![2
CANDIDATES
DEPRIORITIZE
ROADMAP
DO NOW
Financial impact
Feasibility
FTE capacity affected[1] (indicative)<1 >25
Prioritization of Intelligent Automation Use Cases
Most teams struggle with two criteria in their assessment of potential automation use cases – technical feasibility and
investment volume – both being tightly interlinked
[1] Assuming ~1,000 FTE for the company
Source: goetzpartners
PRIORITIZATION MATRIX CASE EXAMPLE ASSESSMENT CRITERIA
Regulatory requirements2
Time to return on investment4
Steady state improvement5
Investment volume6
FeasibilityFinancialimpact
Technical feasibility1
User acceptance3
Automated configuration
processes
Fault Management
Accounts payables
processing automation
Dynamic Billing
Order management
Synchronizing, deleting
and emptying file folders
Data mining
Automated document
changes
Automated purchase
order creation
Remote monitoring
and management
Automated order
tracking Customer due dilligence
Invoicing & Payment
Automation
AI-based
network planning
Customer data management
Chat-bots for
customer interaction Maintenance Automation
Predictive maintenance
Automated onboarding
of customers](https://image.slidesharecdn.com/goetzpartnersautomationtechnologyselectioncheatsheet-191105061532/85/Automation-Technology-Selection-Cheat-Sheet-2-320.jpg)
![3
Robotic Process
Automation
Machine
Learning
Automation Technology Selection Cheat Sheet
Our battle-proven cheat sheet allows teams to get first guidance for which automation technology is best suited for a given
problem by going through just nine questions
[1] Machine Reasoning consists of a knowledge base, a collection of facts, rules and relationships, and a general-purpose inference engine, mostly supported by Machine Learning (Jerry Kaplan)
Source: goetzpartners
Start
Is the process
digitized, i.e.,
done with
mouse and
keyboard?
Do not start with the automation
project (yet)!
Custom Script
Does it make
financial sense?
Standard
Software
Do process parameters and rules
change frequently?
Machine
Reasoning[1]
Is the problem
big enough?
Can it be fixed
quickly with
own IT
capabilities?
Is there a
commercial off-
the-shelf
solution?
Does the decision tree fit onto one
sheet of paper?
Is the problem
mainly about
narrow
perceiving or
pattern
recognition?
Is the sole focus
on read/write
from legacy
systems without
documented
APIs?
Yes No
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Automation Technology Selection Cheat Sheet
- 1. Automation Technology Selection Cheat Sheet INTELLIGENT AUTOMATION SERIES | NOVEMBER 5TH 2019 | BJÖRN RÖBER & FELIX HORNUNG
- 2. 2 CANDIDATES DEPRIORITIZE ROADMAP DO NOW Financial impact Feasibility FTE capacity affected[1] (indicative)<1 >25 Prioritization of Intelligent Automation Use Cases Most teams struggle with two criteria in their assessment of potential automation use cases – technical feasibility and investment volume – both being tightly interlinked [1] Assuming ~1,000 FTE for the company Source: goetzpartners PRIORITIZATION MATRIX CASE EXAMPLE ASSESSMENT CRITERIA Regulatory requirements2 Time to return on investment4 Steady state improvement5 Investment volume6 FeasibilityFinancialimpact Technical feasibility1 User acceptance3 Automated configuration processes Fault Management Accounts payables processing automation Dynamic Billing Order management Synchronizing, deleting and emptying file folders Data mining Automated document changes Automated purchase order creation Remote monitoring and management Automated order tracking Customer due dilligence Invoicing & Payment Automation AI-based network planning Customer data management Chat-bots for customer interaction Maintenance Automation Predictive maintenance Automated onboarding of customers
- 3. 3 Robotic Process Automation Machine Learning Automation Technology Selection Cheat Sheet Our battle-proven cheat sheet allows teams to get first guidance for which automation technology is best suited for a given problem by going through just nine questions [1] Machine Reasoning consists of a knowledge base, a collection of facts, rules and relationships, and a general-purpose inference engine, mostly supported by Machine Learning (Jerry Kaplan) Source: goetzpartners Start Is the process digitized, i.e., done with mouse and keyboard? Do not start with the automation project (yet)! Custom Script Does it make financial sense? Standard Software Do process parameters and rules change frequently? Machine Reasoning[1] Is the problem big enough? Can it be fixed quickly with own IT capabilities? Is there a commercial off- the-shelf solution? Does the decision tree fit onto one sheet of paper? Is the problem mainly about narrow perceiving or pattern recognition? Is the sole focus on read/write from legacy systems without documented APIs? Yes No €
