3. Recognition
3
DigiBlu is the only delivery partner that has won such recognition and
certifications on the strength of its South Africa References alone.
DigiBlu is an internationally recognized, multi-award winning, certified delivery and capability
provider for RPA and Intelligent Automation
4. RPA Maturity Model
Everest recognise that RPA product development over recent years has resulted in RPA evolving
from tactical to strategic use cases.
4
RPA 1.0
•Screen recorders
•Individual Attended Automation
•UI system integration and ‘screen-scraping’
•Macros & scripts
RPA 2.0
•Unattended automation
•Rule-based, basic process complexity
•UI system integration
•Requires significant human Process Controller
resource demands
RPA 3.0
•Autonomous workforce operation – minimal human
support intervention
•Auto-scaling infra, workload balancing
•System integration through API’s
•Human-in-the-Loop & Process Orchestration
RPA 4.0
•Cognitive Automation through augmentation with AI
and ML technologies – decision making processes
•Natural Language Processing to interpret and
contextualise unstructured text
•Self-diagnosing systems.
5. Re-imagining Process - what is Fusion Wealth’s
ambition for automation?
Going for innovation
New value paradigms; rapidly integrated eco-
systems,
leveraging the combined power of people and
Intelligent Automation
Discrete Activities
Automated
Processes
Automated
Processes
Reimagined
Going for rapid ROI
Easy-to-automate processes, implemented across contact centre.
Multi-systems entry simplified.
Pin pricks
RPA used as a tactical toolset, leveraging Robotic Desktop
Automation to simplify high volume activities across processes
Services
Reimagined
Going for high-value
End-to-end business operations, from customer engagement to
fulfilment, leveraging Intelligent Automation
TACTICAL
TRANSFORMATIONAL
Current
focus
Future
focus
5
Operating Model
Reimagined
Going for an Agile business & operating model
Customer and support services automated by the
multi-purpose Digital Workforce, a strategic
enterprise asset
• Agile, highly automated
and low-cost operating
model to drive scale and
competitiveness
• Create digital touch points
for customers to deal
with volume and to
improve customer
experience
Initial 40 candidate processes identified by Fusion Wealth
6. Blue prism technology alliance program (TAP)
DigiBlu support a carefully selected group of Blue Prism TAP products in order to extend the off-the-
shelf capabilities of BPC and deliver optimal intelligent automation solutions
6
ABBYY
World leader
in OCR/ICR
tech
TrustPortal / Service Assist
Most sophisticated ‘Human-in-the-Loop’
product and desktop simplification
Celonis
Market leader in
Process Modelling
IA Connect
Ultima product that
facilitates robust
integration via Citrix
CLEVVA
Chatbot technology
that provides Digital
Service Expert
solutions
RPA Supervisor
RPA Orchestration and
Support technology that
maximises license
utilisation whilst
reducing human Process
Controller demands
7. How We Differentiate
7
DigiBlu is wholly specialist in implementing and operating digital workforces
ü We operate internationally as a specialist Delivery & Capability partner
ü We are a major UK independent Intelligent Automation partner and also hold South Africa’s best reference for successfully
implementing RPA at scale and realising benefits significant enough to be the centre-piece of a CEO’s results presentation.
ü Our approach is strategic and for the long-term – we go on the journey with our clients to help them realise the full
potential of automation.
ü We have a specialist Consulting practice, which generates high-value through strategy, opportunity assessments and
solutions, and can design and build Centres of Excellence (CoEs) and train your people.
ü We have a specialist Delivery practice, that uses our award-winning delivery method (Build-Prove-Evolve) to achieve speed
to value.
ü Our Robotic Operations Centre (ROC) in Cape Town, South Africa can be used to leverage economies of skill and scale to
provide lower-cost high-quality implementation and operations services.
ü As a specialist we have strength in depth, with the capacity and capability to support large-scale implementations.
ü Our Group CEO sits on Blue Prism’s Partner Executive Council: a source of great insight and recognition of the high esteem
DigiBlu is held in.
