Reimagine Finance by Intelligent Automation – Capgemini Talk @ Cognitive Business Automation

FPIA @ CBA| September 2018 © 2018 Capgemini. All rights reserved.
Reimagine Finance
Powered by Intelligent
Automation
Capgemini Talk @
Cognitive Business
Automation
Marek A. Sowa, September 2018

FPIA @ CBA| September 2018 © 2018 Capgemini. All rights reserved. 2
Study results
“Reimagining finance for
the digital age”
Finance Powered by
Intelligent Automation
(FPIA)
Content

Key findings include:
 Automation of the finance function is advancing.
 An elite group of automation “Masters” is leading
the way.
 Bottom-line benefits are the priority today, but
anticipated gains—if realized—could be
transformative.
 A joined-up approach to automation is more likely
to be effective.
 For the most advanced, legacy technologies are
the main impediment.
 Finance’s digital role is enhanced in the most
advanced organizations
 Download the report to learn more, or navigate
through the five sections below for a summary.
Where can I find it?
www.capgemini.com/FPIA
We surveyed 500 senior finance
executives in Europe and North
America, across five industry sectors.

The research
Capgemini asked 500 senior finance executives in Europe and North America and across five sectors about
automation in the finance function.
We found that the automation objectives of many firms stretch far beyond the transactional. First is the digital
transformation of the finance function itself; second is the elevation of its role in the business to a provider of
insights that drive value.
For the purposes of this study, automation is defined
as the application of technologies such as robotic
process automation (RPA), artificial intelligence
(AI), machine learning, and chatbots.
Within the finance function, automation lends itself to
numerous processes, such as invoicing, order
management, payments, journal entry, and many more.
In this context, the term “robot” typically denotes a
software program that drives the automated
execution of a process.
Defining automation

Intelligent automation technologies and techniques
such as AI, RPA, and machine learning are pushing
automation on to the agenda of CEOs in most
industries—and not just to boost efficiency.
About four in 10 survey respondents say their
organization has an enterprise-wide strategy in
place for automation. They expect it to lead to:
 Greater productivity and reduced operating costs
in areas where repetitive processes dominate
 More informed decision making
 Better business insights
 Increased sales
 Greater customer satisfaction
Nearly seven in 10 respondents see the potential for
finance processes to be fully or nearly fully
automated within three years (see Figure 1).
And 43% of finance executives believe that
automation could transform the finance function
from scorekeeper into strategic business partner.
Why automate?
Finance leaders’ expectations of automation are
high. More than half of the survey group—56%—
believe it will be a high-impact development
or the finance function, affecting many of its
workloads.

26% of the sample are ahead of the rest in the
automation of finance processes. They have an agreed
transformation strategy in place to guide finance
automation and have fully or partly automated the
processes covered in the survey (see Figure 2).
The Novices, meanwhile, are the 18% that have no plans
for a finance automation strategy—or have plans but no
strategy yet.
This affects growth: 26% of Masters have had revenue
growth of 10% or higher over the past three years,
compared with only 6% of Novices.
The Masters: Who is best in class?
Masters are more likely to be found in
North America than in Europe. They are most
prevalent among consumer products companies
and least prevalent among firms in the financial
services sector.

We’re still in the early stages of this, so we
are looking at things that are business-rule
driven.”
Violet Desilets, Vice President,
Financial Services and Systems, Staples
What is getting automated?
Many companies are choosing to take an iterative
approach to automation, starting with the processes
that should be easiest to automate.
Why? This approach:
 Provides straightforward and relatively risk-free
opportunities to test and pilot newly acquired
automation technologies
 Means that success in building efficiency and
driving costs out of such processes will help to
make the business case for later, more ambitious
stages of automation.
Perhaps more than other functions, finance involves
the types of repetitive processes, such as accounts
payable, that lend themselves to optimization
through automation.
These processes tend to be where
automation starts.

Masters are automating more than Novices and more than the overall survey sample. Seven in 10, have
fully or nearly fully automated their queries-handling and payments processes, compared with half of the
overall sample and barely 40% of Novices (see Figure 6).
For many, transaction processing is currently the focus for automation. Other finance teams are automating
across a wide range of processes (see Figures 7 and 8).

