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Internal Audit, Risk, Business & Technology Consulting

TAKING RPATO THE NEXT LEVEL

How companies are using robotic process

automation to beat the competition

2019 RPA Survey Results

© 2019 Protiviti Inc. An Equal Opportunity Employer M/F/Disability/Veterans. Protiviti is not licensed or registered as a public accounting firm and

does not issue opinions on financial statements or offer attestation services. All registered trademarks are the property of their respective owners.

TODAY’S PRESENTER

2

Tony Abel Managing Director

Global Head of RPA

Tony is a distinguished consulting executive with qualifications achieved through

experiences in industry, management consulting and outsourcing environments.

Tony has particular strength in business transformation focusing on digital, cost

reduction, risk, and compliance initiatives. He has been providing business

transformation solutions to Fortune 100 companies for 20+ years across a variety

of industries.

SURVEY DEMOGRAPHICS



FUNCTION

4

Chief Information Officer 5%

Chief Technology Officer 5%

Board/Board Member 5%

Chief Marketing Officer 4%

Chief Operating Officer 4%

Chief Financial Officer 3%

Chief Digital Officer 3%

Chief Data Officer 3%

Chief Analytics Officer 3%

Chief Risk Officer 3%

Chief Compliance Officer 3%

Chief Audit Officer 3%

Chief Executive Officer 3%

Chief Strategy Officer 3%

Executive reporting into C-level 50%

Information technology 25%

Finance and accounting 11%

Marketing and customer relationships 9%

Sales/business development 9%

Human resources 7%

Risk management/compliance 6%

General management/line of business management 6%

Innovation, R&D, product development 5%

Procurement/sourcing/supply chain 4%

Operations/manufacturing 4%

Data and analytics 4%

Legal and administration 3%

Internal Audit 3%

Strategy and planning 3%

Regional/country management 1%

Executive Function Function (if “Executive reporting into C-level”)



INDUSTRY

5

18%

17%

16%16%

10%

9%

7%

5% 2%Energy and Utilities

Manufacturing & Distribution

Financial Services

Technology, Media & Communications

Retail

Healthcare Provider

Consumer Products

Healthcare Payer

Healthcare Payer & Provider



HEADQUARTERS

6

NORTH AMERICA 50%

U.S. 40%

Canada 10%

EUROPE, MIDDLE EAST, AFRICA 30%

U.K 7%

Germany 7%

Italy 5%

France 5%

Netherlands 3%

UAE 3%

ASIA-PACIFIC 20%

Japan 5%

Singapore 3%

India 3%

Hong Kong-SAR 3%

China 3%

Australia 3%



SIZE OF ORGANIZATION

7

$100 billion or more 2%

$75 billion to $99.9 billion 3%






$500 million to $999 million 22%

Organizations outside of financial services

industry – By gross annual revenue in U.S.

dollars

More than $500 billion 29%

$100 billion to $500 billion 31%

50 billion to $99.9 billion 10%



Financial Services Industry – By assets under

management in U.S. dollars



SURVEY PARTICIPANTS

Leaders Intermediaries Beginners

8

32% 41% 27%

MARKET MATURITY



RPA STAGE BY INDUSTRY

74%

74%

71%

68%

47%

44%

26%

26%

29%

32%

53%

56%

Consumer Products-Retail

Manufacturing-Distribution

Energy-Utilities

Healthcare

Financial Services

Technology-Media-Telecommunications

In Two Years

87%

85%

87%

84%

67%

67%

9%

12%

12%

15%

29%

29%

Energy-Utilities



Healthcare

Financial Services


Now

Planning/Implementing Maturing/Advanced

Maturity levels vary significantly by industry, with technology companies and financial service

companies at the most advanced levels. All industries do however expect to make significant

progress in the next two years.



ANNUAL RPA SPEND

By RPA Maturity Level

0.18%

0.12%0.11%

0.10%

0.05%

0.03%

Beginners Intermediates Leaders

$923,000 $3.9 million $10 million

As a Share of Revenue


Financial Services


Healthcare


Energy-Utilities

Expenditure levels increase with level of maturity. Many organizations that are starting to

make a significant investment still classify themselves as beginners.

BENEFITS OF RPA



THE BENEFITS OF RPA

Reduced

ErrorsAudit TrailHIGHER QUALITY

24/7/365 Value-AddPRODUCTIVITY

INCREASE

Low Startup

CostROICOST REDUCTION

Quick to

Implement

EASE OF

IMPLEMENTATIONNon-Invasive

Technology

Scalability and

Flexibility

Insights and

Analytics

Enhanced

Processes

Eliminate

Repetitive Work

13

Historically, there have been only a handful of benefits commonly associated with RPA.



BIGGEST BENEFITS OF RPA USE BY MATURITY LEVELWhile early stage organizations mainly target productivity, results show that as organizations

mature within their RPA programs they progress to understand the broader range of benefits.


