Global businesses must cut operational cost and improve agility, and Smart Process Automation - which combines workforce orchestration, RPA and cognitive automation - delivers on this imperative. Experts from HfS Research, WorkFusion and Ascension Health discussed how to solve for business outcomes through more integrated automation technologies. 
 Participants will learn about: - How SPA relates to the HfS Research Intelligent Automation Continuum - How this new breed of automation improves on legacy solutions - The role machine learning plays in SPA - Use cases for SPA in shared services organizations and specific industries - How WorkFusion’s SPA platform delivers - A practical path forward for end users at the enterprise level who wish to explore SPA to achieve their operational mandates View the replay here: ow.ly/RDwv301FeR3

1. The Services Research Company
Getting Smarter with Process Automation
A Webinar Discussion Advancing the Conversation
June 2nd, 2016
Host:
Phil Fersht, CEO & Chief Analyst, HfS Research
phil.fersht@hfsresearch.com
@pfersht #hfsresearch
Web: www.hfsresearch.com | Blog: www.horsesforsources.com

2. Overview:
• 20 years’ business experience in the global IT and business process
outsourcing and shared services industry
• Coined the “As-a-Service Economy” in 2014
• Industry analyst, author, speaker, strategist and blogger
• Advised and cogitated on 100’s of global IT services, BPO and shared
services engagements
• Meddles with the largest global network of enterprise services and
operations professionals
Career Experience:
• Practice Lead, IT Services & BPO Research, Gartner, Inc
• Global BPO Marketplace Leader, Deloitte Consulting
• Consulting Practice Lead, IDC Asia/Pacific
• IT Markets Practice Lead, IDC Europe
Education:
• BS with Honors in European Business & Technology, Coventry University,
United Kingdom
• Diplôme Universitaire de Technologie in Business & Technology from the
University of Grenoble, France
phil.fersht@hfsresearch.com
Phil Fersht, CEO and Lead Analyst, HfS Research

3. • World’s largest taxi company owns no Taxis:
• Uber
• The most popular media owner creates no content:
• Facebook
• Largest accommodation provider owns to real estate:
• Airbnb
• Largest phone companies own no telecom infrastructure:
• Skype, WeChat
• World’s most valuable retailer has no inventory:
• Alibaba
• Fastest growing banks have no actual money:
• SocietyOne
• The world’s largest movie house owns no cinemas:
• NetFlix
• Largest software vendors don’t write the apps:
• Google
• The most popular emerging research firm doesn’t sell research reports:
• HfS
Data is Eating our World!

4. Senior Management Driving Customer First Thinking
Please indicate whether you agree or disagree that Sourcing of external as-a-Service models will be
driven by a “Customer First” strategy
Source: “Intelligent Operations" Study, HfS Research 2016
Sample: Buyers = 371
51%
46%
SVP+ VP and below
Over half of upper management (51%)
view this as impacting sourcing model
change and strategy more than any other
business driver

5. 2020 Vision: The “Intelligent OneOffice” will emerge
from Digital + Automation
The Digitally-Driven Front
Office
Mobile, Social/Interactive, Real-time
actionable data, Design Thinking
Digital Underbelly
Intelligent Automation
of manual processes
Digitization of
documents
IoT
Intelligent Digital Support
Function
Front office-aligned IT, Finance,
HR, Procurement, Supply Chain
Intelligent Digital
Processes
Predictive &
Operational Analytics,
Cognitive.
The Customer-first Digital
Organization
The Enabling Intelligent
OneOffice
The Nervous System,
incepting & Processing
all Inputs
The
Neural System
The
Circular System
© HfS Research 2016 (Proprietary)

6. How enterprise buyers would improve the quality and
outcomes from their current service relationships…
28%
13%
9%
45%
4%
2%
Letting go and giving up more higher-value work to
our service provider(s)
Threatening to entertain competitive bid(s) to force
your current provider(s) to up their game
Bring back more work in-house and improve it
ourselves
Roll out an automation strategy in tandem with our
provider
Bring in a specialist advisor to recalibrate our
relationship(s) and get us on the right course for As-
a-Service
Not a lot – we paid for “cheap and cheerful” and
that’s what we’re stuck with
Source: The HfS Working Summit for Service Buyers, December 2015
(Sample 53 enterprise outsourcing leads)

