ISG AUTOMATION
DIGITAL REPORT 2020
Guiding the next generation of process automation IN ASSOCIATION WITH
02
Guiding the next generation of process automation 03
w w w.i sg- o n e. com
I S G A U T O M AT I O N
Wayne Butterfield, Global Head of Intelligent Automation Solutions at ISG, describes why automation is becoming a modern business necessity
F
ounded in 2006, Information Services Group (ISG) has established itself as a global leader in technological research and
advice. With a staff of over 1,300 experts working in 20 offices spread around the world, the company distinguishes itself with an innovative approach 04
based on industry insight, cutting-edge analysis and hands-on experience. ISG’s diverse range of 700 customers is a testament to the breadth of its knowledge - from privately-owned corporations to public institutions and tech providers, ISG has been able to foster positive results and take its clients to a new level of operational excellence. Wayne Butterfield, Global Head of Intelligent Automation Solutions, reflects that the company’s focus made a big impression on him when he started there in 2016: “I joined ISG for the people, the strategic direction that they were interested in moving towards and because the automation space is of real interest to me.” Having previously worked for two of the top tech/telecoms companies in the sector - O2 and BT - Butterfield explains that the fantastic opportunities and
05
experiences that were afforded to him early on have gone on to influence his work with ISG. Learning various aspects of the industry, including online chat/chatbots, customer services, RPA (robotic process automation) and more, crystallised his experience and formed him into the tech advocate he is today. “It opened my eyes up to the role that technology can play in helping w w w.i sg- o n e. com
I S G A U T O M AT I O N
businesses achieve their goals, cre-
staff of ex-practitioners and early adop-
ate business value and increase
ters means that clients can be assured
operational efficiencies.”
of its credentials as an innovator almost
Although it’s a valuable insight, it’s
06
immediately. “ISG is led by people, like
far from a unique one, which is why,
myself, who didn’t learn about automa-
Butterfield continues, ISG Automation
tion from a PowerPoint,” Butterfield
strives to differentiate itself from the
states, “as a really early adopter, I wrote
competition by harkening back to its
the PowerPoint.” When he started work-
roots as a sourcing company. “ISG has
ing with RPA 10 years ago, Butterfield
the leading market share in all advised
says that he was amongst the first
Sourcing deals globally. As a result, it
globally to explore its potential. His
has collated a significant amount of
work resulted in ISG’s concept of the
really useful data; it’s a very data driven
‘RPA Centre of Excellence’ based on
business now.” The importance of data
five key principles: defining team roles,
in an era where information is gold dust
establishing an RPA CoE Council,
cannot be overstated. Moreover, ISG’s
establishing effective governance,
recognition of automation’s value and its
managing organisational change and collaborating with IT. It’s a cogent level
C O M PA N Y FACT S
ISG’s ‘Bot 3.0’ study, which surveyed 321 QTP (qualified to participate) companies, found that only 7% of companies with a dedicated automation strategy included complex cognitive tasks
of expertise that few other companies can lay claim to. In fact, when asked what he considers the greatest achievement of ISG to date, Butterfield proudly says that the “long-standing repeat business [ISG] gets from multiple clients” is at the top of his list. “RPA is a cornerstone of most organisations’ automation strategies at the moment,” says Butterfield. “It’s generally the technology that most people have started with and I would say that
What Should I Automate? CLICK TO WATCH
|
2:22
07 it’s probably the most mature at the
journeys,” Butterfield explains. “Having
moment.” Governed by software which
the right conversations, from a change
emulates how humans manipulate digi-
management perspective, are what
tal systems, RPA can be revolutionary
will make a programme successful, not
for a company seeking to emancipate
whether you build a small number of
its workforce of mundane, repetitive
bots; this isn’t really a technology play,
functions so that they can focus on
but that seems to get lost in most mar-
more qualitative tasks. The potential
keting messages I read online.”
for RPA’s application makes it a diverse
ISG’s sophisticated understanding
subject and one which requires ISG’s
of RPA is impressive. However, given
level of knowledge to properly leverage.