8. Key Insights
8
Our approach is very considered, drawing on many years of experience of successfully implementing
and operating digital workforces
Ø Done well, Intelligent Automation is strategic, high-value and transformational:
o Automation will be ubiquitous across all sectors, and confers many benefits. Rather than adopt a piecemeal approach,
DigiBlu seeks to concentrate effort against clear business objectives and financial targets to achieve speed to value and
maximum ROI.
o Once organisations start to scale their digital workers, the experience becomes transformational. Even when starting small,
therefore, the approach should be designed to realise the full potential of Virtual Workers (VWs) aligned with people to
achieve optimal performance.
o It is the work done upfront during the Define and Design stages - that identifies and validates processes, builds the solution
and frames the business case - that generates the value realised through the sprints.
Ø Creating the platform for success can be slower than the hype around RPA might suggest, but once the enabling environment is
in-place and Blue Prism is properly installed, then it scales fast to deliver rapid ROI.
Ø Speed to value is increased by adopting a ‘happy path’ - or MVP - approach to process automation. When automations are first
deployed they are like new hires and have a lot to learn. But after a few months of concentrated effort - to reduce exceptions and
enhance the process – the new hires become super-productive experienced digital workers.
Ø Creating a digital workforce is like introducing a new operations area into the organisation and it needs its own management set-
up, operating model and performance management.
9. Automation Lifecycle –Enshrined in Our
Proprietary “Auto-Mate” Platform
DigiBlu’s automation Lifecyle – from strategy to operations – includes multiple implementation waves
(Build–Prove–Evolve) to rapidly scale the digital workforce and achieve material benefits.
Design Drive
Deliver
Define
Business Objectives
Opportunity Assessment
Blue Prism
Implementation
Readiness
Service Delivery model
Change Management & Operational Readiness
Solution
&
Business
Case
Design CoE Implement CoE Managed Service
BPaaS
Solution
&
Design
Run
(Control room,
break fix,
monitoring)
Benefits
Case &
Plan
Build Prove Evolve
10. 10
DigiBlu’s Core delivery method
More than a software build, implementing digital workers is analogous to recruiting and training new
employees
o The Minimum Viable Process
(MVP) is configured, and
objects built.
o If, once Build has begun,
the business asks for other
activities to be automated - as
they often do - then these are
dealt with as paid-for change
requests or are put on
the backlog to be automated
during the Evolve stage.
o When permitted, we test
against the production
environment.
o This approach, tailored to
the nuances of automation,
ensures speed to value.
o UAT is conducted in the Blue
Prism dev environment pointing to
live production systems,
using production data.
o Go Live is followed by a
limited production run - typically
two weeks – to show that the
automated MVP functions
correctly; that it interacts with
existing systems accurately
and quickly; and that the VW is
logging exceptions.
o Obvious exceptions may be
quickly resolved during Prove.
o Prove allows the area receiving
the automation to be ready.
o At the end of Prove, the
automation is handed over to the
Control Room for scheduling and
monitoring.
Prove
Build
o On first going into full production
the VW is the equivalent of a new
hire, with lots to learn.
o A small dev team carries over from
Build to Evolve, sometimes taking
on the role of Process Controller.
o Further dev is conducted to make
fixes, build out process variances
(reduce exceptions) and for further
enhancements.
o The Evolve stage concludes when
the dev effort no longer justifies the
ROI.
o At the end of Evolve, the VW is
super-productive and the full
business case benefits are realised.
o VW operations are closely
monitored to continuously improve
performance and ROI.
Evolve
The Evolve stage transitions seamlessly into Run where the Control Room uses
Blue Prism data to create MI in tools such as DigiBlu’s ‘Auto-Mate’ to review
process performance and orchestrate robotic capacity for optimal productivity.
