hello and welcome i'm don ung marketing
director for apac region
at uipath i'd like to start my first
question
with ian crouch from reveal group
we often hear from customers they need
help when it comes to scaling out
automation
enterprise-wide what would you suggest
to customers
who are planning to set up a center of
excellence
with an automation operating model
a reveal group has been implementing and
scaling automation programs for more
than five years
and i think one of my observations on
the way
is that the most successful programs
that we've implemented
and that we've seen clients implement uh
where they've
designed and implemented their
automation operating model
very early in the in the days of their
program
i think that so the consequence of that
is we
always recommend to our clients
that the development and the design of
the operating model
is one of the first steps they don't
necessarily have to implement it
entirely
but it's important that it's designed
and then that they can progressively
implement
in a just manner i think that
some of our clients push back and they
argue that it's not the
start you know it's not the time to
invest in an operating model
and my experience these days is that
most of the intellectual property
and most of the artifacts exist so it's
not an expensive
thing to do it's but it's a
really critical thing to do my advice to
to clients that have
that do start out and do start designing
their operating models i have a number
of things
one i very strongly stress the need to
think about the strategy
and work with the executive team at the
outset
and two minutes too often clients don't
engage with the c-suite
and there's not a clear understanding
and agreement as to what the strategy is
that that
is going to provide the overarching
framework for the program
so is a cost is a quality is a customer
service
whatever it is that's really important
to the strategy
in my opinion should really inform the
development of the operating model
a second recommendation i always make is
around platform
it's if you don't start designing and
architecting
and implementing your platform early
it's going to be
you're going to get down the track and
you're going to wish your head
third third recommendation is around
processes
and that's really starting to identify
processes
and building a pipeline of processes
which are really good candidates for
automation
and then out of those processes
identifying just
one or two so i guess of another
recommendation
start small pick out one or two
processes where that can be developed
quickly
and can be implemented quickly and can
deliver real value
because that's going to buy you
breathing space
it's going to buy you credibility and
it's going to help your program be
successful
i would like to ask anyone from lgcns
what are the most important success
factors to consider
when rolling out a robot for every
employee
or if customers are planning to scale
out across
different business units when i started
the rpa task force
for deciding standard rp solution for
easy group
in 2018 i didn't believe the concept of
one robot for one person from uips
because
i thought it was nearly impossible for
my customers to
develop their own robots however
two years later those customers who have
experienced the automation ask for
studio x today
business users want to automate simple
lubricative tasks by themselves
especially when their requests are
rejected by
coe team due to low roi
the sponsorship of the time management
is crucial of course
but the automation experience of
business user
is the most important success factor to
consider
when rolling out a robot for every
employee
now a total of more 100 business users
from three companies in eligible develop
their own rpa process
themselves automation culture is
expanding
more and more adcs suffers education
and source quality management for them
thank you
thanks tom for your question actually
to me the topic is not only a robot for
every employee
but a robot for everyone i believe it
would be happen
in probably within a few years to decade
just like
our mobile phone and laptop 20 years ago
i think for all the organizations um
they must think about
this technology trend right away so that
they can be the
pioneer or the uh first adopter for this
technology
first of all i think um to make it
happen
there are one key point which is um the
management leadership
we need to have a leader who has the
visions to
bring this idea to their team
they must need to know why they need to
adopt now
and how they can adopt this and most
important is um
by adopting this technology i believe
all the organization can
get the kind of um this is
competitiveness
um to differentiate with all the other
competitors
secondly i think it is very important um
to have someone who really understand
this technology including um the
industry
trend as well as the best practices and
change management
so i think there are two options one is
um
internally they can hire a professional
the second option is um they can
consider a external consultant but to me
i think
both have pros and cons to have an
internal consultant
definitely they would know their
organization
a lot better like the companies
directions company solutions and company
initiative
and they can access to the authority and
the
information a lot easier and they are
also
much more familiar with the business i
mean in the internal of the company
however it also means they may not
have some kind of a new idea to bring to
the organizations
the second option is to hire external
consultants
which i think the benefits is um you can
have more
new idea and most important i think
external consultant will know the
technology
and the business process are much better
and they also can bring in
new methodology new process and most
important is the skills on change
management
and the adoption of the technology
moving to our last topic on scaling
if there is a positive effect brought
about by the pandemic
it is highlighting the need for
businesses to scale
and build stronger resilience and
agility
to deal with sudden disruptions so i'd
like to ask anyone
what are your thoughts on using
automation to build resilience
and agility yes
i would like to share a customer story
with an
excellent authority it's a sportswear
startup
and very best growing company in korea
however
the company is not equipped well with it
infrastructure
they don't even have proper erp system
the biggest problem of this company was
that
it was not possible to establish an
accurate
production plan because inventory status
of each shopping mall
was not tasty they choose the
development rpa
before implementing erp system they
improved timelines with rpa by tracking
current
inventories every hour for each in