the mercurial nature of the tech indus-
“The way we help our clients is based
try, the company had to push beyond
around discussing our experiences
traditional RPA and also consider other
and then using the methodologies that
developments in AI (artificial intel-
we’ve developed to help accelerate their
ligence) based automation. After all, in a w w w.i sg- o n e. com
“ I joined ISG for the people and for the strategic direction that they were interested in going in, because the automation space is of real interest to me” — Wayne Butterfield, Global Head of Intelligent Automation Solutions, ISG
today could be disrupted tomorrow,” Butterfield explains. “Being two or three steps in front of your clients is really important. There’s definitely been a mindset change throughout the organisation that we’re no longer just an RPA practice; we’re an automation practice and we need to make use of different technologies.” Therefore, ISG started engaging in next generation technologies like NLP (natural language
sector where innovation is a key compo-
processing), OCR (optical character
nent, staying ahead of industry trends
recognition), Virtual Agents and chat-
is essential. “We’re living in a world
bots all the way back in 2017. Whilst
where what is seen as state-of-the-art
RPA enables automation of the ‘hand
ISG Helps Banks Harness the Power of Automation CLICK TO WATCH
|
3:05
w w w.c o mpa w wny w.iwe sgbsite. o n e. com
09
I S G A U T O M AT I O N
The Rise of Artificial Intelligence CLICK TO WATCH
|
42:26
10 work’, these other technologies repre-
as one further example of an automa-
sent a step forwards in achieving the
tion area of interest: conversational AI
same thing for much more complicated
continues to improve, meaning only the
‘head work’. ISG’s recent ‘Bot 3.0’ study
longer or more complex conversations
surveyed 321 QTP (qualified to partici-
will still require agents to handle them.
pate) companies found that only 7% of
“Unfortunately for agents, they still have
companies with a dedicated automation
the pressure of an average handling
strategy included complex cognitive
time (AHT) target on the residual con-
tasks, meaning there is still plenty of
tacts,” he states. “It will then be Assisted
room for development in this field.
Automation (vs RPA) that will further
RPA has delivered a large number
enable swifter contact resolution:
of benefits to organisations who have
quickly retrieving customer data and
implemented it correctly, but it is not
presenting it to the advisor within sec-
a panacea for all areas of business.
onds, ensuring compliance scripts are
Butterfield notes the Contact Centre
read whilst completing arduous manual
tasks in the background and even
company could substitute human work-
adding notes for completed actions.”
forces with relative ease, the truly global
Butterfield posits that this kind of auto-
impact of COVID-19 has highlighted
mation for advisors will be imperative
for many enterprises the necessity of
for more complex enquiries, effectively
maintaining a good human-robot mix to
utilising the best of both human and
ensure business continuity. “I think from
machine intelligence in a way which
an automation perspective, it has really
delivers optimal customer outcomes.
heightened the need for the (nonhu-
This use of multiple technologies, rather
man) digital workforce to be a core part
than a ‘silver bullet’ is where we are see-
of just about every organisation’s strat-
ing increased traction in the market.
egy moving forward,” states Butterfield.
It could be argued that the need for
The other effects of the pandemic on
ever-increasing levels of automation has
ISG in particular have been maintain-
never been made clearer than by the
ing compliance and regulation within a
socio-economic effects of the COVID-
new paradigm of remote working. “It’s
19 pandemic. Whereas previously a
extremely difficult to manage when
E X E C U T I V E P R OF IL E :
Wayne Butterfield Title: Global Head of Intelligent Automation Solutions Industry: Technology research and advisory Wayne is an automation pioneer, thought leader and practitioner based in the UK. He heads up the AI & Cognitive Automation Practice for ISG globally and is responsible for all cognitive automation engagements in ISG, assisting its clients to make the move from basic RPA into the realm of AI Automation and beyond. w w w.i sg- o n e. com
11
Messaging Will Never Be The Same Contact centers are evolving. Virtual and human agents now work together to create superior messaging experiences.
Change the conversation.
You’ll satisfy more customers. www.247.ai
“ We’re living in a world where what is seen as state-of-the-art today could be disrupted tomorrow” — Wayne Butterfield, Global Head of Intelligent Automation Solutions, ISG
security regulations, NICE is comprised of individuals with a sincere dedication to helping others and achieving the best outcomes for clients. Founded in 1986 in Israel and currently employing over 6,500 people, the company has established a storied legacy in the software industry. Oded Karev joined NICE in 2012 as Director of Strategy before working his way up to General Manager of Advanced
you’ve got 2,000 agents working from
Robotics Process Automation (RPA) in
2,000 separate locations, predomi-
2016. “All of our focus is around digital
nantly from their home, and that’s not to
transformation,” he explains. “That is,
even start thinking about the bandwidth
everything around managing, optimis-
challenges and the connectivity issues,”
ing and improving the workforce of
he continues. Therefore, working very
customer service operations.”