An enterprise-wide approach
More than eight in 10 Masters—85%, who by definition have
a finance automation strategy—say that the business as a
whole is also pursuing such a strategy (see Figure 9). And
considerably more Masters indicate that automation is led at
enterprise level by a dedicated team (see Figure 10).
Bit by bit
Many finance teams are taking an iterative approach: pilot,
proof of concept, deployment in one or two transaction
processes, and then a staged rollout to other process
categories.
We will start small, and build the planning
capability on top of that, and then we will grow that
out across the function over the next several years.
Thomas Newman, Director of Solutions
Development, General Mills
Roads to transformation

Two other, interrelated challenges of automation are high on companies’ lists (see Figure 13).
One of these is security. But strong governance systems could enable automation to enhance systems and
data security.
Another perceived risk of automation is automated processes going wrong. Several executives we interviewed
say that senior company management is afraid of losing control of key financial processes once large numbers
of robots are deployed.
Strong governance and control is the most effective antidote. For example, human intervention could be
mandatory for certain types of sensitive transactions such as large payments. And robots themselves need to
be monitored and managed.
A premium on governance
A whole series of programs are in
place to audit, monitor, and improve
our cybersecurity defenses. Any
new initiative, including RPA, must
go through that testing process to
ensure that no vulnerabilities are
being introduced.
Thomas Peyton, Vice President,
Service Excellence, Wolters
Kluwer

1. About half of the companies have fully or nearly fully automated individual processes such as queries
handling and payments. Just under half say the same of cash reconciliation, order management, and
invoice raising.
2. A group of automation “Masters” has fully or partly automated these processes. They are confident
about expected returns from automation. More than half (58%) expect automation to generate
maximum benefits for them within three years, compared with just 32% of Novices.
3. Masters expect automation to help finance provide value to other parts of the business. For example,
60% expect that in three years’ time automation will be helping them to improve their customers’
experience, and 55% say it will be helping to unlock new insights that drive value for the business.
4. Masters’ finance automation is closely integrated with enterprise-wide automation efforts, and 85%
say the business as a whole is also pursuing an automation strategy.
5. For the Masters, legacy technologies are the main obstacle to automation. The greater a finance
team’s automation progress, the more likely it is to be satisfactorily addressing talent and skills
challenges but to be running up against technology blockages.
6. About two-thirds (65%) of the Masters say that automation is more advanced in finance than other
functions, and 54% say that finance should play a leading role in driving automation in the
organization. For Masters, finance looks likely to take on an influential role in digital transformation.
1. About half of the companies have fully or nearly fully automated individual processes such as queries
handling and payments. Just under half say the same of cash reconciliation, order management, and
invoice raising.
2. A group of automation “Masters” has fully or partly automated these processes. They are confident
about expected returns from automation. More than half (58%) expect automation to generate
maximum benefits for them within three years, compared with just 32% of Novices.
3. Masters expect automation to help finance provide value to other parts of the business. For example,
60% expect that in three years’ time automation will be helping them to improve their customers’
experience, and 55% say it will be helping to unlock new insights that drive value for the business.
4. Masters’ finance automation is closely integrated with enterprise-wide automation efforts, and 85%
say the business as a whole is also pursuing an automation strategy.
5. For the Masters, legacy technologies are the main obstacle to automation. The greater a finance
team’s automation progress, the more likely it is to be satisfactorily addressing talent and skills
challenges but to be running up against technology blockages.
Our key findings

1. Think automation first. If it is worth changing the process, it is worth thinking about how to change
it sustainably and how automation can help improve outcomes.
2. Standardize to the hilt. Organizations need to review their processes before automating to remove
any differences that have crept in over time. They should not see automation as a solution to areas
where they have failed to standardize.
3. Automate at your own pace, but not in isolation. Keep other departments (beyond IT) updated
on finance’s progress with automation.
4. Be iterative, but think big. Firms with globalized finance may find it useful to roll out pilots across
every region from the start. Plan for AI and machine learning to eventually drive many processes.
5. Generate knowledge from the data. The most effective robots are underpinned by intelligent
knowledge management. Data storage and retrieval are key and should be centralized. Applying AI
techniques to knowledge management will give robots more powerful capabilities.
1. Think automation first. If it is worth changing the process, it is worth thinking about how to change it
sustainably and how automation can help improve outcomes.
2. Standardize to the hilt. Organizations need to review their processes before automating to remove
any differences that have crept in over time. They should not see automation as a solution to areas
where they have failed to standardize.
3. Automate at your own pace, but not in isolation. Keep other departments (beyond IT) updated on
finance’s progress with automation.
4. Be iterative, but think big. Firms with globalized finance may find it useful to roll out pilots across
every region from the start. Plan for AI and machine learning to eventually drive many processes.
5. Generate knowledge from the data. The most effective robots are underpinned by intelligent
knowledge management. Data storage and retrieval are key and should be centralized. Applying AI
techniques to knowledge management will give robots more powerful capabilities.
6. Communicate and educate. Teams can be paralyzed by fear of automation if they don’t understand
it. Senior finance leaders need to communicate clearly. They should not minimize redeployment
prospects, but they should emphasize opportunities for higher-value, more rewarding work.
Eyes on the bigger prize: lessons from the Masters

