5. Finance Performance Days - Building a better . Finance Performance Days Das Forum fr aktuelle Finance-, Controlling-und BI-Themen 20. Oktober 2016 –Stuttgart / 9. November

  • View
    217

  • Download
    1

Embed Size (px)

Text of 5. Finance Performance Days - Building a better . Finance Performance Days Das Forum fr aktuelle...

  • 5. Finance Performance DaysDas Forum fr aktuelle Finance-, Controlling- und BI-Themen

    20. Oktober 2016 Stuttgart / 9. November - Mnchen

  • Seite 2

    Agenda

    Einfhrung 09:30

    Digitalisierung (Robotics) im Finanzbereich (Teil 2) 11:00

    Digitalisierung (Robotics) im Finanzbereich (Teil 1) 09:35

    10:45

    11:45

    Analytics und die zuknftige Rolle der Finanz- und IT-Funktion 12:45

    Die Umstellung im Konzern auf Umsatzkostenverfahren

    Pause

    Schlusswort 13:30

    Business Lunch 13:45

    Pause

    12:00

    5. Finance Performance DayOktober 16

  • Seite 3

    Agenda

    Einfhrung 09:30

    Digitalisierung (Robotics) im Finanzbereich (Teil 2) 11:00

    Digitalisierung (Robotics) im Finanzbereich (Teil 1) 09:35

    10:45

    11:45

    Analytics und die zuknftige Rolle der Finanz- und IT-Funktion 12:45

    Die Umstellung im Konzern auf Umsatzkostenverfahren

    Pause

    Schlusswort 13:30

    Business Lunch 13:45

    Pause

    12:00

    5. Finance Performance DayOktober 16

  • Seite 4

    This session aims at providing an understanding of RPA project leading practice

    5. Finance Performance Day

    Session objective is to share insights of:

    Background on RPA

    Vendor considerations

    Project phases and purpose

    Key activities for each phase

    Deliverables for each project phase

    Milestones and time frame

    Examples from projects

    Lessons learned

    Oktober 16

  • Seite 5

    If you do RPA wrong, it will fail like a white elephantproject everybody talks about but no use case

    5. Finance Performance DayOktober 16

  • Seite 6

    Robotics originated with industrial appliances

    5. Finance Performance Day

    Unmanned ground vehicles

    Laboratory Automation

    Anthropomorphic robots and toys

    Precision-controlled robotic surgery

    Picking, packing, and sorting robots

    Injection molding, machining, and robotic controls

    Sensors and components

    Heavy robotics (aerospace, construction, and agriculture)

    Warehouse automation

    Industrial robotics

    Autonomous marine systems

    Unmanned aerial vehicles

    Commercial inspection robotics (e.g., assembly lines)

    Robotic surgery platforms

    Bionics and exoskeletons

    Humanoid and highly mobile robots

    Solar and semiprocess Robotics

    19501990Early focus on heavy

    robotics for industrial, warehouse, and military

    applications

    19912000Increased focus on unmanned aerial

    and marine vehicles

    20012005Growth in medical and

    Anthropomorphicapplications

    2006-2010Rapid growth in

    anthropomorphic robots and toys, robotic

    surgery and lab automation, and unmanned ground vehicles

    20112014Growth in unmanned

    aerial vehicles for agriculture,therapeutic bionics, and consumer

    applications

    Oktober 16

  • Seite 7

    Nearly half of US jobs may be susceptible toautomation over the next two decades

    Oktober 16 5. Finance Performance Day

    Probation Officers and Correctional Treatment Specialists

    Ambulance Drivers and Attendants, Except Emergency Medical Technicians

    Sales Representatives, Wholesale and Manufacturing, Technical andScientific Products

    Agricultural Engineers

    Telecommunication Line Installers and Repairers

    Police, Fire, and Ambulance Dispatchers

    Court Reporters

    Demonstrators and Product PromotersDental Assistants

    Postmasters and Mail Superintendents

    Tile and Marble Setters

    Painters, Construction and Maintenance

    Transportation Attendants, Except Flight Attendants

    Nuclear Power Reactor Operators

    Real Estate Brokers

    Models

    Credit Analysts

    Bookkeeping, Accounting, and Auditing Clerks

    .25 .50 .75 .95+

    Occupations according to their probability of automation

  • Seite 8

    Myth about RPA

    Oktober 16 5. Finance Performance Day

    All the office work can be automated by RPA

    RPA is primarily useful to cut operational costs

    Robots will eventually replace the majority of my employees

    RPA can be implemented without the support and involvement of the CIO org.