7. © 2016 HfS Research
Service Providers Overall RPA Activity in F&A BPO as % of Deals
Number of Contracts = 267 Live Contracts in 2015
RPA use focused on IT currently, with F&A in a high
adoption swing
8%
8%
8%
9%
8%
8%
10%
6%
9%
10%
17%
17%
18%
17%
19%
21%
19%
23%
23%
23%
Human Resources
Procurement
Industry-specific Process (i.e. claims
processing)
Sales
Supply Chain and Logistics
Customer Service / Sales Support
Marketing
Finance and Accounting
IT application maintenance & development
IT and Network infrastructure support
Full scale RPA Implementing / using RPA actively
Source: “Intelligent Operations" Study, HfS Research 2016
Sample: Buyers = 371

8. © 2016 HfS Research

9. © 2016 HfS Research
RPA
1.0

10. HfS Research has been writing about Intelligent Automation
for 4+ years

11. Over the last 4 years we have seen the following emerge:
nAn active market for third party Intelligent
Automation (and mixed results for service
provider developed proprietary tools)
nAn increasingly wide spread understanding of
the the base business case for Robotic
Process Automation (RPA) in enterprises and
service providers but continued confusion
over Cognitive
nThe inclusion of Intelligent Automation in new
solution proposals (and almost all
renewals/re-bids)
nEarly adopters of Intelligent Automation
taking a leap of faith in deployments and by
doing so beginning the change the services
industry

12. © 2016 HfS Research Ltd.
But today, the topic of Intelligent Automation is in danger
of becoming overheated, overhyped and confused
nEnterprises and service providers have
become fixated on potentially unattainable %
savings targets
nToo many enterprises are ”Locking down”
processes as they are today rather than
reinventing processes around the technology
nMany Intelligent Automation deployments are
focused on the sub-process (“granular”)
rather than being enterprise-wide (“holistic”)

13. © 2016 HfS Research Ltd.
The HfS Service Buyer Summits…
www.hfsevents.com/new-york-2016

14. © 2016 HfS Research Ltd.

15. The focus on efficiency and effectiveness should be
across the HfS Continuum of Intelligent Automation
trigger based
Characteristic of process
rules based
dynamic language
rules based
standardized language
Structured
Characteristic of data/information
Unstructured without patternsUnstructured patterned
Data Center
Automation:
Runbook
Scripting
Scheduling
Job control
Workload
automation
Process
orchestration
SOA
Virtualization
Cloud services
RPA
Cognitive
Computing
Artificial
Intelligence
BPM
Workflow
ERP
Autonomics

16. What’s Hype versus Reality?
What do you believe to be the most important components of the value proposition for Intelligent
Automation? (Choose Top 3)
Source: "Ideals of As-a-Services" Study, HfS Research 2015
Sample: Total = 716; Enterprise Buyers = 178; Advisors/Consultants = 176; Service Providers = 372
65%
50%
38%
35%
32%
29%
24%
21%
18%
3%
Driving more predictability and higher quality in the processes
Speeding up the time to complete the processes
Freeing up staff to move to different projects
Reducing costs on a continual basis, beyond the scope of the contract
Creating more reliable data sets for analytics
Increasing the standardization of processes
Enabling us to move to business-outcomes vs. FTE pricing
Eliminating staff positions
Increasing control/visibility of end-to-end processes
Gaining a competitive advantage in my industry

17. What does
“Smart”
mean?

18. 18

19. SPA combines all of the tools necessary to automate a complex
business process from end to end:
OCR
Web
Scraping
Text
Analytics
Info
Extraction
Machine Learning-enabled solutions
to replace previous generation tech
Business Process
Mgmt.
Robotic Process
Automation
Foundational capabilities to turn IT
projects into business initiatives
Orchestration of
Human Labor
Tools to find the best workers, and send the
work to just the right person via great UX
Cognitive
Automation
Shift cognitive load to machines,
re-deploy human workers to high-value work
Insights
Don’t speed up the process, refactor the process

20. It’s important to understand the type of manual work that
“Robotics” and “Cognitive” each automate:
Hand work
Robotics
“aka” RPA
i.e. entering data from one
application into another
Head work
Cognitive
Automation
i.e. extracting information
from unstructured sources

21. Cognitive automation uses machine learning (ML) to train on a process
by watching humans on a worker interface:

22. The ML-powered cognitive approach learns and improves
algorithm accuracy as more data comes in.
Source
the data
Producethe
output
Create the model Refine the model