Study results
“Reimagining finance for
the digital age”
Finance Powered by
Intelligent Automation
(FPIA)
Content

Reimagine the future with
5 senses
We take an ‘automation first’ approach to
understand how technology can help us
see finance world differently
It’s not just about technology
Review and validate impact of technology
on your people and their capabilities
Capgemini’s Finance
Powered by Intelligent
Automation (FPIA)
enables your business to
benefit from solution that
combines automation,
digital platforms, know-
how and people
capabilities
Reengineer processes using
ESOAR methodology
ESOAR redirects resources from repetitive
tasks, towards higher-value business
activity and drives towards best practice
RE
AS
O
Our approach to unlock the value of your finance operations

How to get started?
Reimagine the future with 5 senses of intelligent automation
 Received volumes and trends, process cycle time
 Workload
 Efficiency and effectiveness KPIs
 Business Metrics like DSO, DPO
 Chat bots to get the response to the query
 Collection call / e-mails / SMS
 Procurement or vendor platform to
communicate with the end user
 Resetting a password
 Placing a customer order
 Process AP invoices
 Post Journal Entries
 Perform BS reconciliations
 AR ageing, DSO trends
 Payment terms in AR and AP
 Invoice cycle time, payment process
effectiveness
 Root cause analysis for the process
exceptions, delays
 Gather knowledge on the standard templates, problem
resolutions, exception handling, clients requirements
 Create automated libraries to easily gather, store and use
the knowledge
TALK: Interact
REMEMBER: Knowledge
WATCH: Monitor
ACT: Service
THINK: Analyze
Connecting these ‘senses’ creates the foundation and platform to deliver artificial intelligence

We fuse process expertise with intelligent automation to
create intelligent solutions
Invoice processing – L3
External
Interaction
Process –
Client
Process – CG
Process – VDC
Raise
Invoice
Receive
& scan
Invoice
Perform
OCR
extraction
Complete
Index
Automatic
Index
3 Way
matching
Approve
Send for
Approval
Post
Analyze
Archive
External
Interaction
Process –
Client
Process – CG
Process – VDC
Eliminate
Standardize
Optimize
Automate
Robotize
WATCH:
Monitor
TALK:
Interact
ACT:
Service
REMEMBER:
Knowledge
THINK:
Analyze
R
AS
O
E
Process Structure ESOAR
5 senses

Perform
OCR
extraction
Complete
Index
Automatic
Index
3 Way
matching
Approve
Send for
Approval
Post
Analyze
Archive
Receive
& scan
Invoice
External
Interaction
Process –
Client
Process – CG
Process – VDC
Raise
Invoice
Perform
OCR
extraction
Complete
Index
Automatic
Index
3 Way
matching
Approve
Send for
Approval
Post
Analyze
Archive
External
Interaction
Process –
Client
Process – CG
Process – VDC
Receive
& scan
Invoice
We apply ESOAR to all steps in the process and map them
to 5 senses
Are there any activities that are wasteful / no value? -> ELIMINATE
Are there activities that can be STANDARDIZED?
Can we OPTIMIZE the ERP?
Can we AUTOMATE IT?
Can we apply ROBOTICS?
Is it an interaction?
Is it a service / doing something?
Is it monitoring?
Is it analytics?
Is it an application of knowledge?
R
S
O
E
A
WATCH:
Monitor
TALK:
Interact
ACT:
Service
REMEMBER:
Knowledge
THINK:
Analyze

New
ideas
Proactive monitoring
of expected invoices
Pre-matching –
Invoice vs PO
We apply ESOAR to all steps in the process and map them
to 5 senses
R
S
O
E
A
External
Interaction
Process –
Client
Process – CG
Process – VDC
Raise
Invoice
Perform
OCR
extraction
Complete
Index
Automatic
Index
3 Way
matching
Approve
Send for
Approval
Post
Analyze
External
Interaction
Process –
Client
Process – CG
Process – VDC
Receive
& scan
Invoice
WATCH:
Monitor
TALK:
Interact
ACT:
Service
REMEMBER:
Knowledge
THINK:
Analyze
Archive