training were more support systems
in a very short period of time the
inventory became aligned with
cash flow and the accuracy of production
planning
has improved it overall employees are
able to focus more on
marketing campaign or new production
launch
rather than spending time on preparing
reports
or staging inventory data gathering
thank you
i think there's a number of things
businesses can do i think
that certainly i in reveal group
we've been living and breathing
automation for many years now
so we take it we understand why it's
such a compelling technology we
understand the benefits
i think even now it's still and even
post pandemic
it's still not necessarily obvious to
the c-suite
so one of the things that i recommend is
certainly
education educating and engaging
and involving executives and in fact the
broader organization
will really help in terms of the way you
scale your program
i would say that is part of that
education program
don't forget it a lot of organizations
drive their automation programs out of
the business
and they leave it behind i really
strongly recommend that it's involved as
early as possible
and they too are educated in what
automation is and how can be applied
i also think there's a question or
there's a topic around culture
one of the things that i certainly look
for in people
is is people involved in these programs
with a passion for automation
i look for teams
and organizations who are continually
looking for continuous improvement
and ways that they can do things better
and the way they can adopt best
practices
and where they come to these sorts of
programs
just constantly seeking to learn
i know i and reveal group have been
implementing awesome automation programs
as i said earlier for more than five
years but i think
we still learn something new almost
every day
the i guess the other thing in addition
to culture about resilience
i constantly talk about two key factors
speed i'm a real i think one of the real
benefits and one of the real features of
automation
is the speed which can be developed and
implemented
i personally don't like to see
any automations take more than eight to
ten weeks
so i strongly argue about ring fencing
automations and staying within that time
frame
as a vehicle of making sure that sprints
are quick
and you can do that with with automation
technologies and rpa
the other thing i'm very strong on is
value in
every automation you should be looking
to
what's the value the organization is
going to get from doing that work
if you have a constant view about value
and it's a front of mind issue
and you're looking at it you'll get the
value
the organization will get the value and
the organization will see
why the program should be scaled if you
start going off track
program automations take a lot longer
they don't deliver the value
and you're at risk then you'll start to
lose the momentum
and lose the support you need especially
in the
in the dismiss of the coffee 19 crisis
right this
we are all seeing or you know
have become a painfully aware of the
fragility
of our business itself right from the
supply chains or finance
healthcare on it could be some other
critical systems
so a few uh engagement i had when i
speak to uh the cios or the cxo of
our customers right recently their top
of mind is basically
the intention to build back the
businesses
is more resilience especially when
facing the
the business environments that has
become more and more dynamic
and unpredictable yeah so how are we to
support them to build
that more resilient business by
leveraging the uh
the automations so again uh
the automations uh is a journey
right that we are going to build and
establish for our customers
uh from every stages uh
to basically uh bring them for the fully
or the automations into the
organizations so this unit itself is
it has to be set the same vision and the
business goals
and then definitely have to get the same
uh the sponsorship from the cxos
so the end goes of the automation
programs when the best place
is up and running uh throughout the
entire organizations from the business
units across their business functions
uh and uh you know and also the id
organizations
right then the company will be more
mature
right and to be able to best when uh
successfully scale across the
organizations
within a certain period of time
so that is the moment where
the company should upscaling yeah uh
their
their employees right to be basically
more uh
productive to work with the basically
like the robots
right the collaboration with the robots
and
some of the repetitive tasks that
basically they can basically get the
robots to do it
and they can be then they can do some
others a
highly productive task and you know and
for the organizations to basically run
the business
so improve the quality then the the
company and employ productive as well
streamline the entire process across
organizations
the business focus and then the faster
time to markets to basically launch the
product of the services from the company
itself
sandstorm when we talk about business
agility it is all about how quickly a
business can respond to the
environmental
change and also the market change in
order to keep up their complete
competence in the digital age
to us it is not a matter of the company
size
for large organizations they may think
that the time and effort they need to
make the change
would be a lot longer because um the
organization structure
is a lot more complicated for small and
medium
sized companies they may find it easier
because um
they can make quicker decision and the
scale is a lot smaller
however either way to us i think an
agile methodology
that promote addictive planning and
continuous
continuous improvement it's most
important
for them to make changes
to us i think a well-thought methodology
actually can
lay down a good roadmap for them
including um the process discovery
the prioritization of those process and
actually also the evaluation of adopting
a new process
also can help them a lot honestly there
are lots of methodology out there in the
market that they can reference to
they can either get a consultant or
outside
and to help them to adopt this um
actual methodology like fujiswas ourself
actually we have a team of experts who
adopt this kind of
method methodology for us internally and
also we use this methodology to help our
customers
we are benefits from the operational
efficiency gains
as well as well as the cause reduction
throughout this methodology and this
exercise
i think all in all lpa is just a twos
we need a real consultant who can make
changes through their knowledge and
experience
on the tools and the process all in all
we together with ourselves and our
customers to
lay down a roadmap which really can help
them to
move ahead and move forward