to identify, run, manage and

Managers | Business transformation support RPA opportunities. Conduct automation
Managers | IT Directors/Managers | exploration workshops to evangelize the benefits of
Change Management champions 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 | End-users of automation can be trained to create

Testers automated tasks. Testers will typically create
automated testing tasks.
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Transition Management/ 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
may include robot training a. Process Purpose, Process Scope, Process Users/Stakeholders, Process Inputs,
processes, phase-wise Process Boundaries, Process Flow, Process Outputs, Exceptions to normal process
transition processes from flow, Control Points and Measurements
people to robots etc. 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)
Control points, SLA monitoring, Error-handling modules, exception handlers, schedulers, triggers and failover modules are
client communication inserted at potential fail points and control points in the automated task to ensure near
management etc. E.g. zero business continuity loss in the event of errors and/or unforeseen deviations from the
Methodology for monitoring SLA. Process owners can be intimated of these show-stoppers/errors/deviations via email.
accuracy levels, robot Event logs (with timestamps) are created and maintained for each RPA activity for auditing,
configuration processes etc. compliance and regulatory purposes.
Value addition/Innovation: We have a value-added palette of Robotics Automation Solutions that can be rapidly
led engagement
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.
Compliance with regulatory Our RPA solution is a non-intrusive process hence wouldnt fall foul of any regulatory
authorities requirement of that industry vertical. The RPA implementation and transition process covers
information security, data privacy and regulatory compliance aspects with firm check-
pointactivities.

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Cost benefits (to the extent 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.
with outsourcing organization,
Automation tool used In-house IP: Currently in Use

(developed in-house/third- Third-party tool : Automation Anywhere and Blue Prism Trained professionals
detail
Key differentiators: E.g. what 1. Significant cost savings as a result of automating utility-based and relatively simple
advantages did client observe repetitive, rules-based, time, data and labor-intensive processes.
2. Improved business continuity and operational efficiency
organization (Financial/Non- 3. Increased process productivity
Financial) 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.
Please provide the Break even It takes up a maximum of 12 weeks from RPA candidate identification to the final deployment/
or payback timelines for this handover. The break-even period or pay back is dependent on the nature of the automation
RPA engagement and the volume of transaction. However in our experience it ranges from 2 to 4 months.
Impact on revenue of your As a % of the back office revenue, this represented a reduction of 10-15% of the revenues.
organizations post RPA
Impact on # of FTEs billed for 10-15% FTE Reduction

with this client
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
Client Profile (Can apply to any This can apply to banks providing services such as consumer banking, asset and wealth
bank as per description given management, finance management, securities brokerage et al.
on the right)
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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Engagement and Governance Our RPA Maturity model typically runs on three levels defined by the industry: 1)
Model (Please elaborate on Initialization, 2) Industrialization and 3) Institutionalization. The underlying objective behind
the governance structure for a using this model is to start with automating standard and relatively less complex processes
typical RPA led engagement) 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
Business Users
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Roles Goals with respect to RPA
CXOs/ BU Heads Drive operational excellence, compelling long-term RPA

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

BankingOps 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 Engage RPA vendors to identify, run, manage and support
Processes 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.
Transition Management/ 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
may include robot training a. Process Purpose, Process Scope, Process Users/Stakeholders, Process Inputs,
processes, phase-wise Process Boundaries, Process Flow, Process Outputs, Exceptions to normal process
transition processes from flow, Control Points and Measurements
people to robots etc. 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
Control points, SLA monitoring, Error-handling modules, exception handlers, schedulers, triggers and failover modules are
client communication inserted at potential fail points and control points in the automated task to ensure near
management etc. E.g. zero business continuity loss in the event of errors and/or unforeseen deviations from the
Methodology for monitoring SLA. Process owners can be intimated of these show-stoppers/errors/deviations via email.
accuracy levels, robot Event logs (with timestamps) are created and maintained for each RPA activity for auditing,
configuration processes etc. compliance and regulatory purposes.