11. Speed to Value
11
During build, we automate the Minimum Viable Process only, with other process variants
scheduled for subsequent releases during the evolve stage
Full
build
of
process,
including
variants,
and
full
benefits
realization
Full
solution
for
candidate
process
and
full
business
case
Minimal Viable Process
1st release into
production.
Imperfect
process but
speed to value
Variances:
known ‘Evolve’
releases
Change
requests on MVP
Backlog of
enhancements
Variance 1
Variance 2
Variance 3
12. Our Intelligent Automation Technologies
12
RPA is often the first step toward Intelligent Automation. DigiBlu’s tech eco-system automates
activities along the entire value chain
Data ingestion extends the reach and value of RPA, putting ‘Eyes On The Virtual Worker’
13. Operate the Digital Workforce
(Control Room)
Implement the Digital Workforce
(Implementation Waves)
Operating Model
13
As a Certified Gold Blue Prism Cloud Capability Partner DigiBlu helps organisations design and implement
their operating model for the Digital Workforce
Executive Leadership And Governance
Digital Workforce | Centre of Excellence
IA Strategy &
Architecture
Demand
Management
Process
Reimagination
Change
Management
Value
Management
Service Delivery
Management
Deploy Automations
Orchestrate
Bots
Monitor
Performance
Manage
Exceptions
Improve
Processes
Technical Infrastructure, IT Security & Governance
Solution
&
Design
Benefits
Case &
Plan
Build Prove Evolve
14. The Core Developer Training – How We Upskill Our
Own Staff
14
As a certified Gold Blue Prism capability Provider, we have designed a curriculum with 14
training courses, from basic to advanced skills training, for all roles in the CoE.
Identify Candidates
Blue Prism Developer
Bootcamp
Blue Prism Developer
Academy
Training for Analysts
•Candidates with the right aptitude are identified for
RPA training. Options include
•Current ops staff selected to be up-skilled
•Software developers
•Recruitment of, for example, graduate engineers.
•Our Blue Prism developer ‘Bootcamp’ is a 2-week
course that trains up to 10 delegates on all aspects of
the Blue Prism application, from requirements to
deployment.
•On completion, candidates are able to fully develop
Business Objects and Processes within Blue Prism.
•From Bootcamp, the developers are assigned to
development sprints where they automate processes
alongside DigiBlu developers, under the supervision of a
senior developer.
•Academy graduates emerge fully capable and ready to sit
their accreditation exams – to form the core of Fusion
Wealth’s RPA Development competence.
•Opportunity Assessments for Solution Architects – 2
weeks
•Introduction to Intelligent Automation for Analysts
•Automation BPM for Analysts
15. Define
15
The define stage sets the programme off on the right foot by setting objectives and knowing where to
start
Business Objectives
Blue Prism Implementation
Readiness
Opportunity Assessment
DEFINE
Service Delivery Model
Change Management
DELIVERABLE DESCRIPTION
Governance
o Governance established including Accountable Executive and
SteerCo
Business Objectives
o Case for change (rationale: opportunity & pain)
o Overall business objectives & financial targets - including Total
Economic Impact (eg recruitment, training and facilities savings) and
non-financial benefits (eg improved compliance)
o Business diagnostic – identify focus areas for Wave 1
implementation with expected benefits
Opportunity Assessment
o Validate the use case processes for suitability for automation
o Refresh the business case where required
o Prioritise processes into an agreed plan
Blue Prism Implementation
o Set technical infrastructure requirements, including database
governance
o Agree development methodology & environment
o Advise on security policies
o Establish VW account access
Service Delivery Model
o Agree on establishment of CoE - its roles and where it will be
located e.g. centralized or distributed
o (Note the importance of establishing the Control Room to
schedule and monitor VW’s)
Change Management
o Engage HR to discuss HR policies and people plan
o Engage change manager / HR to agree messaging and comms
plan
16. 16
Only with detailed solutioning and design can we plan the build with confidence in the scope,
duration and resource
DELIVERABLE DESCRIPTION
Solution & Design
o Overall solution across multiple processes
o Solution - solving for work packages for VW and human
