Automation Vision and Strategy
Has your organization defined a vision and strategy for enterprise automation?
1
Automation vision and strategy do not exist
Automation vision and strategy do not exist
- Automation is not yet viewed by corporate leadership as a strategic objective
- No enterprise automation strategy defined
- Automation strategy is under consideration, but no vision or strategy is formalized
2
Automation vision and strategy exist at the functional level only
Automation vision and strategy exist at the functional level only
- Automation not yet viewed by function leadership as a strategic objective
- There is awareness and commitment for automation initiatives from the leadership of several business functions
3
Automation vision and strategy have executive support
Automation vision and strategy have executive support
- There is an awareness and commitment for automation from corporate leadership
- A roadmap has been defined, and budget allocated for the automation program
4
Automation vision and strategy are aligned with business goals across the organization, and success criteria are well-defined
Automation vision and strategy are aligned with business goals across the organization, and success criteria are well-defined
- Business-wide automation vision and strategy are periodically reviewed by corporate leadership and aligned with business goals and priorities
- Business-level success criteria are defined for the automation program, and approved by executive sponsors
Alignment with Business Strategy
Is your automation strategy and program aligned with business goals and strategy?
1
Automation strategy is not aligned with business strategy
Automation strategy is not aligned with business strategy
- Automation strategy is not aligned with business strategy
- Automation strategy is siloed across business functions
2
Automation is regarded by business functions as essential to realizing their objectives
Automation is regarded by business functions as essential to realizing their objectives
- Automation strategy is aligned with corporate strategy and business function strategy
- Functional leaders and key stakeholders understand and endorse the automation strategy
3
Automation is leveraged to realize business objectives across the organization
Automation is leveraged to realize business objectives across the organization
- Automation is widely and consistently leveraged across the organization to meet the objectives of various business functions
- Automation success criteria are defined and agreed upon by corporate and functional stakeholders to measure the effectiveness of the automation program and its impact on overall business performance
4
Automation is leveraged to differentiate offerings and create new business opportunities
Automation is leveraged to differentiate offerings and create new business opportunities
- Automation strategy is aligned with functional objectives and is positively impacting business KPIs
- Automation success criteria are periodically tracked and reviewed with leadership
- Automated processes are delivering significant business value, including the identification of new revenue streams, improved process efficiency, reduced operational costs and increased business capacity
Ownership and Governance
Has your organization setup a committee or governance structure to oversee Automation programs and initiatives?
1
There is no formal governance structure for automation
There is no formal governance structure for automation
- A formal governance structure with clearly defined roles and responsibilities is yet to be defined
- Automation governance is not aligned with the existing business governance structure
2
A centralized governance structure exists but is inadequate for enterprise-wide roll out
A centralized governance structure exists but is inadequate for enterprise-wide roll out
- Clearly defined accountability and ownership, such as a RACI (Responsible, Accountable, Consulted, and Informed) matrix,is yet to be defined for automation programs
- Standard operating procedures, guidelines, and policies for the governance of automation are not yet defined and documented
3
A centralized governance structure exists to support enterprise-wide roll out
A centralized governance structure exists to support enterprise-wide roll out
- A steering committee and governance structure with leadership representation from key business functions is in place
- The automation program is tracked and managed to guide direction, make decisions, and enforce policies
4
A federated governance structure exists at the program-level, supported by a centralized steering committee
A federated governance structure exists at the program-level, supported by a centralized steering committee
- Governance is mapped at the central and business function levels, and ownership has been well established
- Automation policies, guidelines, and processes are integrated within each business and execution understanding is well established
- An automation mindset and culture are trenched in all business functions, and there is a strong appreciation of adoption drivers
Summary of Vision & Strategy
1
Automation Vision and Strategy
Automation vision and strategy do not exist
1
Alignment with Business Strategy
Automation strategy is not aligned with business strategy
1
Ownership and Governance
There is no formal governance structure for automation
Process Maturity and Governance
What is the level of process maturity, standardization and documentation within your organization?
1
Processes lack standardization and documentation
Processes lack standardization and documentation
- Processes are ad hoc, loosely defined, and may contain defects
- Process execution and results are inconsistent
- Processes often require manual intervention or involve non-digitized documents
2
Processes are standardized, but not documented consistently
Processes are standardized, but not documented consistently
- Processes are standardized across the organization, but are inadequately documented and without formal procedures for change management
- Manual intervention is necessary to operate processes
- There are a few employees that understand processes, and their understanding is limited to their respective business siloes
3
Processes are standardized and well documented
Processes are standardized and well documented
- Processes are standardized across the organization with well-defined process flows, process maps and documentation
- Processes operate without manual intervention
- KPIs are defined to track process performance (efficiencies, cycle time, errors, accuracy etc.)