closely with partners to find solutions to
Reflecting on how the industry
these problems will remain high prior-
has changed since the start of his
ity for ISG in the short-term. Looking
career, Karev says that the meaning of
for partners that will help it investigate
‘digital transformation’ has undergone
specific issues and highlight the right
something of a change itself in recent
solutions plays into ISG’s culture as an
years. Whereas once automation was
organisation of problem solvers at heart.
about removing the human element in
Two collaborators who have helped it
favour of customers interacting solely
attain this result are NICE and [24]7.ai.
with a machine, now it is a far more
Providing customers with the exper-
harmonious synergy between human
tise to increase operational efficiency,
and artificial intelligence (AI). “The old
stay financially protected and ensure
methodology had a great impact on the
their business is fully compliant with
bottom line because you saved a lot w w w.c o mpa w wny w.iwe sgbsite. o n e. com
13
I S G A U T O M AT I O N
of service costs, but it had a negative effect on the top line: more attrition, less loyalty, less upselling, etc.” With customer-centrism now permeating business philosophy, NICE is at the forefront of software solutions which enable efficiency without compromising the ‘personal touch’ of human-to-human interaction. Having become accustomed to highly efficient online service models pioneered by companies like Amazon, Google, Facebook, Uber and others, consumers now expect their 14
legacy service providers to give them a comparable digital experience. After all, automation, particularly after the COVID-19 pandemic, is gaining in popularity as a practical solution to service restrictions. However, far from believing that the virus instigated this change, Karev affirms that “COVID just accelerated everything.” ISG distinguished itself as being one of the first companies to truly understand NICE’s concept of ‘attended automation’ (a term coined by Karev) and how it could accelerate digital transformation. “The RPA market is built on partnerships between vendors and consulting companies and
15
E X E C U T I V E P R OF IL E :
Oded Karev Title: General Manager of Advanced Robotics Process Automation, NICE Educated at Bar-Ilan University and Ben-Gurion University of the Negev, Oded Karev joined NICE in 2012 as Director of Strategy before working his way up to General Manager of Advanced Robotics Process Automation (RPA) in 2016. A long-standing expert in his field, Karev has almost two decades of strategy consulting experience, including roles at Accenture. Today, his daily role involves focusing on digital transformation and managing, optimising and improving customer service operations. w w w.i sg- o n e. com
I S G A U T O M AT I O N
N I C E ’S N EVA PRO DU CT
Of particular note is NICE’s NEVA product – a virtual assistant designed specifically with customer service staff in mind, able to help them both online and offline functions. The utility of NEVA was underscored and put to the test when ISG observed customer service agents experience increased call volumes as a result of complications caused by COVID-19.
The liberty afforded to them by NICE’s software meant that this spike in activity could be more effectively managed. “If you’re spending less end-to-end time dealing with a customer, that increases your ability to absorb more contacts,” he continues. “For me, NEVA is a real business value driver and a key enabler. It’s always great to see the appreciation NICE’s technology gets from my clients.”
16 service providers. Sometimes, we’ve
on a journey to embed AI into our robots
found it difficult to educate partners
and bring further product differentia-
on attended automation’s benefits, but
tion and more capabilities. The smarter
ISG got on the bandwagon immedi-
our products are, the more value ISG
ately.” Furthermore, Karev believes the
can bring to its end customers. This is
company’s partnership with ISG will
something that NICE intends to con-
become more strategic and visible as
tinue partnering with ISG on.”
their relationship develops. Already thoroughly intertwined with
Meanwhile, [24]7.ai is dedicated to creating a seamless and thoroughly
each other’s goals, Karev even states
customisable customer service experi-
that by helping ISG he has come to
ence. Founded in 2000, the company
regard its customers as his own. “ISG
began gaining traction in India as a
is a company that is highly committed
business process outsourcer, before
to its customers and the success of its
expanding into other areas in Asia,
projects,” he summarises. “We’ve been
South America and the US. Now,
17 serving some of largest enterprise cli-
of experience in sales and marketing
ents currently in the global market, [24]7.