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Value addition/Innovation: Not Applicable as designing a POC

led engagement
Compliance with regulatory Our RPA solution (POC) is a non-intrusive process hence wouldnt fall foul of any regulatory
authorities requirement of that industry vertical. The RPA implementation and transition process covers
information security, data privacy and regulatory compliance aspects with firm check-point
activities.
Cost benefits (to the extent Not Applicable as designing a POC

with outsourcing organization,
Automation tool used In-house IP: Currently in Use

(developed in-house/third- Third-party tool : Automation Anywhere and Blue Prism Trained professionals
detail
Key differentiators: E.g. what Not Applicable as designing a POC

organization (Financial/Non-
Financial)
Please provide the Break even Not Applicable as designing a POC

RPA engagement
Impact on revenue of your Not Applicable as designing a POC

organizations post RPA
Impact on # of FTEs billed for Not Applicable as designing a POC

with this client
Key lessons learnt Not Applicable as designing a POC
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12.10 IBM
Exhibit I
Client Profile (Masked name) 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.
Engagement & Governance Leveraging IBMs Maturity Model on Client processes, Global Process Leads assess with SMEs
Model (Please elaborate on to pinpoint opportunities. Then engage with the Client via The IBM Account Representative.
the governance structure for a The client is then presented with the opportunity and benefits, as well as any security
typical RPA led engagement) 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.
Transition Management/ In addition to Global Process Leads, we have SMEs with deep skills in the different process
process during an RPA domains. We leverage a Roll Out Strategy Analysis methodology, that assesses:
deployment from current the process changes required,
may include robot training the skills of the practitioners effected by the change
processes, phase-wise Then determine how to ensure education on the change is assimilated by the delivery team to
transition processes from 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.
Control points, SLA monitoring, IBM views Robot as virtual workers, so with the combination of SLOs, SLAs, productivity
client communication metrics we use for Human production, we adjust and use on the robots. This includes human
management etc. E.g. supervision of robot performance.
Value addition/Innovation: Not disclosed

led engagement
Compliance with regulatory All required documentation, testing for controls, government reporting, are produced.
authorities
Cost benefits (to the extent Not disclosed


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Automation tool used Configured the robot to read the excel file, open the imaging application and match the
(developed in-house/third- bar code from excel with the invoice in the imaging application. It opens each image in the
party tool) Please specify in imaging application, loads the image and parks invoices in SAP.
detail
Key differentiators: E.g. what Business Outcome:

advantages did client observe Improvements in accuracy
embedded IT/BPO deal to your Automated the indexing confirmation process
organisation (Financial/Non- Freed up practitioners to focus on exception handling
Financial)
Please provide the Break even Not disclosed

RPA engagement

Impact on # of FTEs billed for Not disclosed

with this client
Key lessons learnt Not disclosed
Exhibit II
Client Profile (Masked name) 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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led engagement
authorities

Automation tool used Configured the robot to extract data from the ERP and format in Excel. Then run macros to
(developed in-house/third- perform reconciliation between Entity books Vs Territory books and consolidate open and
party tool) Please specify in ready for payment items.
detail

embedded IT/BPO deal to your Reduced manual intervention in data download, reconciliation and consolidation activities.
organisation (Financial/Non- Freed up practitioners to focus on analyzing open items and recommending appropriate
Financial) action.

RPA engagement


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with this client
Exhibit III
Client Profile (Masked name) European Industrial Products Company
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
authorities
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Automation tool used Configured the robot by automating the processes to match and post invoices in SAP and
(developed in-house/third- park unmatched invoices.
detail

Freed up practitioners to focus on more complex unmatched POs and analyze trends, to
recommend how to further improve first pass yield.
Financial)

RPA engagement


with this client
Exhibit IV
Client Profile (Masked name) 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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led engagement
authorities

Automation tool used Configured the robot to automate manual processes.

detail

advantages did client observe Significantly improved quality due to elimination of manual activities in report download
while outsourcing RPA and consolidation.
organisation (Financial/Non- Freed up analysts to focus on report analysis and insights, aiding client decision making
Financial) and adding value to their roles.

RPA engagement

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with this client
12.11 WNS
Exhibit I
Client Profile (Masked name) Multiple airlines (15+)
Industry/Vertical Travel
Process Fare Audit and Revenue Recovery (RRG)
Engagement & Governance Project implementation of system will follow Agile methodology supported by EnABLE
Model (Please elaborate on program management as part of Governance model
the governance structure for a Engagement with internal and external stakeholders initiate from due diligence / discovery
typical RPA led engagement) 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
Transition Management/ WNS has a proprietary tool to identify revenue leakage on fares filed in GDS (Global
process during an RPA Distribution System). By integrating multiple tools, WNS has enabled the client to automate
deployment from current the process and reduced manual intervention. WNS followed in-house developed
state (involving human FTEs) methodology for transition / process called us EnABLE Engage, Architect, Build, Learn
may include robot training and Execute. It covers components of BPR, SDLC and Operation Management.
Control points, SLA monitoring, Following are the key control points in RRG Clients for Repricing:
client communication Automated updating of Repricing results on Return Files
Methodology for monitoring Automated Transfer of Return Files (Auto complete) to client as per agreed timelines on a
accuracy levels, robot daily basis to the client
configuration processes etc. Automated identification and tagging of Over-price and Under-price for client tickets
versus competitor