Increased productivity 24% 23% 18%

Better quality 12% 17% 17%

Stronger competitive market position 10% 16% 18%

Higher customer satisfaction 10% 14% 10%

Greater speed 10% 11% 11%

Greater employee satisfaction from elimination of mundane tasks 4% 6% 12%

Improved compliance 8% 6% 4%

Fewer errors 5% 3% 8%

Higher revenue generation 9% 3% 1%

Reduced costs 8% 1% 1%



BIGGEST BENEFITS OF RPA USE BY INDUSTRYThose industries more advanced in RPA are also showing a more diverse set of benefits,

confirming that as the maturity of automation advances within an industry or organization they

are finding more opportunities to apply the capability and pull additional value levers.

Weighted average for importance of RPA benefits by industry. The average was derived by assigning a weight of 3 to the top benefit, 2 to the second most important benefit,

and 1 to the third most important benefit, then dividing by the number of weights (6) and multiplying by 100.

Financial

Services

Technology-Media-

TelecommunicationsHealthcare

Energy-

Utilities

Manufacturing-

Distribution

Consumer

Products-Retail

Increased productivity 19% 19% 22% 24% 23% 23%

Better quality 11% 21% 16% 13% 18% 15%

Stronger competitive market

position18% 15% 13% 16% 14% 15%

Higher customer satisfaction 12% 12% 14% 10% 10% 12%

Greater speed 8% 10% 9% 11% 14% 10%

Greater employee satisfaction from

elimination of mundane tasks11% 5% 6% 5% 8% 8%

Improved compliance 6% 6% 5% 6% 4% 6%

Fewer errors 6% 5% 6% 6% 5% 4%

Higher revenue generation 5% 4% 6% 5% 3% 4%

Reduced costs 4% 3% 3% 4% 1% 3%



REVENUE GROWTH FROM PRA

75%

70%

88%

75%

79%

68%

71%

90%

82%

6%

20%

38%

14%

17%

17%

19%

33%

33%

Beginners

Intermediates

Leaders



Energy-Utilities

Healthcare


Financial Services

Percentage of respondents indicating moderate, large or very large increases now and expected in two years.

Ind

us

try

RP

A M

atu

rity

Past Year In Two Years

While lower on the list of benefits, leaders are progressing to apply RPA to processes that

support revenue growth, in addition to productivity, cost reduction and quality



84%

78%

94%

82%

80%

77%

88%

89%

93%

6%

31%

56%

17%

26%

29%

30%

40%

54%

Beginners

Intermediates

Leaders


Energy-Utilities

Healthcare


Financial Services


COST REDUCTIONS FROM RPA

Ind

us

try

RP

A M

atu

rity

Percentage of respondents indicating moderate, large or very large decreases now and expected in two years. Past Year In Two Years

Even though leaders are experiencing benefits in a numbers of areas, they are still seeing

the most in cost reduction (compared to others). However, across industries and levels of

maturity, organizations are expecting to equally benefit from cost reduction.



TOP FIVE RPA BUSINESS CASE CRITERIA

Better quality

79%

Speed to market

75%

Faster process speeds

74%

Greater employee engagement

from less repetitive activities

73%

Reduced need to hire

employees in future

73%

Percentage of respondents that ranked each criterion as considerably or very important.

Although respondents ranked five business case criteria as very important, most fall off

quickly when compared to productivity.



WHO IDENTIFIES AND APPROVES RPA OPPORTUNITIES


Ide

nti

fyin

g

A team/committee charged with identifying and/or approving RPA/artificial intelligence

projects 7% 19% 46%

RPA/artificial intelligence specialists in business units or functional departments 3% 12% 15%

Data and analytics teams 2% 12% 12%

IT professionals in a centralized IT department 41% 29% 11%

Business performance improvement teams 18% 15% 4%

Heads of business units or functional departments 16% 2% 3%

General staff in business units or functional departments 2% 2% 3%

IT professionals in business units or functional departments 13% 4% 3%

RPA/artificial intelligence specialists in a centralized unit 0% 5% 3%

Ap

pro

vin

g

Heads of business units or functional departments 61% 54% 34%

IT professionals in a centralized IT department 22% 16% 5%

IT professionals in business units or functional departments 4% 0% 1%

A team/committee charged with identifying and/or approving RPA/artificial intelligence

projects 3% 15% 32%

RPA/artificial intelligence specialists in business units or functional departments 3% 3% 11%

Business performance improvement teams 3% 4% 2%

General staff in business units or functional departments 3% 6% 9%

RPA/artificial intelligence specialists in a centralized unit 0% 2% 3%

Data and analytics teams 0% 1% 3%

Percentage of respondents indicating each group as involved in identifying and approving RPA projects.