We deliver technology rich operating models powered by
intelligent automation
User Interaction
Tools
Monitor
Tools
Service
Tools
Analytics
Tool
KM
Tools
WATCH:
Monitor
TALK:
Interact
ACT:
Service
REMEMBER:
Knowledge
THINK:
Analyze
5 sensesProcess Structure
External
Interaction
Process –
Client
Process – CG
Process – VDC
Raise
Invoice
Perform
OCR
extraction
Complete
Index
Automatic
Index
3 Way
matching
Approve
Post
Analyze
Archive
External
Interaction
Process –
Client
Process – CG
Process – VDC
Tools

How Intelligent Automation can help in traditional
finance challenge?
 Integrate control framework in standard processes
 Improve monitoring and transparency of non-compliance
 Continuous assurance on a global scale
Enhanced Controls
 Focus on lean data delivery and management to ensure the planning
can be done quicker than in a yearly perspective
 Enhanced data analytics
 Reliable and at hand access to the financial data
Improved Planning
 Create customer-centric service delivery
 Improve relationship with third parties
 Provide value for the business
Improved Customer Experience
 Enable sustainable growth in new and emerging markets
 Reduce leakage from order to cash
 Focus on effective working capital management
 Increase coverage and agility in collections
Improved P&L and Cash Flow

Capgemini’s Finance Powered by Intelligent Automation (FPIA)
allows us to reimagine the future of your finance function
Business Outcomes Business Outcomes Business Outcomes
Reimagine C2C
operations
Reimagine R2A
operations
Reimagine P2P
operations
Record to Analyze
 Record
 Report
 Close
 Analyse & Action
Credit to Cash
 Cash Application
 Credit Management
 Collection
 Disputes
Procure to Pay
 Procure
 Invoice Processing
 Problem Resolution
 Happy Customers
 Buy more
 Pay faster
 Happy investors
 High performing BUs
 Trusted ethical company
 Happy buyers
 Save more
 Cost less to support

A global leader in consulting, technology services and digital transformation, Capgemini
is at the forefront of innovation to address the entire breadth of clients’ opportunities in
the evolving world of cloud, digital and platforms. Building on its strong 50-year
heritage and deep industry-specific expertise, Capgemini enables organizations to
realize their business ambitions through an array of services from strategy to
operations. Capgemini is driven by the conviction that the business value of technology
comes from and through people. It is a multicultural company of 200,000 team
members in over 40 countries. The Group reported 2017 global revenues
of EUR 12.8 billion.
About Capgemini
Learn more about us at
www.capgemini.com
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the property of the Capgemini Group.
Copyright © 2018 Capgemini. All rights reserved.
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DGEM for F&A covers technology-rich operating models
that support C2C, P2P, and R2A processes
Grade mix – Can I increase span of control because managers have greater insight?
 What is the impact of the automation on the grade mix? How can we use technology to increase manager’s span of control?
How can we use knowledge to increase capability at different grades?
Location mix – How much can I move straight to the Virtual Delivery Center?
 How does the increased role of automation impact the current location mix? How much work can I transition to the Virtual
Delivery Center?
Competencies – What competencies do both managers and practitioners need to have?
 How should the competencies of the roles/grades evolve in the automation age? How do I ensure that my workforce knows
how automation can enrich and automate their capabilities?
Best-in-class processes – Have I got processes that are lean and efficient?
 Do I have best-practice processes powered by automation with integrated controls and performance measures? Could
automation help me to deliver better outcomes for my customers?
Automation tools and enablers - Do I have the optimal technology strategy?
 What tools are best at doing what? Are we leveraging the full potential of tools and automation? What
 technologies should we own and what should we buy as-a-service? How do I future-proof my technology choices?
Governance model - Does the governance model ensure proper interaction and decision-making?
 Do I have the right business partnership with my vendors? What KPIs should I use to drive performance? Should I expect
roles in the governance model to change? Will automation and efficiency change the span of control?
Pricing and cost allocations - Does my pricing support achieving the business outcomes?
 Does my pricing strategy/cost allocation approach drive the right behavior? How does automation change pricing?
How do I use pricing to increase adoption? How much do I share with my customers?