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Value addition/Innovation: Following are the key advantages of Verifare

Value derived by service Automated comparison and Validation of Client issued tickets for multiple criteria like Fare
provider and innovative Value, Tax Value, Tax codes, Fare basis and Rules.
led engagement 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.
Compliance with regulatory Implementation and Live Repricing Process covers Information Security, Data Privacy and
authorities Regulatory Compliance Aspects with firm check-point.
Cost benefits (to the extent Verifare is labeled with contingency / transaction based pricing model catering to all size
that can be disclosed and of airlines. Cost benefits are astonishing. Based on our experience some of the clients have
discussed) E.g. type of pricing recovered more than USD 15 million in a year. Client does not need any upfront investment to
with outsourcing organisation, kick off the project except resource cost for implementation and operational support to the
cost benefits realized etc. outsourcing company.
Automation tool used In-house tool Verifare

(developed in-house/third- Verifare is a web based application that can be deployed on a client data centre as a
party tool) Please specify in hosted environment
detail
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
Key differentiators: E.g. what Faster recognition of issues related to fare filing rules coupled with vast business
advantages did client observe / domain and system expertise is a driving factor
Strive to save millions that could translate into financial loss
organisation (Financial/Non- Analytics and rule based research
Financial)
Please provide the Break even Within 3 months if not deployed at the client site (tool is based on contingency fee /
or payback timelines for this UTPmodel)
RPA engagement
Within 4-6 months if deployed on hosted environment
Impact on revenue of your Reduction of revenue loss occurs due to Debit memos, therefore it is based on future loss
organisations post RPA that could be in millions if proactive action is not taken by the client
engagement with this client Within the organisation, 90% FTE reduction due to automation
Impact on # of FTEs billed for Pricing model is based on UTP. Any issue identified in a month will reduce the billings for the
process post RPA engagement organization in subsequent months. Cost savings for the client.
with this 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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Exhibit II
Name of the Client/Brief Profile 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
Engagement & Governance The RPA team (consisting of Technology solutions and Process excellence exerts) works
Model (Please elaborate on closely with the Operations team to identify and execute on automation opportunity using
the governance structure for a 4-D Automation Framework (Diagnose, Design, Develop and Deliver). The progress of each
typical RPA led engagement) 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
Transition Management/ The Operations team remain involved in the entire life cycle of RPA from opportunity
process during an RPA identification, solution design, training, UAT, go-live and post implementation stage.
deployment from current The project responsibility lies with RPA project lead and is transferred to Operations post
state (involving human FTEs) successful launch and hand over to Operations after training, documentation and sign-offs
Control points, SLA monitoring, Generally, RPA only automates process steps while retaining all the existing system controls
client communication built in the underlying ERP (or) Line of Business applications. All process changes have to go
management etc. E.g. through the change control procedure; this addresses the Control points, SLA monitoring
Methodology for monitoring and Reporting, Process documentation and sign-offs, Process communication and updation
accuracy levels, robot of knowledge management systems and process instructions
Value addition/Innovation: Key advantages of this RPA deployment were:

Value derived by service Automated request creation, de-duplication of request, rate adjustment, creation of Bills of
provider and innovative Lading and dispatch of Bill of Lading
led engagement 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
Compliance with regulatory In most instances, we have not encountered any major change to compliance with regulatory
authorities 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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Cost benefits (to the extent Overall, the cost of delivering the process reduced by 35% to 40%
Automation tool used Third-party RPA tool FUSION

detail
Key differentiators: E.g. what Reduction in per unit cost, significant reduction in cycle time, major improvements in accuracy
advantages did client observe and enhancement of controls.
Financial)
Please provide the Break even 23% reduction of time/effort

