Just as many enterprises were running out of places to find more and more hidden costs they could quickly remedy through (yet) more outsourcing, along came their perfect new toy to unearth costs they had never thought possible to eliminate: RPA.
Yes, folks, this stuff is just the thing to keep you occupied for the next few years to keep your greedy CFOs at bay – and even includes the word “robot” to conjure up images of human work displacement, creating hours upon hours of repetitive (robotic) debate at conferences from people who literally sprung from seemingly nowhere to become lifelong experts in this new dark art.
And, oddly, most of these new RPA maestros seem to be exactly the same people who were hawking the delights of outsourcing just a couple of years ago. Maybe the connection between outsourcing and RPA is a lot closer than we think? So let’s have a gander at the new findings from the 2018 State of Operations and Outsourcing study, conducted with KPMG across 381 Global 2000 organizations, where we questioned operations leaders about their intentions to keep investing in RPA and outsourcing.
This data shows the tranche of operations leaders making significant investments in RPA and outsourcing, sliced by industry sector:
Financial services firms, where outsourcing is most mature, are showing voracious appetites to go down the RPA path
While banks and insurers are showing the smallest appetite (10%) to keep pursuing aggressive outsourcing strategies, they are right at the front of the queue (50%) when it comes to RPA. Insurers were one of the first industries to explore BPO and offshoring twenty years ago, so it’s little surprise that RPA is so appealing to these firms, where they can find completely new ways to mimic highly repetitive, intensive processes, plagued by manual workarounds, using smart software solutions. In addition, many of these firms have been outsourcing back-end processes that have become very stale over the years, and RPA provides the perfect shakeup to rethink how to rework these.
Sometimes RPA provides the perfect catalyst to force an outsourcer to get back to the table to reinvest in their client or risk losing them to a hungrier competitor. Banks have always been a bit weird when it comes to outsourcing – they have tended to move massive amounts of IT development and maintenance work to service providers over the years, in addition to infrastructure, but have been very shy when it comes to BPO, often preferring to move process work into their offshore shared service centers, citing issues around privacy and compliance as their reason to keep it inhouse. It’s surprising that the appetite to explore RPA is so strong (58% making significant investments this year) when you consider that most banks have to comply with various regulations which necessitate a human to oversee pretty much every process that is conducted within their organization. However, with the sheer quantity of legacy detritus plaguing banking IT systems, such as spaghetti code that began its life several generations of programming languages ago, where some of the original cobol guys who started it have since deceased (no joke), and mainframes that really should be moved to one of Kim Jong’s testing sites, RPA can actually help breath new life into fixing some of these processes in a way that can have a massive transformative effect on their operations. (Read our POVs on Banking and Financial Services RPA uptake here to learn what 80 of them are doing, and read here to deep dive into the insurance sector and its attitudes towards automation.
Industries that just need to shed costs as fast as they can to remain viable are aggressively jumping in
Telecom was always a bit late to the game when it came to heavy outsourcing, partially because its systems are so complex and they are so dependent on microtransactions which are very difficult to outsource. However, the high throughput, high-intensive nature of telecom processes places the industry right at the forefront of RPA appetite. With such a strong impetus also on outsourcing, expect to see more of these automation-led outsourcing deals transpire. Utilities firms, on the other hand, still tend to be very slow adopters of new models, and most are still very focused on getting their outsourcing models operational, after many painful years of dealing with labor unions and archaic IT systems. Surely RPA beckons soon, but expect this sector to be behind the others.
Retailers have always struggled from decentralization (often growing through many years of painful M&A) and horrific ERP experiences. With the pressure to adopt digital customer channels more intense than ever, RPA does provide some significant benefits to fixing legacy processes that were simply not cost-effective to outsource in the past. It’s a similar story for travel firms, especially those making major efforts to up their customer digital experience. RPA can be a huge help linking customer portals with back-end systems that have suffered from manual workarounds and poor integration for decades.
Manufacturers have been one of the pioneers of outsourcing, especially as many focused on core supply chain areas first, before moving onto IT and BPO in more recent years. Most manufacturers ran out of room to optimize their outsourcing engagements many years ago, and stagnated when it came to improving poorly-integrated supply chain and accounting systems. These firms are all about driving out every ounce of cost, and if they can do it, while making process fixes they have neglected since the days of MRP and JIT, then RPA is something they really want to get moving on.
Energy firms have always been massive outsourcing customers with a strong SAP underpinning – both for IT and BPO work. With the massive cost pressures impacting energy firms, and a major impetus to transform their operating structures away from legacy labor-intensive models, it’s no surprise that energy firms are among the early adopters of RPA (click here to read more about the transformation issues facing oil and gas firms, and here for a decent case study of NPower and its RPA experiences).
Healthcare has always been the “odd duck” when it comes to operating models and transformation. Starved of funding, held hostage by unions, and a culture of never changing anything, healthcare is typically at the back of the line when it comes to being bold and exploring radical new opportunities like RPA. However, with the tumult being created by the impact of Obamacare and whatever is going on with its unraveling, there are pockets of healthcare organizations now exploring more innovative ways of saving themselves, and RPA can be very effective for many (read here for some greats example of how some healthcare orgs have adopted RPA).
Bottom-line: As much as we hate to admit it, this is looking like the new outsourcing. But the longer term impact is very different….
However which way we were looking at it, the outsourcing space was slowing down, and it’s hard to get too excited about a market growing at 1-4% each year. We have been brought up in a world promising 50% savings, and achieving 30% (at least on paper). We needed to find the next thing to grab onto that was back-office focused, a bit messy, quirky, and loaded with hype. I could bore you to tears with a lost of caveats of how to avoid screwing up your RPA, how to focus on “value” and not “cost” (who are we kidding), how you need to align business and IT, how you need to get right on top of change management and cultural impact. But read the RPA Bible if you want all the caveats, the best practices, the pitfalls… and how to avoid RPA hell.
For now, I think this is the “new outsourcing”, where deals are spiked with RPA to deliver the numbers. So time to love with what we have created and see if we can somehow make it all work…
(Cross-posted @ Horses for Sources)