FPIA deploys the Capgemini Automation Drive Framework to
apply the latest insights into how automation is changing the
way we work
The Automation Drive Suite
FRAMEWORK TOOLS & IP SERVICES
Techniques
Monitor Service Analyze
Work Item Recording & Management
Process
Automation
Service
Orchestration
Build & Test
End User
Experience
Applications
Infrastructure
Business
Transactions
Knowledge
Data Sources
Service reporting
Business outcomes
Sentiment Analysis
Natural Language
Processing
Event
Management
Work item records
User feedback
Monitoring logs
Cognitive Computing
Predictive Analytics
Machine Learning
FRAMEWORK
Interact

 E-catalogs
 PO Flip
 Handling AP invoices (PO, NoPO, electronic)
 Exceptions handling
 Dynamic discounting
 Cognitive AI for mass document capture
 Potential duplicate invoices, payments & transactions
 Use RPA to n payment proposal as pre-defined
schedule & upload payments to Bank portals
Procure to Pay reimagined through five senses
 Expiry of contracts
 Invoice Receipt from key vendors
 Repeated policy defaulters (Purchasing
policy, Vendor master policy, Approval
limit policy PCard policy etc.)
 Vendors with Debit balance
 Vendor compliance (number of invoices
rejected, number of exceptions etc.)
 After the fact / Retrospective PO’s
 Escalation Path
 Payment process
 Processing efficiency and accuracy
 Deliver interaction through AP Service Desk
to handle suppliers queries
 Different channels directed to the different
groups of users to ensure the focus on the
key partners
 Address top queries through query sorter:
Invoice status, Return to vendor, Posting
correction required, Vendor statements
 Increased usage of chat bots to respond to
queries after office hours
 Resolution of T&E queries via chatbots
 Vendor and customer user satisfaction
 DPO
 Days to process an invoice
 Spend analytics
 % of electronic invoices
 % of PO compliance
 On time payment
 Query and exceptions root cause analysis
Knowledge libraries to store the knowledge related
to the in scope service, including
 Budget holders details
 Vendor Master specifics (vendor categories, policies etc.)
 Automated knowledge libraries to capture processing
(invoices, payments) & query resolution
 Policies and procedures
 Exception handling
 Tax regulations and accounting coding knowledge
 Supplier terms, etc.
Interact
Knowledge
Monitor
Service
Analyze

 Handling Cash application
 Customer Credit and Risk Mgmt.
 Resolve exceptions in cash application
 Dispute and query management
 Collections management, including doubtful receivables
 AR ledger trends, per customer
and segment
 Expected Promise to Pay
 Customer behavior in lieu of
receivables; paid and unpaid
 Fraud attempts
 Customer Credit parameters
 Deliver interaction via different channels
directed to the different groups of users to
ensure the focus on the key partners
 Leverage Customer Portal to give your
customer a choice of channels (Virtual
Assistant, Live Chat) to easily address the
queries or raise a claim
 Increased usage of chat bots and
self service channels
 Customer and Retained users satisfaction
 Process efficiency
 Receivable Insights 360:
• DSO
• Ageing of AR
• Bad debts analysis and Write off trends
(per type / customer / employee)
• Dispute root cause analysis
• Insights that aid in business decisions, such as likelihood
of getting paid, working capital outcomes, etc.
 Knowledge libraries to store the knowledge related to the
in scope service, including;
• Customer portfolio specifics (segment types,
collection strategies)
• Business specifics (sales cycles, dispute types, etc.)
 Collection system to manage customer specific knowledge:
• AP contact details
• Communication history
• Customer specific treatment
• Exception handling, etc.
Interact
Knowledge
Monitor
Service
Analyze
Credit to Cash reimagined through five senses

