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

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At Capgemini’s session entitled “Reimagine Finance Powered by Intelligent Automation,” Marek Sowa (Head of AI and Advanced Automation, Capgemini’s Business Services) will talk about how modern tools, methodologies, and approaches are reimagining finance from being simply a cost driver, to enabling innovative solutions for your organization by leveraging the latest automation mindset. Learn how FPIA supports our clients throughout the entire lifecycle to embed intelligence and drive adoption across their finance operations.

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

  1. 1. 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
  2. 2. 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
  3. 3. FPIA @ CBA| September 2018 © 2018 Capgemini. All rights reserved. 3 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.
  4. 4. FPIA @ CBA| September 2018 © 2018 Capgemini. All rights reserved. 4 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
  5. 5. FPIA @ CBA| September 2018 © 2018 Capgemini. All rights reserved. 5 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.
  6. 6. FPIA @ CBA| September 2018 © 2018 Capgemini. All rights reserved. 6 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.
  7. 7. FPIA @ CBA| September 2018 © 2018 Capgemini. All rights reserved. 7 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.
  8. 8. FPIA @ CBA| September 2018 © 2018 Capgemini. All rights reserved. 8 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).
  9. 9. FPIA @ CBA| September 2018 © 2018 Capgemini. All rights reserved. 9 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
  10. 10. FPIA @ CBA| September 2018 © 2018 Capgemini. All rights reserved. 10 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
  11. 11. FPIA @ CBA| September 2018 © 2018 Capgemini. All rights reserved. 11 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
  12. 12. FPIA @ CBA| September 2018 © 2018 Capgemini. All rights reserved. 12 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
  13. 13. FPIA @ CBA| September 2018 © 2018 Capgemini. All rights reserved. 13 Study results “Reimagining finance for the digital age” Finance Powered by Intelligent Automation (FPIA) Content
  14. 14. FPIA @ CBA| September 2018 © 2018 Capgemini. All rights reserved. 14 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
  15. 15. FPIA @ CBA| September 2018 © 2018 Capgemini. All rights reserved. 15 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
  16. 16. FPIA @ CBA| September 2018 © 2018 Capgemini. All rights reserved. 16 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
  17. 17. FPIA @ CBA| September 2018 © 2018 Capgemini. All rights reserved. 17 Perform OCR extraction Complete Index Automatic Index 3 Way matching Approve Send for Approval Post Analyze Archive Receive & scan Invoice Invoice processing – L3 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
  18. 18. FPIA @ CBA| September 2018 © 2018 Capgemini. All rights reserved. 18 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 Invoice processing – L3 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
  19. 19. FPIA @ CBA| September 2018 © 2018 Capgemini. All rights reserved. 19 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 Invoice processing – L3 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
  20. 20. FPIA @ CBA| September 2018 © 2018 Capgemini. All rights reserved. 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
  21. 21. FPIA @ CBA| September 2018 © 2018 Capgemini. All rights reserved. 2121 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
  22. 22. FPIA @ CBA| September 2018 © 2018 Capgemini. All rights reserved. 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 This message contains information that may be privileged or confidential and is the property of the Capgemini Group. Copyright © 2018 Capgemini. All rights reserved. Rightshore® is a trademark belonging to Capgemini. This message is intended only for the person to whom it is addressed. If you are not the intended recipient, you are not authorized to read, print, retain, copy, disseminate, distribute, or use this message or any part thereof. If you receive this message in error, please notify the sender immediately and delete all copies of this message.
  23. 23. FPIA @ CBA| September 2018 © 2018 Capgemini. All rights reserved. 23 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?
  24. 24. FPIA @ CBA| September 2018 © 2018 Capgemini. All rights reserved. 24 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
  25. 25. FPIA @ CBA| September 2018 © 2018 Capgemini. All rights reserved. 25  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
  26. 26. FPIA @ CBA| September 2018 © 2018 Capgemini. All rights reserved. 26  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
  27. 27. FPIA @ CBA| September 2018 © 2018 Capgemini. All rights reserved. 27  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
  28. 28. FPIA @ CBA| September 2018 © 2018 Capgemini. All rights reserved. 28 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
  29. 29. FPIA @ CBA| September 2018 © 2018 Capgemini. All rights reserved. 29 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.
  30. 30. 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
  31. 31. FPIA @ CBA| September 2018 © 2018 Capgemini. All rights reserved. 31 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

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