Architecture / Capability Planning / Governance / Process Automation
. : Identify
A top banking institution was having difficulty with communicating and positioning the benefits of process automation as a business capability. There was a gap in the understanding of digital process automation (deep and wide), robotic process automation, and digital case management automation types. In addition, it was difficult for the business to understand how to apply various elements since some of the automation allows for Citizen Development which was beyond the scope of their original RPA need.
. : Frame
The organization positioned the solution set as a way to augment or replace human workers. We changed the approach from human replacement to more meaningful work for existing staff and less routine work. We also framed the problem as a quality of delivery issues. These conversations led to further conversations around criteria and organizational models for delivering the four (4) primary digital and robotic process areas. We also helped the organization understand why and how RPA had to be combined with other automation technology to maximize overall value and be able to have accurate compliance reporting.
. : Engage
We worked with technology and associated interested lines of business to understand appetite for organizational needs to position these services as a business enabling capability. We conducted research and multiple workshops to understand the current landscape and opportunities to replace less or un-managed technologies within the organization. We also identified how existing technologies and delivery models would be reshaped.
. : Solve
We provided strategic direction and recommendations on how to position the effort in relation to the enterprise portfolio. The recommendations included a maturity roadmap, delivery model that included federation options, support models, training models, technology options, and communications planning. Technology selection was made and an enterprise center of excellence was created. It was also accepted as a core element to jump start a more formalized Citizen Development program.