- 4. 4 Intelligent Automation Journey Thereby, the first phase of each automation journey to create a robust roadmap is accelerated, and the scope for identifying the right solution is widened A AUTOMATION ROADMAP IDENTIFICATION AND PRIORITIZATION OF AUTOMATION USE CASES B LIGHTHOUSE INITIATIVES IMPLEMENTATION OF SELECTED INITIATIVES TO CREATE MOMENTUM C SCALING PROGRAMMATIC SCALING ACROSS THE ENTIRE ORGANIZATION 1-2 months 3-6 months 12+ months Operationalization of automation strategy Vision & Mission Corporate Strategy Automation Strategy Execution Vision & Mission Corporate Strategy Automation Strategy Execution Scaling Vision & Mission Corporate Strategy Automation Strategy Execution Implementation of lighthouses Validation and IMPLEMENTATION of LIGHTHOUSE initiatives through Agile Design Sprints and a structured approach to IMPACT MEASUREMENT and COMMUNICATIONS Programmatic approach to ENABLE THE EMPLOYEES and multiply the implementation of VALUE-CREATING INITIATIVES FACT-BASED assessment of value pools and use cases that are detailed and prioritized in JOINT WORKSHOPS Source: goetzpartners
- 5. CEOs can no longer treat intelligent automation as a side project. It not only lays the foundation of tomorrow‘s competitive advantage but also has a tremendous impact already today. BJÖRN RÖBER PARTNER GOETZPARTNERS “
- 6. 6 goetzpartners at a Glance >350ADVISERS WORLDWIDE EXCELLENT PERFORMANCE For five years running, goetzpartners has received awards as part of the renowned “Best of Consulting” contest (“WirtschaftsWoche”) INDEPENDENT TOP-LEVEL NETWORK PROFOUND INDUSTRY EXPERTISE 14OFFICES WORLDWIDE IN 11COUNTRIES INTERNATIONAL PRESENCE UNIQUE PORTFOLIO ENTREPRENEURIAL THINKING 199125+ YEARS OF UNIQUE GOETZPARTNERS ADVISORY APPROACH SINCE Source: goetzpartners
- 7. 7 Further Reading 1. Deus Ex Machina: How intelligent automation drives competitive advantage 2. Intelligent Automation: How to escape ticket hell 3. How to integrate Intelligent Automation to fully exploit its business potential 4. Reshaping Business Models: Understanding the Benefits of AI 5. Big Data, Bigger Business? Data is the fuel of the future for telco companies
- 8. 8 www.goetzpartners.com FELIX HORNUNG Senior Consultant [email protected] M +49-151-18236034 Contacts DÜSSELDORF Königsallee 60 b 40212 Düsseldorf, Germany FRANKFURT TaunusTurm, Taunustor 1 60310 Frankfurt/M., Germany LONDON goetzpartners securities Limited The Stanley Building 7 Pancras Square London N1C 4AG, UK MADRID Calle Marqués de Urquijo n 30°, piso 1° 28008 Madrid, Spain MILAN Piazza Fontana, 6 20122 Milan, Italy MOSCOW Gagarinsky Per. 25 119034 Moscow, Russia MUNICH Prinzregentenstr. 56 80538 Munich, Germany NEW YORK 250 Greenwich Street, Suite 4620 New York, NY 10007, USA PARIS 19, Avenue George V 75008 Paris, France BEIJING Unit 1601 237 Chao Yang North Road 100020 Beijing, China PRAGUE Melantrichova 17 110 00 Prague 1, Czech Republic SHANGHAI Unit 2104-05 1045 Middle Huai Hai Road 200031 Shanghai, China ZURICH Kantonsstraße 1 8807 Freienbach/Zurich, Switzerland DUBAI Central Park Towers OT 37 Floor 37, DIFC PO BOX 507270 Dubai, United Arab. Emirates BJÖRN RÖBER Partner [email protected] M +49-151-18236034
- 9. Disclaimer This presentation has been prepared by goetzpartners Management Consultants GmbH (hereafter referred to as "goetzpartners") exclusively for the benefit and internal use of the recipient and does not carry any right of publication or disclosure to any other party. This presentation is not and must not be considered as a prospectus. Neither this presentation nor any of its content may be used for any other purpose without the prior written consent of goetzpartners. The information in this presentation reflects prevailing conditions, to the best of our knowledge, as of this date, all of which are accordingly subject to change. In preparing this presentation, goetzpartners has relied upon and assumed, without independent verification, the accuracy and completeness of all information from public sources or which was otherwise reviewed by us. No representation or warranty (express or implied) is given as to the accuracy or completeness of the information contained in this publication, and, to the extent permitted by law, goetzpartners, its members, directors, employees, representatives, and agents do not accept or assume any liability, responsibility or duty of care for any consequences of you or anyone else acting, or refraining to act, in reliance on the information contained in this presentation or for any decision based on it. © 2019 goetzpartners. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means electronic, mechanical, photocopying, recording or otherwise, without the prior written permission of goetzpartners.