To better understand the challenges and opportunities to achieve IA deployments of enterprise scale, The Sourcing Change Management Institute conducted the Intelligent Automation Transition & Adoption Best Practices Survey. The survey was designed to gather perspective from the overall RPA/AI community on critical dimensions that impact how an organization reacts to the decision to utilize automation including: Stakeholder Engagement & Management tactics Sponsor Authority & Influence Role of the Automation CoE IA Transition & Adoption tactics IA Resistance Characteristics

1. All
The Foundation for Enterprise Scale
Intelligent Automation Transition &
Adoption Best Practices Survey
™
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2. Organizational Change Management (OCM) has
been identified as a limiter to achieving Intelligent
Automation (IA) enterprise scale. The Sourcing
Change Management Institute believes the
challenge runs deep with significant resistance
across business stakeholders.
The Intelligent Automation Transition &
Adoption Best Practices survey has been
designed to identify and understand specific
dynamics that contribute to successful IA
enterprise deployments and the tactics which
minimize resistance and mitigate risk.
SCM Institute Confidential © 2018 All Rights Reserved
Intelligent Automation Transition &
Adoption Best Practices:
™
The Foundation for Enterprise Scale
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3. Summary of Findings
The Intelligent Automation Transition & Adoption Best Practices
survey identifies multiple existing dynamics which have the
potential to adversely impact the ability to achieve IA enterprise
scale. Survey findings include:
 Engagement of stakeholders early in Intelligent Automation
strategy development are primarily focused on leaders of
Shared Service organizations.
 Tactics to engage business unit and operations Stakeholders
impacted by the IA strategy are passive in nature.
 To date, authority of IA transformation sponsors has
primarily been within Shared Service organizations,
potentially impacting influence to scale across other
business units.
 Transition & Adoption of IA capabilities are challenged by a
lack of role clarity between multiple parties, both 3rd party
and internal.
 Tactics to monitor and mitigate resistance are reactive or
ignored during IA transition and adoption phases.
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4. SCM Institute Observations &
Recommendations
™
 IA leaders should consider the addition of a ‘Co-Sponsor’ for IA
Transformations.
 The combination of a Shared Service leader & an influential
business executive will provide broader authority and visibility to
the IA transformation strategy.
 Establish the IA CoE at the very start and select a leader with
strong communications and management capability credible
and influential with business unit leaders.
 Have the IA CoE leader establish transparency and engagement of
the IA transformation strategy with stakeholders and their team
leaders.
 Develop a comprehensive IA Resistance Map including tactics
to proactively monitor and mitigate.
 IA CoE’s will be increasingly called upon to drive adoption and
achieve enterprise scale. Provide IA CoE members the training
and tools to be successful beyond BOT maintenance.
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 Based on the multi-faceted role of the IA CoE,
organizational design must address non-technical roles
such as governance and adoption.

5. About This Research
To better understand the challenges and
opportunities to achieve IA deployments of
enterprise scale, The Sourcing Change Management
Institute conducted the Intelligent Automation
Transition & Adoption Best Practices Survey. The
survey was designed to gather perspective from the
overall RPA/AI community on critical dimensions
that impact how an organization reacts to the
decision to utilize automation including:
 Stakeholder Engagement & Management
tactics
 Sponsor Authority & Influence
 Role of the Automation CoE
 IA Transition & Adoption tactics
 IA Resistance Characteristics
SCM Institute Confidential © 2018 All Rights Reserved ™
Survey Execution:
Between January 12th and February 16th, the SCM Institute received a total
of 82 responses to the IA Transition & Adoption Best Practices survey
posted on SurveyMonkey.com. The following analysis is based upon these
responses and represents the opinion and recommendations of the SCM
Institute.
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6. Survey Demographics
Despite the hype, the RPA/AI market is relatively young. The high
degree of growth has attracted a broad cross-section of firms and
individuals to meet end user demand. Respondents to the Intelligent
Automation Transition & Adoption Best Practices survey represent
current community demographics.
 Corporate customer represent 35% of the respondent universe
followed by individuals from RPA/AI software platform firms at 26%.
When combined with Service Integrators (21%), the top 3 represent
the vast majority of survey respondents at 82%.
™
35%
26%
21%
6%
12%
IA Involvement
Corporate Customer
Automation Platform
Provider
Service Integrator / Service
Implementation
Analyst / Advisor
Other
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Base = 82 Respondents

7. Early Stakeholder Engagement
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Shared Service leaders were identified as the dominant
stakeholder to engage early by 76% of respondents. IT leadership
(49%) and InfoSec (46%) are a distant #2 and #3.
Overall, there does not appear to be a great deal of focus
to engage Business Unit executives or other internal
stakeholders early in IA strategy development.
7
Q=When implementing RPA/AI in an organization, which of the below STAKEHOLDERS should
be engaged early in development of the automation strategy? .
Base = 82 Respondents

8. Actions to Engage Stakeholders
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™
Respondents identified e-mail distribution as the primary
means to communicate RPA/AI initiatives with stakeholders.
Outside of this single means of engagement, all other identified
tactics show low usage indicating a general passive approach.
 These low scores reflect the apparent desire of many RPA/AI
leaders to maintain a low profile until results and capability of the
intelligent automation POC are validated.
When asked which single action was most effective to engage
stakeholders, respondents shared a dramatically different view.
Formal presentations to company executives and their
leadership teams were identified as very effective to secure
stakeholder support followed closely by individual stakeholder
meetings.
8
Base = 82 Respondents
Base = 60 Respondents
 These results point to more proactive effort on the part of
RPA/AI sponsors to engage stakeholders early in the
automation journey.