    RPA is the silver bullet for optimizing my admin. and operational organization"

    1

    2

    3

    4

    5

    The easiest way to describe RPA is as software that mimics human behavior.This human behavior should typically be "rule-based" and requires digital inputs for the RPA software to be effective.Terms such as robots, augmented technology and artificial intelligence have however rendered in some persistent myths

  • Seite 9

    RPA impact goes beyond POCs and deployment and needs to be embedded in a holistic approach

    Oktober 16 5. Finance Performance Day

    Org

    an

    iza

    tio

    nla

    ye

    rE

    xecu

    tio

    nla

    ye

    rR

    eso

    urc

    ela

    ye

    r

    Develop and deliver RPA optimized end to end processes to maximize benefits Establish global RPA policies and

    governance framework to support risk management

    Review control frameworks to ensure documentation and testing appropriate for RPA

    Structure the organization to consider new RPA roles to support the business

    Define appropriate local, regional, global structures including shared services and outsourcing

    Define a set of consistent global data standards and common chart of accounts then deploy utilizing RPA with existing systems until future system deployment projects

    Implement RPA single source of data projects

    Define RPA systems and tools strategy to support cross-functional use in front, middle and back office

    Successful programs typically benefit from a constellation of tools

    Consider impacts on existing software contracts and future system implementations

    Develop new RPA frameworks for performance measurement

    Develop RPA COE and continuous improvement program

    Build new competency models considering Robot/Human interactions

    Develop career ladders and job roles for RPA enabled teams for new skill needs

    Adjust talent strategy to new competency models

    Process

    People

    Organization

  • Seite 10

    The delivery & governance models change

    Oktober 16 5. Finance Performance Day

    An intelligent and learning computer system replicates the actions and judgments of the employees and takes over repetitive tasks and processes

    SSC / Delivery unit Manual processing

    Output

    SSC / Delivery unit- Operations Control - Exception Handling

    Automated processing

    Output

    Business

    Old delivery model New delivery model

    Delivery model Governance model

    Business

    The system is monitored and maintained by an operations team, which also adds subjective judgment to difficult cases

    Input / Business need

    Output

    Business

    BusinessInput / Business need

    The governance model is adjusted to fit the shift in delivery model

    IT is a highly important stakeholder but the responsibility for delivery remains with the Service Delivery Manager, in accordance with the process developed by Global Process Owner and with the support of Solution Designer regarding IT enablement

    Service DeliveryManager

    Global Process Owner

    Solution Designer

    [E2E Process]

    Operations

    SSC / Delivery

    unitIT

    Un

    its

    Ro

    les

    an

    d T

    ask

    s

    Manage process execution team including robotic environment

    Updates rules in accordance with process

    Reports on performance KPIs to SSC / Delivery unit head and Function head

    Define the functional IT solutions and enablers

    Supports in more advanced and IT architecture related topics of RPA

    Reports to Function head and IT on process and IT KPIs

    Design / Build Execute Build / EnableFocus:

    Defines the processes

    Defines the RPA process requirements for Solution Designer

    Reports on process-KPIs to Function head

  • Seite 11

    .. and needs to be adjusted accordingly for GBS

    Oktober 16 5. Finance Performance Day

    Service Delivery ManagerGlobal Process Owner Solution Designer

    [E2E Process]

    OperationsSSC / Delivery unit IT

    Un

    its

    Ro

    les

    an

    d T

    ask

    s

    Manage process execution team including robotic environment

    Updates rules in accordance with process

    Reports on performance KPIs to SSC / Delivery unit head and Function head

    Define the functional IT solutions and enablers

    Supports in more advanced and IT architecture related topics of RPA

    Reports to Function head and IT on process and IT KPIs

    Design / Build Execute Build / EnableFocus:

    Defines the processes

    Defines the RPA process requirements for Solution Designer

    Reports on process-KPIs to Function head

    Updated GBS governance model The governance

    model is adjusted to fit the shift in delivery model

    IT is a highly important stakeholder but the responsibility for delivery remains with the Service Delivery Manager, in accordance with the process developed by Global Process Owner and with the support of Solution Designer regarding IT enablement

  • Seite 12

    A Centre-of-Excellence (CoE) structure can provide support for RPA

    Oktober 16 5. Finance Performance Day

    Training

    Develop training material as well as plan and perform trainings

    Certify robotics practitioners

    Solution insights

    Gather, consol

Recommended

View more >