An Automation Journey From PoC To Transformation

Ttransparency with the team and up the ladder

Seth Adler

Manulife's Global Head of Business Process Architecture, Transition and Solutions, Nadia deVilla joins us and discusses how she kept calm and developed a plan of action in the face of the 'shiny new toy' of robotics. She utilized transparency in leading her team and also in reporting to management.

She shares the automation journey from PoC to transformation.

On the PoC:

"We started off with the extreme- so this setup, the environment, the support, and the production releases. Those are inherently technology, and that was agreed upon by both parties. Where the- I wouldn't say gap- but further discussions were held, were in the ownership of design and configuration. We actually were learning from a third party, because both business and technology did not understand what RPA was. That was the historical reason for the proof of concept"

Flash forward to transformation:

"In addition to accelerating transformation, it also sustains the transformation because any net-new work that gets piled on in this new global model can be absorbed. Because you now have a new type of work force that can potentially do it without the heavy lifting in integration, cost, and so forth. The second piece of this is that our key learning is that you are tracking everything they do. You have data that allows you to derive metrics on how long you do a certain type of activity, and therefore you can now measure and potentially apply costs on how you potentially provide a service that these bots can do for you."

From zero institutional knowledge to competitive value proposition:

And so, Nadia and the team attacked automation with transformation in mind. This was not a short-term win, box-checking, FTE-saving technology. This technology was recognized for what it is and approache with the appropriate question:

How can we change the services we provide to customers?