RPA engagement
Impact on revenue of your This process was on a UTP (Unit Transaction Price), so there was no negative impact on
organisations post RPA revenues.
Impact on # of FTEs billed for There was a substantial savings on number of FTEs. As the process was on Unit Transaction
process post RPA engagement Price, thus there was an improvement to the margins without any loss of revenue.
with this client
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
Client Profile (Masked name) 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
Engagement & Governance This is an end to end platform BPO engagement with the customer, where the customer
Model (Please elaborate on process is run on the Dell IP platform Excelys. The contract is a multiyear engagement.
Transition Management/ The Robots are developed and deployed in the BPO business, completely transparently to the
process during an RPA customer. For testing prior to deployment, some live data is migrated into a sandbox system
deployment from current and the robot is allowed to work on these. When the robot reaches a competency level of a
state (involving human FTEs) human operator, it is moved to the live environment.
processes, phasewise
Control points, SLA monitoring, The Robots are managed from within Dells proprietary process management tool called
client communication DBPMS (Dell Business Process Management System). Within DBPMS is a control centre which
management etc. E.g. provides a view of each associate and the Robots are treated as Automated FTEs (AFTE) and
Methodology for monitoring their transactions, accuracy levels and other parameters are measured the same way as it is
accuracy levels, robot 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.
Value addition/Innovation: This Robot completely replaced the human FTEs on this process and only a very small
Value derived by service number of exceptions that the Robot recognizes it cannot handle are moved to an exception
provider and innovative queue to be handled by humans. Currently exceptions are under 2%.
practices adopted for the
RPAled engagement
Compliance with regulatory The process is completely compliant with regulations and with client requirements for
authorities accuracy and completeness.

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Cost benefits (to the extent The process is an end-to-end contract based on the number of members that the client
that can be disclosed and organization has. For this sub-process Dell has realized an 80% reduction in process cost.
Automation tool used This tool was developed in-house, uses a .NET framework as well as other automation
(developed in-house/third- components built in-house.
detail
Key differentiators: E.g. what Client gets a price reduction, reduction in TAT as well as an ability to handle large volumes
advantages did client observe during spikes.
while outsourcing RPA Lean Methodology has been followed to remove human intervention where AFTE will play
embedded IT/BPO deal to your an external auto adjudication role for all minor edits in Excelys to release hold codes.
organisation (Financial/Non
Financial) TAT achieved with higher productivity in less span days
Volume spike can be managed efficiently.
Please provide the Break even Breakeven on this project was roughly 3 months based on savings on FTES.
RPA engagement
Impact on revenue of your This process was on a UTP (Unit Transaction Price), so there was no negative impact on
organisations post RPA revenues.
Impact on # of FTEs billed for Minor reduction in revenue with better profitability.
with this client
Impact on # of FTEs billed for 90%+ reduction in FTES for this process.
with this client
Key lessons learnt For processes with minor or no judgment, AFTEs are extremely reliable and versatile.
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Exhibit II
Client Profile (Masked name) 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.
Engagement & Governance This is an end to end platform BPO engagement with the customer, where the customer
Model (Please elaborate on process is run on the Dell IP platform Excelys. The contract is a multiyear engagement.
Transition Management/ The Robots are developed and deployed in the BPO business, completely transparently to the
process during an RPA customer. For testing prior to deployment, some live data is migrated into a sandbox system
client communication DBPMS (Dell Business Process Management System). Within DBPMS is a control center which
management etc. E.g. provides a view of each associate and the Robots are treated as Automated FTEs (AFTEs)
Methodology for monitoring and their transactions, accuracy levels and other parameters are measured the same way as it
accuracy levels, robot 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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Value addition/Innovation: This Robot reduces human FTEs by over 80% on this sub-process. As the process is part of an
Value derived by service end to end engagement there is no change in the overall business model with the customer.
practices adopted for the
RPAled engagement
Cost benefits (to the extent The process is an end-to-end contract based on the number of members that the client
that can be disclosed and organization has. For this sub-process Dell has realized a 70%+ reduction in process cost.
detail
Key differentiators: E.g. what Client gets a price reduction, reduction in TAT as well as an ability to handle large volumes
advantages did client observe during spikes.
while outsourcing RPA AFTE will works as an auto price engine to determine the pricing/re-pricing
embedded IT/BPO deal to your allowableamount.
Financial) 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
Impact on # of FTEs billed for Minor reduction in revenue with better profitability.
with this client
Impact on # of FTEs billed for 80%+ reduction in FTES for this process.
with this client
Key lessons learnt For processes with minor or no judgment, AFTEs are extremely reliable and versatile.
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Exhibit III
Client Profile (Masked name) 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.
Engagement & Governance This is an end to end BPO engagement with the customer for multiple processes, where the
Model (Please elaborate on customer process is run on a customer platform, but also uses multiple other technologies as
the governance structure for a well as EDI. The contract is a multiyear engagement.
Transition Management/ The Robots are developed and deployed in the BPO business, completely transparent to the
process during an RPA customer. For testing prior to deployment, some live data is migrated into the training system