Almost half of leading organization are aligning on RPA opportunities through cross-functional

committees, where others tend to be isolated in a particular department or functional area.



BUSINESS FUNCTIONS INVOLVED IN CREATING RPA BUSINESS CASE

27%

12%

11%

56%

20%

24%

58%

16%

17%

12%

54%

42%

48%

86%

13%

15%

19%

44%

74%

81%

97%

Procurement

Supply chain

Human resources

Operations

Finance/accounting

Project management

IT

Leaders Intermediates Beginners

Making the case for RPA is a critical success factor and we’re seeing that IT is playing a

heavy role in this, perhaps due to their experience in business case development.

APPLICATION OF RPA



BUSINESS FUNCTIONS EMPLOYING RPAWhile Beginners are expecting to gain traction in the next two years, organizations don’t

expect to see significant changes in the distributed deployment of RPA across multiple

business departments.

22

1%

3%

3%

3%

4%

3%

5%

5%

5%

9%

17%

30%

20%

24%

23%

27%

32%

30%

30%

29%

43%

33%

39%

39%

46%

41%

37%

48%

46%

47%

56%

66%

Human Resources Management

Operations/SupplyChain Management

Auditing/Compliance

Strategy/Planning

Risk Management

Sales/Business Development

Finance

Product Development/Research and Development

Quality/Process Improvement

Marketing/Communications

IT Management

5%

8%

10%

11%

8%

10%

11%

11%

11%

9%

14%

17%

22%

24%

24%

24%

25%

30%

30%

30%

38%

46%

Human ResourcesManagement

Operations/SupplyChain Management

Auditing/Compliance

Strategy/Planning

Risk Management

Sales/BusinessDevelopment

Finance

Product Development/Research and Development

Quality/ProcessImprovement

Marketing/Communications

IT Management

In Two YearsNow

Leaders

Intermediates

Beginners



23%

24%

28%

30%

30%

32%

37%

37%

40%

40%

Inability to prioritizepotential RPA initiatives

Concerns about cybersecurity/data privacy

High implementation costs

Difficulty in scaling applications

Making a convincingbusiness case

Difficulty in decidingon best applications

Regulatory constraints

Aversion to risk

Limited RPA skills/talent

Little sense of urgency

TOP OBSTACLES TO ADOPTING RPA

Organizational Technological Financial and Regulatory

While many organizations are enjoying the benefits of RPA, others are still highlighting

obstacles standing in the way



Opportunity

Selection

RPA DELIVERY LIFECYCLE

Center of

Excellence

Design

Build / Test

Deploy

Operate

Foundations

Business

• Strategy

• Governance

• Sponsorship

• Business Case

Technology

• Infrastructure

• Security Policy

• Software

• Change Management

Drives the change,

responsible for the

quality of each

element, & provides

the necessary

expertise to deliver an

effective RPA program

24

A structured approach to deploying RPA can alleviate many of the obstacles that are otherwise

standing int the way.

PEOPLE



HOW BUSINESSES DEVELOP RPA TALENT

2%

44%

9%

33%

3%

41%

26%

4%

33%

16%

29%

13%

49%

46%

1%

3%

30%

40%

51%

53%

71%

Not developing RPA talent andskills

Outsource RPA work tocompanies or individuals

Partner/work with universities

Recruit new talent from outside

Have IT professionals trainnon-IT employees

Partner/work with consultingcompanies or technology providers

Develop internal talent throughformal training programs

Leaders Intermediates BeginnersPercentage of respondents using each method to obtain RPA specialists.

RPA leaders develop their RPA talent internally and more often than not with the assistance

of one or many consulting organizations.



WHERE RPA PROFESSIONALS ARE HOUSED

12%

46%

38%

3%

1%

2%

20%

37%

21%

20%

7%

16%

28%

29%

20%

All RPA staff reside in businessdivisions or units

Most housed in business units ordivisions, with some central

department RPA professionals

A central department with someRPA professionals housed in

business units or divisions

Mostly in a central department orcenter of excellence that has broad

expertise in automation such asmachine learning and deep learning

Mostly in a central department orcenter of excellence focused

exclusively on RPA

Leaders Intermediates BeginnersPercentage of respondents indicating each structure as the primary one for its RPA professionals.

Cen

trali

zed

Decen

trali

zed

All RPA staff reside in business

divisions or units

Most housed in business units or

divisions, with some central

department RPA professionals

A central department with some RPA

professionals housed in business

units or divisions

Mostly in a central department or

center of excellence that has broad

expertise in automation such as

machine learning and deep learning

Mostly in a central department or

center of excellence focused

exclusively on RPA

RPA practitioners are mostly focused in centralized teams. Their highest concentrations are

in centralized teams that are also delivering other next generation automation capabilities.



RPA IMPACT ON EMPLOYEES BY MATURITY LEVEL

Leaders continue to invest in their existing employees to grow RPA talent and transform roles.


