Reduced Cost

  • Robotic FTE’s are much cheaper than traditional FTEs and can work 24 x 7.
  • One robot typically replaces at least 2 traditional FTEs and sometimes as many as 3 to 5 – depending on the process and the robot’s utilization.
  • Robots are trained in the business rules of repetitive clerical tasks and are deployed to drive existing applications and work with existing data so that no costly systems integration and expensive process re-design expertise is required.
  • Robots leverage existing IT frameworks for infrastructure planning and support, security and risk management, and IT governance. Their development requires less IT support than traditional SOA-based process automation, and their operational servicing costs are much lower than those incurred by human FTEs.
  • Robotic projects requires low start up costs and payback is achieved within 1 year.

Increased Process Efficiency

  • Robots can greatly improve the efficiency and effectiveness of a process by eliminating human intervention which can spawn unintended errors or delays. They are 100% accurate. This is a critical source of value creation in processes where even the slightest error can cause significant “delivery noise” (e.g., payroll processing) or where regulatory compliance is critical to business success.
  • By recording every action performed by the robots, a repository of data is available for process performance, which can be used to identify previously undiscovered bottlenecks and create opportunities for further optimization.
  • This fine-grained monitoring also eases auditing and reporting for security and compliance purposes.

Speed to automation

  • It takes days and weeks to automate processes that would normally take months and years using traditional automation approaches
  • Business units can deliver a robotic automation proof-of-concept in a few months, and, having learned the tool, automate subsequent processes in a matter of weeks. This key advantage enables the automation of processes with a short fuse, brief duration, or low strategic value, e.g., for an imminent product launch.

Increased Operational Agility

Operational Agility is defined as the capability to automate local business processes rapidly, react to unplanned business events autonomously and cost-effectively enable business operations to run with greater flexibility and speed. All this should be possible without requiring heavyweight IT support and can be executed within an empowered framework of IT governance and control.

  • Self Build” – no need for specialist IT, the “super users” in operations “train” the robots.
  • A small specialist team from business operations works with the robotic team to train them, manage referrals and continually improve the robots operational performance.
  • The software robots run in a virtual environment and so can be rapidly scaled up and down according to demand and seasonal peaks requirements and quickly respond to fiscal or regulatory change.
  • Operations gain more control and autonomy, reducing their dependence on IT for help with tactical requirements.
  • Business processes are automated by people that know them inside out. No requirements are lost in translation between the business unit and the development team, because the business unit is the developer.

Leverage your talents

Robots are great at repetitive and precise work which follows set rules. On opposite people are great at judgement and interacting with other people, like customers. Many forms of interaction are being performed by machines today that might be better being done by people and vice versa. With the use of robotic automation the robotic FTE’s can perform the work best done by machines, freeing up human resources to engage customers, improve service and innovate with new ideas.

Benefits specific to BPO / SSC providers

Robotic Process Automation is the next wave of innovation and will dramatically change the way business and BPO service providers deal with their customers.

It is expected to have a significant impact on the outsourcing and BPO industries in the next few years as BPO providers and their customer look at further ways to reduce costs and improve profitability.

No longer will a BPO provider’s success be determined by the number of people they can employ – it will all be about output, and who can automate more processes than others.

  • BPO service providers can use robotic automation to shape their delivered processes to support contracts, which quantify new types of created business value. These outcomes, such as increased working capital, reduced Days Sales Outstanding, and improved customer satisfaction scores, are all the more achievable when the underlying processes are more automated and effective.
  • Robots allow the BPO service providers that deploy them innovatively and extensively to create new process solutions that are differentiated. This enables service providers to be more competitive in new work (and re-bids) than service providers which do not use robotic automation. Robots can also be used to improve the workload and type of work that they ask of staff, leading to enhanced job satisfaction and reduced impact from attrition created by job dissatisfaction.
  • Robots give BPO providers a tool with which to deliver innovative services that incorporate the best qualities from human and robotic FTEs.
  • Using robots makes long-term cooperation on BPO contracts much likelier: the provider can choose to keep any robots it has developed, making it much more expensive for the client to take back its human FTEs without the robots.
  • Modular robot components are reusable for other clients with similar platforms, horizontal processes, and/or vertical sectors. Service providers are better able to address buyers’ compliance and security risk concerns by utilizing the extensive auditing and recording features of robots.
  • In addition, robots present an interesting potential for capacity scaling, e.g., by using robots to manage groups of robots.
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