CASE REFLECTION SUBMISSION

CASE

ROBOTIC PROCESS AUTOMATION STRATEGIC TRANSFORMATION LEVER FOR GLOBAL

BUSINESS SERVICES

Tuhin Sengupta 2235953

Case Study Reflections – Tuhin Sengupta - 2235953

Robotic process automation strategic transformation lever for global business services
This case explores the usage of robotic process automation (RPA) in IT operations. Below points summarize my learnings
through the case:

1. RPA implementation is possible where the task is data intensive, repetitive in nature and the process is rule driven.
2. It does not require to change underlying architecture (both business and technical) or business processes, it just
automate some of the manual processes.
3. RPA has following levels of implementation depending on the needs of the organization:
a. Desktop-based RPAs: This is implanted on desktops, by scripting or recording repetitive tasks performed
by operators.
b. Enterprise RPA: This is implemented on server side to automated repetitive processes by doing simple
configurations.
c. Professional IT Tools/Advanced: this required some amount of coding and/or use of some basic artificial
intelligence to automate some tasks.
d. Intelligent: Here the RPA can use AI to take decision during process automation.
4. RPA can be implemented in organization as tactical solution as well as strategic solution. As we have seen in the
case, XCHANGING used RPA implementation as strategic solution and it helped them positioning in a strategic
business growth position in the marked. On the other hand, WALT needs RPA in its few HR operations as their
business grow – they need to automate some of the on boarding processes etc. Here RPA can be used as a tactical
solution to implement in a specific department and save some cost as well as free up other useful resources.

Let me now share my experience in IT industries. I was part of a large transformation project in an UK based wealth
management company. The company customer on boarding process was divided into 4 parts:

1. Application (offline and online)

2. Verification at back office operation
3. Underwriting
4. Policy issuance

In legacy process, all 4 processes were done in separate departments and they were operated in silos. As part of the
application process, customer would fill up form and submit the necessary documents. Verification was done manually by
back office staff and would check each documents and pass it to underwriting and so on. Any missing documents was
manually identified. This process was automated in new projects. Here, a configuration/setup is created where based on
different application type, input expected document types are mapped. A software InputExcel was install which can intercept
any document submitted, via email, fax or postal, and scan them in digital format, used advanced OCR (optical character
recognition) and identify the documents types. Then it will automatically detects if there any missing document and send
automatic reminder email to the applicant to submit the required document. The software uses various attributes (originator
email id, application id etc.) can match with the original application and link them to application. When the process collects
Case Study Reflections – Tuhin Sengupta - 2235953
all the required document then it forwards to the next department (Underwriting) to further processing. This way the back
office staff was reduced by 80% (2 member team from original 10 members), even though business grown significantly
after adopting online application process. Similarly another verification was for know your customer process (Political
exposed persons, fraud, terrorists origin etc.), which also automated via a new AML software. The exception handling used
pattern matching and AI deep learning to identify the exception decision and automated the decision making for know your
customer process. This increases the STP (Straight Through processing) rate from 30% to 95% - which saved a larges cost
for organization.

RPA has huge potential in the IT operation spaces. If this is used correctly and along with new technologies like AI, machine
learning it can saves costs in operation and reduce lot of manual errors. In today’s world IT is not a separate depart
department in silo, IT should work hand in hand with business operation and should learn and understand the business
processes and use technologies to create values in organization.

In my view, RPA ought to be focused as a strategic upgrade tool and not utilized only to achieve short term targets. RPA
brings in radical change within the organization in terms how it handles the processes. This requires a serious investment
from the organization to build the capability right. It should not be seen as replacement of hu man capital, but rather a
supporting tool. That way human resources can be re-deployed in other departments where they can be better used, not just
a mere data operator to perform repetitive tasks. This improves the employee motivation and they can explore better
opportunities in organization and can have a better career path.

Case Study Reflections – Tuhin Sengupta - 2235953