Many employees are worried that their jobs will be displaced by automation 63% 67% 68%

Since RPA will handle basic activities, staff skills will become more

analytical, interpersonal and strategic52% 64% 71%

Our organization works closely with employees to understand and address

their concerns about RPA55% 63% 67%

Our management teams are open and transparent about all plans

to use RPA55% 59% 64%

Our RPA implementation strategies include plans for training, developing,

hiring and redeploying staff46% 59% 68%

Most employees working with RPA are happy that mundane tasks have

been automated57% 47% 52%

The use of RPA has or will eliminate a substantial number of jobs

in our company48% 44% 51%

We are facing a significant shortage of staff that can help implement

and maintain RPA70% 38% 34%



RPA IMPACT ON EMPLOYEES BY INDUSTRYEmployees that are concerned about job displacement are in industries that have a history of

eliminating jobs for automation while ongoing internal training and development are viewed as

a top priority by employees with the leading RPA industries.

Financial

Services

Technology-Media-

Telecommunications Healthcare

Energy-

Utilities

Manufacturing-

Distribution

Consumer

Products-Retail

Many employees are worried that their jobs

will be displaced by automation 61% 58% 71% 67% 71% 68%

Since RPA will handle basic activities, staff

skills will become more analytical,

interpersonal and strategic

76% 72% 67% 55% 60% 50%

Our organization works closely with

employees to understand and address their

concerns about RPA

65% 67% 62% 64% 62% 55%

Our management teams are open and

transparent about all plans to use RPA 54% 60% 51% 63% 66% 63%

Our RPA implementation strategies include

plans for training, developing, hiring and

redeploying staff

64% 65% 58% 50% 60% 54%

Most employees working with RPA are happy

that mundane tasks have been automated 53% 63% 59% 49% 36% 50%

The use of RPA has or will eliminate a

substantial number of jobs in our company 57% 46% 48% 44% 44% 46%

We are facing a significant shortage of staff

that can help implement and maintain RPA 46% 29% 51% 47% 51% 47%

Percentage of respondents who slightly or strongly agree with each statement.

IMPLEMENTATION



RPA JOURNEY AT A HIGH LEVEL

Create a Proof

of Concept

Initiate the

Program

Set an Implementation Plan

Operate and Monitor

Organize

Resources

Assess

Opportunities

Deploy a Pilot

These are the key milestones all organizations with RPA programs progress through. They

also continue in a cycle for new areas of the organization that adopt RPA programs.



Analyze and track the cost effectiveness of each RPA application 42%

Leverage the ecosystem of RPA partners, suppliers and consultants 41%

Make sure you have a plan and budget for ongoing maintenance 40%

Ensure you are using the right application for the processes within your enterprise 39%

Develop and communicate a clear RPA business plan and strategy 38%

Develop a workplan that ensures collaboration between the technology and operating teams 36%

Analyze processes and make them as efficient as possible before automating them 34%

Make sure the application is scalable and could support advanced AI technologies 34%

Assess the cybersecurity and data privacy risks of the planned RPA application 29%

Ensure you invest in the right RPA software 27%

TOP LESSONS LEARNED IN IMPLEMENTING RPA

WRAP-UP



KEY FINDINGS

34

Invest heavily in the technology

RPA leaders are spending five to ten times as

much on RPA as other companies. Failing to

invest sufficiently can damage an organization

as competitors outflank them in efficiency and

effectiveness.

Scale RPA across the enterprise

RPA leaders ensure IT infrastructures can support

the use of the technology across the company and

carefully monitor and maintain each application.

They also ensure the RPA tools they use today will

support the adoption of advanced artificial

intelligence (AI) in the future.

Reap payoffs before everyone else

RPA leaders are far more likely to see

improvements in revenue generation,

productivity and cost reductions than other

companies. And they have the most

aggressive expectations of growth driven by

RPA in the next two years.

Use RPA for much more than

cost savings

They are already putting RPA to use to improve

quality, speed and performance. In the future, they

plan to significantly increase the use of bots in

everything from IT management and marketing to

research and development and product

development

Create business cases that deliver

value in a broad range of areas

RPA leaders are garnering a wide variety of

benefits from these tools. The top three criteria for

their business cases are better quality, speed to

market and faster process speeds.

Tackle employee concerns

RPA leaders thoroughly understand employee

concerns about job disruption. To allay these fears,

RPA leaders explain their plans, communicate with

employees and proactively train staff for more

productive work.



Q&A

35

© 2019 Protiviti Inc. An Equal Opportunity Employer M/F/Disability/Veterans. Protiviti is not licensed

or registered as a public accounting firm and does not issue opinions on financial statements or

offer attestation services. All registered trademarks are the property of their respective owners.

taking rpa to the next level · chief data officer 3% chief analytics officer 3% chief risk officer...

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