9. RPA/AI Sponsor Scope of Authority
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™9
To date, growth and adoption of Intelligent
Automation has been led by Shared Service
organizations. As such, it is not a surprise to see
the scope of authority of RPA/AI sponsors to be
dominated by leaders in these organizations.
However, this can reinforce the impression
Intelligent Automation is primarily a back office
means to gain incremental efficiencies. In addition,
the lack of business unit or corporate sponsorship
challenges the potential to achieve true enterprise
scale.
Individuals leading an IA transformation need to
consider how to best engage the broader
organization and establish the environment for
future expansion upon successful deployment.
Q=When considering the Corporate SPONSOR of the RPA/AI initiative, please indicate this
individuals level of authority or influence.
Base = 80 Respondents

10. Automation CoE Company Integration
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™
Automation Centers of Excellence (CoE) tend to be
formed and introduced after the successful
deployment of a targeted Proof of Concept (POC).
The CoE, largely a team of technical and process
experts formed to model, build and deploy the bot,
then begins to target new process areas to
automate. Not surprising, many times they are met
with resistance.
Survey responses indicate a low level of activity or
focus to engage stakeholders and create awareness
or transparency across the company. When
combined with the results of the scope of sponsor
authority, results potentially indicate a shared
service-centric view of automation.
Q=When establishing an Automation Center of Excellence (CoE) which of the following actions
were used to engage stakeholders and their teams?
10
Base = 79 Respondents

11. Activities associated with successful TRANSITION and
deployment of RPA/AI are viewed as the responsibility of the
Service Partner/Integrator or the Platform Provider.
 Automation CoE’s emerge at this point but are likely technical with
members focused on development versus engaging stakeholders.
 Internal Change Management Offices or use of an OCM
practitioner appear to have minimal involvement at this point in
IA deployment.
IA Transition & Adoption Accountability
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™
Once TRANSITION is complete and initial deployment of the
automation solution is stable and complete, responsibility to
guide IA ADOPTION activities is squarely that of the Automation
CoE.
 Internal Change Management Offices or use of an OCM
practitioner continue to have minimal involvement.
 At 54% of respondents, Service Integration partners have
accountability to support adoption after deployment.
11
Base = 79 Respondents
Base = 77 Respondents

12. IA Operational Resistance
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™12
Business Case Erosion (79%) was the leading area
respondents monitor to assess resistance to RPA/AI
deployment.
 Beyond measurement of business case metrics & KPI’s,
there does not appear to be a consistent emphasis on
monitoring resistance to deployment of RPA/AI.
When asked which form of resistance emerged as the
most significant to deployment of RPA/AI, respondents
identified a much broader resistance profile. Stakeholder
escalations led the group at 67% followed closely by
engagement of stakeholder teams (61%) & transition
participation (61%). Overall, all resistance characteristics
other than business case erosion grew substantially.
Base = 76 Respondents
Base = 69 Respondents

13. Next Steps
Based on the results of the Intelligent Automation
Transition & Adoption Best Practices Survey, the
Sourcing Change Management Institute has identified
the following areas requiring deeper and more
extensive analysis to develop effective IA best
practices.
IA Center of Excellence (CoE) Strategic Development &
Execution Best Practices
 Despite rapid adoption of the Center of Excellence
concept, there appears to be multiple skills and
dimensions yet to be effectively incorporated into
the IA CoE operating model.
IA Governance, Risk & Compliance (GRC) Development &
Execution Best Practices
 Governance is considered a sub-activity of the IA
CoE. This represents a significant risk to an
organization as Governance, Risk & Compliance
(GRC) activities must be effectively coordinated
across an enterprise. IA GRC activities must be
aligned and effectively integrated to eliminate
potential gaps and exposure to risk.
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14. The SCM Institute is dedicated to continual development of Transition &
Adoption best practices supporting Intelligent Automation and Sourced IT
services. The SCM Institutes’ methodologies provide a unique operational
framework built to cover the full life cycle and unique needs of individuals
and impacted teams. The methodology features organizational design and
operating models for IA CoE’s and IA Governance as well as multiple tools,
activities, calendars and events to firmly establish a customers internal
capability to achieve sustainable operational excellence.
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About the Sourcing Change Management Institute
www.sourcingchangeinstitute.com
14

15. © 2018 SCM Institute, Inc.. All rights reserved. Reproduction of this
publication in any form without prior permission is strictly prohibited.
Information contained in this report is based on the best available and
reliable resources. Opinions expressed in this report reflect SCM Institute’s
judgment at the time of this report and are subject to change without notice.
SCM Institute, Inc. has no liability for omissions, errors or completeness of
information in this report.
.
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Disclaimer™
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16. Thank you.Thank you.
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