- Processes have been optimized using standard methodologies like lean, Kanban, Six Sigma etc.
4
Processes are mature, with efficient straight-through processing
Processes are mature, with efficient straight-through processing
- Processes have been reengineered as needed to operate efficiently, and technologies like RPA, cognitive automation etc. are being used to drive further productivity
- Process ownership is clearly established, with approved workflows defined for change management
Measurement and Monitoring
Has your organization defined and standardized KPIs for measurement and analysis of processes?
1
Processes are not measured and analyzed
Processes are not measured and analyzed
- There are no business / operational insights for existing processes
- Process performance is not reported
2
KPIs and measurement methodology are standardized and consistent across some functions
KPIs and measurement methodology are standardized and consistent across some functions
- Process performance indicators are available but only applicable to some functions / regions
- Processes monitoring is restricted to specific functions/regions
3
KPIs and measurement methodology are standardized, consistent and benchmarked for some functions
KPIs and measurement methodology are standardized, consistent and benchmarked for some functions
- Process performance metrics are standardized, monitored, analyzed, and reported on a regular basis
- Processes are benchmarked across functions / regions for assessing performance and optimization
- Some functions / regions report business and operational insights for their processes and are accountable for improvement
4
Standardized KPIs, measurement and continuous improvement are entrenched in the Enterprise DNA, to drive process efficiency
Standardized KPIs, measurement and continuous improvement are entrenched in the Enterprise DNA, to drive process efficiency
- Business / operational insights are reported, and retrospective actions are included and acted on regularly
- Real time analysis, trends, defect rates etc. of processes are available and reported for functions
- Business and executive leaders consider process optimization to be critical for business success
Process Discovery and Demand Generation for Automation
How would you enable demand generation and capture automation pipeline in the current context?
1
Process discovery methodology and automation pipeline do not exist
Process discovery methodology and automation pipeline do not exist
- There is no formal mechanism, technology, or framework in place to identify processes for automation
- Process selection for automation is ad hoc
2
Inconsistent process discovery methodology with thin automation pipeline
Inconsistent process discovery methodology with thin automation pipeline
- Process discovery mechanisms are siloed and non-standard across the organization
- The automation pipeline is ad hoc and not prioritized by potential ROI and business benefits
3
Defined and consistent process discovery methodology with automation pipeline
Defined and consistent process discovery methodology with automation pipeline
- Process discovery mechanism is standardized through usage of a framework with prioritization limited to support functions
- Factors like preparation of business case and ROI are not used to prioritize processes for automation
- There is no technology or product in place for automated process discovery
4
Standardized process discovery methodology with significant qualified automation pipeline
Standardized process discovery methodology with significant qualified automation pipeline
- There is a standard process discovery methodology and framework across the organization with coverage of support and core functions
- Factors such as business case and anticipated ROI are used to prioritize the automation pipeline
- The execution roadmap is prioritized based on business value gains
- A product or technology has been deployed to automate process discovery
Summary of Business Processes & Measurement
1
Process Maturity and Governance
Processes lack standardization and documentation
1
Measurement and Monitoring
Processes are not measured and analyzed
1
Process Discovery and Demand Generation for Automation
Process discovery methodology and automation pipeline do not exist
Operating Model
Is there an operating model for automation?
1
Siloed operating model
Siloed operating model
- Siloed operating model exists for automation without clearly defined roles and responsibilities
2
Basic operating model
Basic operating model
- Operating model has loosely defined structure, and lacks cross-functional alignment
3
Established operating model
Established operating model
- The operating model is well-defined and functional, roles and responsibilities are clearly identified
- Roles are well defined and fulfilled by stakeholders, and the automation program is delivering meaningful outcomes
4
Mature operating model
Mature operating model
- ROI for automation programs across functions is measured, to track performance against business objectives
- Stakeholder roles and responsibilities are defined and are operational for both build and run automation programs, within the organization
- The RACI are well defined and fully functional for both build and run programs
- Identifying newer revenue streams by leveraging automation technology
Delivery Methodology
How are automation programs delivered currently? Are businesses involved?