operations, states that the company is
ai combines the best of both human and
ushering in a new phase of customer
artificial intelligence (AI) by synthesising
service. “What we’re doing at [24]7.ai
workers with automated assistants to
is exciting because we’re bringing 20
handle simple tasks and leaving more
years of experience across the Atlantic
complex problems to be dealt with
to Europe and applying it to this space;
by a person. Moreover, during a more
it’s an exciting time for a vibrant, new
complex call, the AI can also automate
approach,” he says.
certain aspects of the enquiry, thus
This new approach couldn’t have
speeding up the overall solution and
come at a better time: with new technol-
enabling high-volumes of calls to be
ogy presenting both advantages and
dealt with a quality response.
challenges to those exploring how best
Tim Johnson, Managing Director of [24]7.ai EMEA, who has a wealth
to utilise it, [24]7.ai is pioneering the perspective that an intelligent fusion w w w.i sg- o n e. com
I S G A U T O M AT I O N
18 E X E C U T I V E P R OF IL E :
Tim Johnson Title: Managing Director of EMEA, [24]7.ai Currently MD of [24]7.ai EMEA, Johnson was formerly a member of the Royal Navy, serving as an engineering officer. Following this first brush with leadership duties, he went on to become a professional sailor, where he worked across the Americas teaching people to sail. It was 20 years ago, upon his return to the UK, when he finally made the transition to sales and marketing operation, working in roles within telecoms, SaaS (software as a service), HR, payroll, and customer experience. Johnson is now focused on bringing process standards from the US over to Europe in order to create a vibrant and new approach.
19 of human and automated capabilities
its understanding of technology and
will yield the best results. “Very often,
its ability to differentiate between the
organisations have different divisions
truly valuable and the mundane.” Citing
looking after various channels. The
true partnership as critical, he adds that
effect is that customers end up with a
ISG helps to guide [24]7.ai through its
very mixed experience. Our company is
thought leadership and understanding
all about understanding your custom-
of vendors, which, in turn, allows the
er’s journey, making sure it’s as smooth
company to create added value for its
as possible and dealt with in the best
customers. “ISG has brought us valu-
way possible,” he continues.
able experience with robotic process
Recognising a shared goal in the
automation (RPA), which is very impor-
quest to optimise automation, Johnson
tant for us in terms of optimising how an
comments that [24]7.ai’s partnership
organisation operates.”
with ISG has been transformative. “ISG is a key partner of ours: we appreciate
When considering what key trends or technologies will continue to w w w.i sg- o n e. com
I S G A U T O M AT I O N
shape the two companies’ relationship, Johnson refers to the ‘new normal’ or post-COVID-19 working conditions that businesses around the world are adapting to. “Some of what we’ve learned together is now being delivered to our customers around how to make remote working safe and secure for everyone,” he says. “We need to work with partners like ISG because it helps organisations to make the change towards omnichannel customer service and 20
the message we’ve been discussing: human intelligence and artificial intelligence working together.”
“ There is no one solution which is the panacea for automating large chunks of a business. Making sure that you’re choosing a trusted advisor will be extremely crucial and ISG is the right partner to guide that journey” — Wayne Butterfield, Global Head of Intelligent Automation Solutions, ISG
As a team of problem solvers, ISG has achieved commendably. Having said that, since technology never stops changing, problems needing to be solved won’t either and so the company’s focus must always be on the future. Despite the increasing sophistication of automation, Butterfield is confident that ISG Automation’s reputation and expertise will guide it successfully. “Understanding the nuances between the various different technologies has always been an area which ISG really
2006
Year ISG was founded
$300mn+ ISG’s revenue in US dollars
1,300
Number of employees at ISG
excels in,” he states. “We understand
is the panacea for automating large
the complex and are able to explain
chunks of a business. Making sure that
it in simple terms. That’s what really
you’re choosing a trusted advisor will
resonates with our clients: who wants
be extremely crucial and ISG is the right
to be baffled by technology?” For the
partner to guide that journey.”
rest of 2020 and beyond, ISG will be focusing on helping its clients progress to a new generation of automation and promoting the seamless, sustainable benefits it can bestow. “The spectrum of automation technologies available, I think, is very important,” Butterfield concludes. “There is no one solution which w w w.i sg- o n e. com
21
ISG AUTOMATION HAYS HOUSE MILLME AD GUILDFORD SURREY GU2 4HJ T +4 4 1483 514500 www.isg-one.com
P0WERED BY