Intelligent Robotic Process Automation Summit

After an organization decides to take a deep dive into the alluring world of RPA, there are number of challenges which the company faces not just in areas of technology but most importantly around People & Process, my topic revolves around strategies to help set up a evolving governance model for RPA & how to overcome barriers over organization mindset to help deliver your first successful RPA use case.

An experienced Technology leader in digital transformation, Ajay has worked across financial & insurance domain in both large & mid size companies to lead digital transformation & intelligent process automation efforts. With leading enterprise wide technology changes as his core skill, he has help build innovative solutions helping companies in their digital transformation journey. He has a successful track record of service and delivery of Products with a strong emphasis in leveraging Data Management and Process Automation. As a Product owner at TCF Bank in US, he was primarily responsible for developing an overall governance strategy & the IT implementation path for RPA. Currently, he is leading the Data Integration & process automation strategy for Generali Global Health in Toronto to develop next generation solutions for their core insurance processes

Every organization, small or big, wants to implement RPA. Exactly like 20years back when every organization wanted to have a .COM. In my experience from dealing with a complex RPA implementation program since last 2years for a specialty insurer is, the most crucial time is before embarking the journey, the strategy and decisions you make there determines the success of the journey to a large extent. Well, many tend to ignore that simple parable and realize it much later, after spending time, money and getting a lot of frustration in return. And that’s irrespective of the technology and project plan you choose. And this is an experience I am going through. While I talk about strategy’s key role in RPA implementation outcome, another crucial clog in the wheel is AI. We will see how subtle differences make AI stand out from RPA; and what impacts it could make.

IPA is like the Hgh School stage in an organization's Digital transformation journey. Just like in our careers we would normally plan with the end in mind, it is extremely important for an organization to have an endgame in sight. While automation tools (RPA) as we knew earlier are converging as holistic platforms by including state of the art technologies and we know the world is moving towards large

scale digitization, Couple of questions I always hear:
What if IPA fails?
We keep hearing about RPA not having a 100% strike rate for Business Impact!
We will attempt to answer these specific questions today
From the years of experience from physical coding to driving largescale DT programs across industries and speaking with other peers in the industry, I have identified some key ingredients that deliver an effective and successful implementation of IPA - a.k.a – VCPEG encapsulated in CV
The successful implementation of the VCPEG-CV framework ensures that any IPA implementation is a success in any industry
If all of us reflect to our individual learnings, we will realize that all of them fall in the VCPEG framework

The presentation will focus on some of the major reasons behind various forms of friction which can be categorized as follows –
• Resistance to Change,
• Unclear division of Roles between the CoE and IT,
• Provision of robust IT infrastructure and knowledgeable team to facilitate RPA implementation,
• Difference in opinions on choosing the right software.

The presentation will include examples that can be commonly experienced by organizations trying to deploy RPA projects and conclude with some tips and best practices that can help minimize the friction. Discussing how management can help create synergy between the two.

The first step of successful automation implementation is change of mindset and have people involved into change who are going to be impacted by the change. The biggest barrier organizations face is how to steer everyone towards change especially when it is automation as it bring with it, the fear of losing the job. My topic involve around taking internal automation initiatives instead of external, show benefits of being digital inside to employees so that they see merit in automation and more receptive of idea. The best question is ask everyone is Do you think you are more skilled than what you do ? Then why not get rid of it with help of Automation and move up the value chain. It’s all about motivation, change management, setting up digital inside examples, take incremental approach and believing that everything is possible.  The key drives of any internal automation initiative are tools experts, process experts, users, business leader and development team all working with Agile mindset. (I can share a case study about automation in operations without naming the organization)

Ravi Sapra has 20years of experience in Service Operations and Service Management transforming operations of many large organisations worldwide. During his career he has successfully lead many global transformation initiatives for business excellence, operational efficiency, customer experience and most recently with process automation.