1
Siloed delivery model
Siloed delivery model
- The delivery methodology is restricted to one business function
- Performance of automation programs isn’t currently tracked
2
Centralized delivery model
Centralized delivery model
- The delivery methodology is centrally driven by a Center of Excellence (COE) as a shared service for the entire organization
- Policies, procedures, standards,and guiding principles are developed and executed centrally
3
Federated delivery model
Federated delivery model
- The delivery methodology is hybrid, where businesses manage automation development, with governance managed centrally by a COE
- The successful delivery of use cases lies with business
- Global standardization and tech support are managed by the Center of Excellence (COE)
4
Democratized delivery model
Democratized delivery model
- The delivery model is citizen-centric, where business teams are responsible for identifying and executing automation opportunities, either over a centralized or distributed delivery model
- Tech support for automaton operations is managed by business teams, followed by the COE to support on advance issues / challenges
- Use cases are executed with a view of business value realization and business value save (i.e. capacity, efficiency etc.)
Change Management
Is there an established change management process for automation?
1
Ad hoc change management
Ad hoc change management
- Changes to automation only happen when required or requested, and there’s no well-defined procedure or version management
- There are no policies governing the circumstances under which bot changes can occur
2
Informal change management
Informal change management
- Change management is informal and not documented
- Any guidelines are likely defined at the local level and are not propagated across functions. Accountability for change management is not defined
- Changes are not logged, and versions are not controlled
3
Formal change management
Formal change management
- Every change is notified and submitted to a Change Approval Board (CAB) before it is undertaken for execution
- The proposed change would accompany rollback strategy, potential output, and value
- Effort estimation, resource requirements, and timeline plan accompanies every change request
4
Mature change management
Mature change management
- Change management is ingrained in every function and guided by overall IT / digital strategy
- A Central Advisory Board review committee is mandatory for every change made to automation landscape
- The CAB must approve any deviations or additional efforts, including scope change, resource, or timeline extension for introducing changes in landscape
Skills and Capabilities
Does your team have the necessary automation skills and capabilities?
1
No dedicated automation skills and capabilities
No dedicated automation skills and capabilities
- A few non-dedicated resources with automation skills exist within the IT team
- There are still learning curve and resources are not fully- onboarded on automation concept, methodology and nuances
2
Limited availability of dedicated automation skills and capabilities
Limited availability of dedicated automation skills and capabilities
- A few resources with automation capabilities are available, but gaps in skillset is supplemented with temporary resources
- The resources are not aligned with automation execution strategy of pipeline
3
Dedicated skills and capabilities aligned with automation strategy, and delivering significant business value
Dedicated skills and capabilities aligned with automation strategy, and delivering significant business value
- The resources are executing against defined automation strategy and pipeline and delivering measurable business value
- Resources are capable of delivering quality automation, managing bots effectively, and reporting on ROI
- The resources are prioritizing the opportunities based on quick, medium, and long-term business value
4
Automation skills are contributing to newer Business ideas
Automation skills are contributing to newer Business ideas
- The resources are owning the innovation engine and build automation opportunities for yielding newer business ideas
- Resources are identifying new revenue streams, a critical enabler of fast time to market for contributing to quick time to market and enabling faster go-to-market, and recognized for their success
- The resources are able to identify new revenue streams by leveraging automation as a key enabler of business goals and objectives
Summary of Organization & People
1
Operating Model
Siloed operating model
1
Delivery Methodology
Siloed delivery model
1
Change Management
Ad hoc change management
1
Skills and Capabilities
No dedicated automation skills and capabilities
Infrastructure Architecture
Is your enterprise architecture and infrastructure adequate to support automation?
1
Siloed architecture
Siloed architecture
- The automation program architecture is currently running in business silo’s
- Automation architecture – leading practices are yet to be implemented
- The architecture lacks scalability, availability, and resiliency to accommodate automation technologies
2
Standardized architecture
Standardized architecture
- The automation program architecture is standardized but lacks scalability
- Architecture is yet to include security, compliance, and regulatory requirements
- Architecture lacks resiliency and high availability
3
Optimized architecture
Optimized architecture
- Architecture is resilient and scalable, but does not support micro-services
- Architecture is designed with consideration of security, compliance, and regulatory requirements as needed
- Total cost of ownership (TCO) is factored into the automation architecture to accommodate future requirements
4
Advanced and modular architecture
Advanced and modular architecture
- Architecture is optimized with availability, Scalability, resilience and all parameters of security, compliance, regulatory requirements.
- Architecture is reviewed periodically, and audits are performed against leading practices
- Architecture enables seamless upgrade with minimal disruption
- Automation leverages an advanced, micro-services architecture for seamless integration of changes / troubleshooting in each module of architecture
- Architecture can be shared across functions, regions, or geography
Digital Workforce Platform
Does Automation Platform & Program aligns to your business needs and assist in fulfilling your business objectives?
Summary of Platform & Infrastructure
1
Infrastructure Architecture
Siloed architecture
1
Digital Workforce Platform
Automation is deployed as a point-solution to address specific business needs