23. CASE STUDY
Global financial institution achieves 80% smart automation and
100% compliance for a invoice process
1
Situation
§ A global financial institution was manually
reviewing and approving a sampling of
vendor invoices
§ Only 10% of thousands of invoices were
reviewed due to resource constraints
§ Each invoice required 5-8 mins of human
work
Approach
§ WorkFusion’s human-in-the-loop OCR
improved accuracy to over 99%
§ Robotic automation deployed for desktop
UIs
§ Machine learning (ML) cognitive
automation deployed for categorization and
extraction work
§ Exceptions automatically escalated to
humans for processes and continuous
algorithm optimization
Results
Smart Process
Automation Rate:
80%
Achieved
Accuracy Rate:
99.6%
Projected FTE
Reduction in 2016:
55%
Smart
Automation
80%
100%
80%
60%
40%
20%
0%
Initial State Robotics Cognitive Human
30%
cognitive
automation
5%
human worker
UX improvements
Target State of Invoice Process (Traditional RPA vs. WorkFusion)
45%
robotic
automation
25% Additional Gains
via OCR + Digitization
20% Traditional RPA
Achieved To-Date Target State

24. Questions?
adam@workfusion.com

25. What does
“Smart” mean
in 2 years’
time?

26. What does
“Smart” mean
to the
Enterprise?

27. How important is
Natural Language
Processing to the
evolution of
automation?

28. What has to change to
make this a reality?
(In technology, enterprise
behavior, the market
overall, the economy)

29. Is Intelligent Automation the Place to Start?
What is the most impactful timing to begin these actions?
16%
19%
18%
19%
20%
24%
21%
23%
28%
31%
33%
33%
32%
30%
34%
34%
33%
30%
32%
29%
26%
30%
28%
26%
18%
15%
11%
13%
16%
12%
10%
12%
5%
6%
6%
7%
5%
4%
7%
4%
Replace your existing (legacy) service provider(s)
with “As-a-Service” driven providers
Accomplish creative problem solving / "Design
Thinking"
Retrain existing internal operations talent to
redesign processes
Invest in specialized change management support
to reorient operations staff
Invest in internal IT talent to help us migrate away
from legacy systems
Invest in effective analytics tools & skill
Identify / hire a transformational leader / change
agent
Invest in intelligent automation
Now Within the next year Within 3 years Within 5 years Never
Source: “Intelligent Operations" Study, HfS Research 2016
Sample: Buyers = 371

30. What types of skills do we need now versus the
future?
To what extent are the following talent requirements increasing in importance,
in order to gain more value from your operations? (Increasing significantly)
32%
34%
34%
36%
36%
39%
27%
27%
29%
27%
29%
36%
Analytical prowess to improve operations /
productivity
Exploring new ways of partnering across the
services ecosystem
Understanding / using digital technology to
improve business performance
Proactively identifying new ways of doing things
that break old habits
Understanding / using automation to improve
business performance
Defining business outcomes
VP and Below SVP +
Source: “Intelligent Operations" Study, HfS Research 2016
Sample: Buyers = 371

31. Where do we see
greater value?
Software or the
services around it?

32. About HfS Research
We coined the As-a-Service Economy term because we see a profound change under way that is more all-encompassing than
a simple business model or product line. It's a global shift that will leave few sectors of business or society untouched.
To help our clients and the market get to the As-a-Service Economy, we serve the strategy needs of business operations
and IT leaders across finance, supply chain, human resources, marketing, and core industry functions in organizations
around the world. HfS provides insightful and meaningful analyst coverage of best business practices and innovations that
impact successful business outcomes, such as the digital transformation of operations, cloud-based business platforms,
services talent development strategies, process automation and outsourcing, mobility, analytics and social collaboration.
HfS applies its acclaimed Blueprint Methodology to evaluate the performance of service and technology in terms of
innovating and executing against those business outcomes.
HfS educates and facilitates discussions among the world's largest knowledge community of enterprise services
professionals, currently comprising 100,000+ subscribers and members. HfS Research facilitates the HfS Sourcing
Executive Council, the acclaimed elite group of sourcing practitioners from leading organizations that meets bi-annually to
share the future direction of the global services industry and to discuss the future enterprise operations framework. HfS
provides sourcing executive council members with the HfS Governance Academy and Certification Program to help its
clients improve the governance of their global business services and vendor relationships.
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