and orchestrating execution via Blue Prism and workflow
o Detailed design of process activities including the MVP
and all known variances
Business Case
o Overall business case for all in-scope activities including
all known variances
o Detailed benefits and costs for the MVP release
Design CoE
o Blueprint for the role, organisation and core processes
o Key appointments defined
o Resource and training plan
Blue Prism Design
o Blue Prism component architecture
o Design security framework
o Design access management
Plan
o Implementation plan for Build and Prove
o Implementation plan for the CoE
Design CoE
Process
Solution
& Design
MVP
Benefits
Case
& Plan
DESIGN
Overall Solution and Business
Case
Design
17. 17
DigiBlu’s build-prove-evolve method is best practice for addressing the nuances of automation and
achieving speed to value
DELIVERABLE DESCRIPTION
Build
o Automation Work Instruction (business requirements)
o Configure the MVP in Agile sprints – see slide 19
Blue Prism Installation o Install Blue Prism and all defined policies
Test
o Configuration test
o Verification test
o UAT
Capability build
o Provide continued advice and support to set-up the CoE
o Build capability is done projects
o DigiBlu ‘Academy’ Training
Prove
o Confirm that the MVP functions correctly
o Confirm that the automation interacts with all systems as
expected
o Confirm operational readiness
o Resolve priority exceptions
o Handover to Control Room
Evolve
o Continued engagement over agreed term to improve the
now in-production automated process to the point of
optimal performance:
• Identify exceptions and build out process variances
• Break-fix (level 1 support)
• Process enhancements
DELIVER
BUILD PROVE EVOLVE
Implement CoE
Deliver
18. 18
Delivery method
Design, build, evolve, support
Design
Build
Test &
Evolve
Monitor &
Support
• Process walkthroughs
• Process assessment: simple | medium | complex
• Business case validation
• MVP design
• Business design authority – DB approved
• Automation Work Instruction (AWI) – EC signed off
• Solution Design Document (SDD)
• Technical design authority – DB approved
• System access & spying
• Build
• Test data, exception management
• Peer review – DB approved
• MVP Go-live
• Hypercare
• Management information
• Automation of most common exceptions
• Process monitoring and supporting
• Process care
• Efficiency monitoring
• Process updates
19. 19
Allocate
prioritized
process to team
Confirm Business
Process design
(L3/4)
Business
Design
Authority
Business
Owner
Develop detailed
plan and confirm
due date
Adapt Programme
Flight Plan and
Benefits Forecast
accordingly
Initiate
development
Daily Stand-up
Review progress and
blockers
Update Status
Dashboards
Business
SME
Technical
Design
Authority
Peer
Review
Business
SME
Develop
Automation
Work
Instruction
Develop
Technical
Design
Build Test in Dev Test in Production
Ops Support
Instruction
Release
sign-off
Monitor robot
performance
Document
test plan
Request test data
Ops Guideline
for Business
Weekly retrospect
Identify and submit
enhancements to
backlog
Layered DESIGN plus AGILE KANBAN for flow
management plus AGILE SCRUM ceremonies for visual
tracking and feedback
Sprint cycles, starting with minimum viable process until desired level of automation is achieved
19
Delivery methodology
Strategic Waterfall with agile sprints
20. Project Plan
20
The combination of our MVP development approach with agile delivery method achieves rapid
speed to value
Define
Design
Month 1 Month 3 Month 4 Month 5 Month 6
Blue Prism Set
up Worksteam
Deliver
Month 2
Activity lead key: DigiBlu Joint
Squad
1 - DB
Squad
2 - DB
Design Deliver Evolve
Design Build Evolve
Design Build Evolve
Drive
Continues…
Post-Implementation Managed Services from DigiBlu Robotic Operating Centre
Establish
Governance
Workstream
Establish PMO
Workstream
Solution & Design Workstream
Blue Prism Design Workstream
Training Workstream
Month 7
Design Deliver Evolve
Design Build Evolve
Design Build Evolve
21. Project Resource
21
Fusion would be a key account for DigiBlu and a priority, so we commit our “A Team” of Individuals
all experienced in large Blue Prism Cloud Implementations
ROLE NAME APPOINTMENT PROFILE & CERTIFICATIONS
Account Executive Vic Gysin CEO DigiBlu UK
Founder of DigiBlu UK. Former Group COO of Capita, the UK’s largest BPO and
transformation business. He has over 20 years’ experience in enterprise transformation
programmes in financial services and other sectors.
