Work the way you liveDeloitte Shared Services Conference 2019

Reimagining enterprise-wide automationDavid Wright, Nick Clark and Nadia Shamsad, Deloitte

2 | Copyright © 2019 Deloitte Development LLP. All rights reserved. INTERNAL USE ONLY: NOT FOR FURTHER DISTRIBUTION

Presenters and Facilitators

Dave Wright Nadia ShamsadNick Clark

3 | Copyright © 2019 Deloitte Development LLP. All rights reserved. INTERNAL USE ONLY: NOT FOR FURTHER DISTRIBUTION

• Why Reimagine? 4

• Where do you start? 7

• What limits Reimagination? 10

• Next Steps 18

Contents

WHY RE IMAGINE?

No. of opportunities V

alu

e P

ote

nti

al

Low value opportunities

Hig

h v

alu

e o

pp

ort

un

itie

s E2E Reimagined

Process

Use Case Targeted

Automations

Task-Based Automations

To overcome fragmentation, and to sustain and enhance the business case for automation, organisations can take a number of steps

Characteristics Examples

• Value stream priorities (‘winning capabilities’)

• Re-imagination/Re-imagine

• Orchestration (SNOW, eNate, Appian, Trustportal)

• Digital process-as-a-service

• Global Telco

• Storefront taxonomy (value streams)

• Component libraries

• Platforms (cloud, RPA, orchestration, monitoring,

analytics, services)

• NINA

• RITA

• Optimise execution (delivery lifecycle, quality, unit cost)

• Enabling digital tools

• Component strategy

• Standards, methods

• Operate services

• Global Pharma

• Global

Logistics

US

E

CA

SE

TA

SK

-B

AS

ED

E2

E

Dir

ecto

rM

ark

etp

lace

En

ab

ler

No. of opportunities

Va

lue

Po

ten

tia

l

Low value opportunities

Hig

h v

alu

e o

pp

ort

un

itie

s

Task-Based Automations

E2E Opportunities

Use Case Targeted Automations

Operations R&D Services

Director

Marketplace

Enabler

The most successful organisations are evolving to perform different roles, capturing increasing value through greater sophistication, componentization and orchestration

Evolving role of Automation Programmes & COEs

WHERE DO YO U S TART?

What is your capacity to

?

Least radical& lowest impact

Most radical& highest impact

Least radical& lowest impact Most radical

& highest impact

Re-engineer Re-Invent Re-Imagine

Increment Step-change Transform

What is your aspiration for

What is your scale of ambition?

Least radical& lowest impact

Most radical& highest impact

Increment Step-change Transform

Capacity to

Least radical& lowest impact

Most radical& highest impact

Re-engineer Re-Invent Re-Imagine

Aspiration for

Leading Telecoms Organisation Leading Biotechnology Organisation Leading Resources Organisation

Attempting to deliver a reimagined value stream requires an understanding and appreciation of your aspiration for design and your capacity to change

Delivering Reimagine - Examples

W HAT L IMITS RE IMAGINATON ?

Orthodoxies are pervasive beliefs that often go unstated and unchallenged – they shape strategy and create blind spots

These orthodoxies shape both how we do business now and how we think about creating and delivering future offerings and customer experiences

Articulating implicit and explicit beliefs and purposefully challenging them can uncover new voices that will create or deliver value in new ways

1

2

3

What orthodoxies shape how end users perceive of and interact with our services, offerings and actions?

What orthodoxies reflect how work is done in your industry? What about orthodoxies in other non-profit or commercial organisations that support your industry?

What internal orthodoxies do we have about how we define value, the types of services we provide and how we’re configures to develop and deliver them?

The Fastest Man in the World

In 1904, Curtiss set the land speed record for a motorbike at 63mph

In 1907, on the motorbike pictured, he set the world speed record at 137mph

Existing Orthodoxies

Vehicles need the ability to brake

All healthcare interactions need to be human to

human

What were the existing orthodoxies?

Flipped Orthodoxies

Vehicles DO NOT need the ability to brake

Some healthcare interactions DO NOT need to be human to

human

Existing Orthodoxies

Vehicles need the ability to brake

All healthcare interactions need to be human to

human

What were the flipped orthodoxies?

Flipped Orthodoxies Unlocked Potential

Vehicles DO NOT need the ability to brake

Current braking technology does not limit

vehicle design

Some healthcare interactions DO NOT need to be human to

human

Humans can interact with AI to inform decision making and improve

quality of care

Existing Orthodoxies

Vehicles need the ability to brake

All healthcare interactions need to be human to

human

How did this unlock potential?

NEXT S TEPS

Inp

uts

Ou

tpu

ts

Black box

Inp

uts

Ou

tpu

ts

Inp

uts

Ou

tpu

ts

1 5 2

S T A R T E N D

4 . H OW D O W E R E - IMAGINE T HESE PR OCESS S TEPS?

1 . W HAT D OES T HE C USTOMER NEED? W HAT I S M Y V A LUE PR OPOSIT ION?

W h o i s t h e cu s t o me r?

W h a t do t h e y pe rce i ve a s va l u e ?

W h a t a re t h e ke y i n pu t s a n d o u t pu t s re qu i re d t o de l i ve r ?

3 . W HAT A RE T HE K EY T RANSFORMATION S TEPS?

W h a t a re t h e co re cu s t o me r a n d bu s i n e s s va l u e a dd a c t i v i t i e s ?

W h a t a re t h e a dd i t i o n a l va l u e a dd a c t i v i t i e s re qu i re d ?

H o w ca n w e re s h a pe t h e e s s e n t i a l co re va l u e a dd a c t i v i t i e s ?

W h a t d i g i t a l s o l u t i o n s a re a va i l a b l e ?

W h a t a re t h e pr i o r i t i e s t o ge t s t a r t e d?

5 . H OW D O W E T HINK B I G , S TART S MALL A ND S CALE F A ST?

2 . W HAT A RE M Y A CT IV IT IES?

W h a t a re t h e cu r re n t a c t i v i t i e s do i n g t o da y?

W h a t a re t h e ke y pa i n po i n t s a n d ch a l l e n ge s i n t h e pro ce s s t o da y?

FRAME

DISCOVER & DEFINE

DESIGN

DEVELOP

BUILD &SCALE

The approach to unlocking value and scale in a business environment starts with the customer and leads to a rapid agile implementation

How we approach Reimagination

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