 Preventive controls in upstream processes at source
 Automated preparation and processing of Journal Entries
 Streamlined Sundry Invoicing and Fixed Assets requests
via Block Chain
 Touchless Close activities enabled through scheduled
jobs in line with Calendar
 Automated data / reports generation - including ad-hoc
requests
 Automated data transfer to enable touchless reporting,
if no interface possible
 Automated reconciliation of high volume accounts,
automated identification of the open items
 Proactive review of closing activities
 Monitor data quality and flag issues to End
User for further resolution
 Follow up actions related to R2A processes
 Escalation Path related to R2A processes
 Volumes and workload related to R2A
processes
 Monitor R2A processes bottle necks
and exceptions
 Deliver interaction via different channels
directed to the different groups of users to
ensure the customer satisfaction and the
efficient process (query workflow - Q2R)
 Enable communication between End Users
and Automation Tools / RPA via Interaction
Bots to act on ad-hoc queries to retrieve
data and issue resolution flagged by RPA,
 Use RPA to enable communication between
tools used in R2A processes (example: RPA
As A Glue between ERP, Arria, Transversal)
 Automated review of B / S and P&L to
present figures in various dimensions,
with automatically analyzed trends, initial
commentaries and proposal for correction
postings
 Accounts reconciliation
 Control Analytics
 Process delays root cause analysis
 Analyze ageing of open items identified
during reconciliation
One source of truth for all R2A Processes used by End
Customers, Accountants and Technology. Knowledge
libraries to store the data related to the in scope service,
including:
 Key business user questions and potential
errors resolution scenarios
 International Financial Reporting Standards
 Company Accounting Policies, Control Framework, Process
Documentation,
 Reconciliation, matching rules configured in ReconNET
(secured from alternation by end user)
 Thresholds and pre-agreed rule sets
Interact
Knowledge
Monitor
Service
Analyze
Record to Analyze reimagined through five senses

5 senses changes how we transform
Traditionally we managed process
design through process mapping. We
paid a lot of attention to capturing all
the detail – and trying to standardize
and move to best practice by
eliminating waste.
Now we use the 5 senses to re-
imagine finance operations.
We take more of design thinking
approach and think how we would
automate first to achieve benefits of
automation. Rather than the classic
deconstruction of process steps we
map the activity to the components of
the 5 senses.
Process mapping
Agile Design Thinking

Building an automation-led transformation program is not
just about technology
Record to Analyze
New controller needs to be able to
explore how to use technology to
monitor and analyse
transactions. R2A professionals
need to use interaction tools to
connect better with the business
to understand their questions and
provide better answers.
As automation takes over the basic,
repetitive work, todays’ collectors
should focus on building and
leveraging strategic relationships
within the customer base to
navigate through complex issues.
Credit to Cash
The role of P2P moves away from
manual processing to exception
handling and knowledge capture.
It’s more about analyzing
transactions to improve business
performance.
Procure to Pay
With our Digital Global Enterprise Model (GEM)
we validate impact which automation has on grade mix,
location mix, required competencies and governance to
successfully run and measure your operations.

FPIA @ CBA| September 2018 © 2018 Capgemini. All rights reserved.FPIA @ CBA| September 2018 © 2018 Capgemini. All rights reserved. 30
Why choose Capgemini? Process
Transformation
Technology and
Automation
Finance and
Accounting
operations
Global
Service
operations
experience
Intelligent
Automation
The Artificial Intelligence of your future finance operations!
Covering every step across entire F&A scope
with deep transformation footprint
Spanning the globe, providing massive scale and
geographic flexibility
Supporting the full spectrum of F&A
process and automation design
Automated processes and integrated platform
solutions improve efficiency, increase value and
ultimately enhance customer experience
As the ‘collaborative business experience’ our
DNA is to share and embed our knowledge to deliver
value for our clients
We operate at Global Delivery Network
and we are leaders in providing F&A
services with an outstanding track record in
innovation
We build and deploy assets to ensure we
can deliver accelerated value at a
reduced risk
Our people are different – they are
finance professionals who have built their
experience through delivering finance
operations for the clients who expect
the best

Automation
task force
deployed to
120
engagements
2,500+
use cases
270+
deployments
180+
new client proposals
Influencing
sales
3 in 4 organisations
implementing AI increase
sales of new products &
services by >10%
Engaging the
customer
75% of organisations using
AI enhance customer
satisfaction by >10%
Boosting
operations
78% of organisations
implementing AI increase
operational efficiency by
>10%
Generating
insights
79% of companies
implementing AI generate
new insights and better
analysis
and training
Automation
Academy
6,300
Automation Experts in RPA,
cognitive technologies and AI
300+
IA Evangelists
2,500+
Robots deployed
Capgemini DTI survey – Turning AI into concrete value
products evaluated
More than 75 vendor customer
At Capgemini we are seeing a lot of activity and outcomes
with broad benefits

Reimagine Finance by Intelligent Automation – Capgemini Talk @ Cognitive Business Automation

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Reimagine Finance by Intelligent Automation – Capgemini Talk @ Cognitive Business Automation

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