Strategy, change
management, CoE
design & delivery
Michael Cobbledick Principal Consultant
Michael is Head of the Consulting service line at DigiBlu and has led a number of IA
programmes at large enterprise clients. He has over twenty years’ experience
predominantly in the Financial Services and IT sectors.
Process validation
and solutioning
Gavin Beckett
Blue Prism Solution
Architect
Gavin has over 20-years combined experience in IT and automation programmes,
Business Process Management, Operational Excellence, Enterprise Content
Management and Intelligent Automation. An accredited Blue Prism ROM Architect, he
is TOGAF 9 and an ISO 9001 Lead Auditor
Blue Prism
installation &
technical design
Will Els
Blue Prism Senior
Technical Architect
Technical lead with 20 years plus experience in System Ownership, Process
Management and Business Analysis. Accredited Blue Prism Technical Architect
Project management,
lead analyst and CoE
Design
Jonathan Hinder Senior IA Consultant
Jon has led and conducted a number of RPA opportunity assessments across various
organisations and functions. His experience as an automation practitioner
and consultant over 20 years includes large scale operating model and transformation
projects in financial services and wealth management businesses.
Analysis & sprint
management
Ben Allatt Senior IA Analyst
Science graduate with 8 years RPA experience in analysis and development across a
number of enterprises, including a period as an analyst within Fusion Wealth.
Accredited Blue Prism Developer
Development Karl Otto Senior IA Engineer
6 years plus experience in Blue Prism development, team leader and Technical
Architect. Accredited Blue Prism Developer. Blue Prism Professional Developer and
Blue Prism Solution Architect. Accredited Clevva and RPA Supervisor developer.
Development
Team of skilled
developers from the
DigiBlu ROC in Cape
Town
IA Engineers
Engineering graduates with a minimum 1.5 years plus RPA experience in analysis and
development on all DigiBlu accounts. All accredited Blue Prism and Blue Prism Cloud
Developers.
22. A Medical Scheme Administrator
22
Retrieve bank
statement
Format
template
Verify Payment
Complete
template
Validate
payment
Allocate
payment
Post payment
batches
Credit Control (Allocations): the old manual process:
Credit Control (Allocations): the reengineered process:
Validate Apply Rules Allocate
Cashbook Clerk Credit Controller Cashbook Clerk
Call for
collections
Verify
Cashbook Clerk TL
Bank reference
project
Retrieve bank
statement
Verify
document
Reconcile
against Master
file
Verify data
Validate
payment
Allocate
payment
Post payment
batches
Resolve
exceptions
Legend
o Human executed
o Automated
Benefits: Allocations process
o Faster cycle time
o 5 FTE released (cost saving)
o Improved collections (increased revenue)
In the credit control function, our automated processes released 23 FTE, some to collections, which
increased earnings
23. DigiBlu’s Journey With Old Mutual
23
DONE WELL, AUTOMATION DELIVERS STEP-CHANGE PERFORMANCE IMPROVEMENTS:
SUCCESS LOOKS LIKE THE CEO TELLING THE MARKET SO
350+
30
>200%
Deployments Year One ROI
Major Processes
Automated
31%
Increase in
Net Promotor Score
• Achieved roughly £58.2
Million cost savings,
exceeding the target of
roughly £48 million.
• To date 150 bits have been
deployed, which, in turn, has
saved 5.2 millions minutes of
processing time.
Operational Efficiency