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client communication DBPMS (Dell Business Process Management System). Within DBPMS is a control centre which
management etc. E.g. provides a view of each associate and the Robots are treated as Automated FTEs (AFTE) and
Methodology for monitoring their transactions, accuracy levels and other parameters are measured the same way as it is
accuracy levels, robot 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.
Value addition/Innovation: This Robot completes all the pre-call tasks for the human FTEs to make the call on the
Value derived by service debtors and ensures that when the call is made it is productive as all the information needed
provider and innovative for a call is available in one screen. This improves the productivity and outcomes of the human
practices adopted for the AF callers.
RPAled engagement
Cost benefits (to the extent The process is a contract based on the collections as well as on the ageing of the debt. For
that can be disclosed and this sub-process Dell has realized a reduction in process cost, but more importantly process
discussed) E.g. type of pricing efficiency and quality has increased significantly.
detail
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Key differentiators: E.g. what Client gets a higher remuneration, reduction in ageing as well as an ability to handle larger
advantages did client observe volumes during spikes.
while outsourcing RPA Improvement in quality of calls and outcome from calls as all data is available for the caller
embedded IT/BPO deal to your in one place.
Financial) 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
Impact on revenue of your Increase in revenue and better profitability.

Impact on # of FTEs billed for ~30% reduction in FTES for this process.
with this client
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
Finance & Accounting 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

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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

About Mindfields Purpose and Objectives RPA Study

4. How RPA is impacting outsourcing and off-shoring

5. How adopting RPA may impact hiring strategies for buyers

6. A maturity assessment of the key service providers.

7. How organisations can expect to benefit from adopting

8. A suggested approach for organisations to help assess

9. An extensive set of forty live use and case studies

10. What should be optimal Target Operating Model for

We would like to acknowledge the contribution made by

Disclaimer: Accuracy of Information

Driving the next wave of cost rationalisation // i

03 WHAT IS ROBOTICS AND PROCESS AUTOMATION? 6

04 CURRENT STATE OF RPA IN THE MARKET 19

05 THE RPA ECOSYSTEM 22

06 THE IMPACT ON OUR LABOUR MARKETS 29

07 SERVICE PROVIDERS LANDSCAPE 32

ii // SEPTEMBER 2015 // 2015 Mindfields Pty Ltd. ROBOTIC PROCESS AUTOMATION

08 STRATEGIES FOR BUY SIDE CLIENT ORGANISATIONS 41

09 TARGET OPERATING MODEL 52

11 OUR RESEARCH METHODOLOGY 62

12 CASE STUDIES AND EXAMPLES 65

Driving the next wave of cost rationalisation // iii

Figure 2 Functional attributes of a typical RPA platform 9

Figure 3 Operational attributes RPA platform 11

Figure 4 Functional areas where RPA can deliver benefits today 13

Figure 6 Ranking of key verticals with the most potential forRPA 14

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

iv // SEPTEMBER 2015 // 2015 Mindfields Pty Ltd. ROBOTIC PROCESS AUTOMATION

Based on an extensive independent study conducted by A new business model for

2 // SEPTEMBER 2015 // 2015 Mindfields Pty Ltd. ROBOTIC PROCESS AUTOMATION

Redefining hiring strategies In terms of back-office processes and functions,

Significant cost and operational benefits What the future holds

Driving the next wave of cost rationalisation // 3

4 // SEPTEMBER 2015 // 2015 Mindfields Pty Ltd. ROBOTIC PROCESS AUTOMATION

Driving the next wave of cost rationalisation // 5

WHAT IS ROBOTICS AND PROCESS AUTOMATION?

6 // SEPTEMBER 2015 // 2015 Mindfields Pty Ltd. ROBOTIC PROCESS AUTOMATION

Driving the next wave of cost rationalisation // 7

Figure 1 Evolution of RPA

6 months 12 months 18 months TIME

8 // SEPTEMBER 2015 // 2015 Mindfields Pty Ltd. ROBOTIC PROCESS AUTOMATION

Driving the next wave of cost rationalisation // 9

10 // SEPTEMBER 2015 // 2015 Mindfields Pty Ltd. ROBOTIC PROCESS AUTOMATION

Figure 3 Operational attributes RPA platform

Driving the next wave of cost rationalisation // 11

Table 1 Key factors that makes RPA different from traditionalautomation

Robotic Process Automation (RPA) Traditional Process Automation

Technology agnostic Requires no change in existing Dependent on technology infrastructure requires

12 // SEPTEMBER 2015 // 2015 Mindfields Pty Ltd. ROBOTIC PROCESS AUTOMATION

Figure 4 Functional areas where RPA can deliver benefits today

Human Resources Finance & Accounting Customer Services