The document outlines five critical components necessary for an effective intelligent automation program: strategy and alignment, value identification, design and structure, program governance and execution, and change management. It emphasizes the importance of aligning automation initiatives with business goals, maintaining a robust pipeline for automation opportunities, and ensuring effective communication throughout the program lifecycle. The document also highlights the need for agile team structures and value realization practices to achieve successful outcomes in automation efforts.

1. Intelligent
automation at
scale
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2. 2
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There are 5 critical things to get right to maximize the
value of an intelligent automation program
STRATEGY & ALIGNMENT
Right reasons
1
VALUE IDENTIFICATION
Right demand
2
DESIGN & STRUCTURE
Right program
governance & execution
3
VALUE REALIZATION
Right accounting
4
CHANGE MANAGEMENT
Right communications
5

3. 3
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STRATEGY & ALIGNMENT
Elements What Good Looks Like Signs of Mis-alignment
• Existing business goals and
strategies provide automation
program focus and priorities
• Business leaders drive the
automation program
• IT is a required partner supporting
delivery
• Business measures impact of
program against strategic goals
• Business + IT partnership
• The goal is “digital transformation”
• Target number of processes to
automate
• Program lead define “locally
optimized” goals and measures
Automation is a means to an end
Right reasons
1
PLANNED BUSINESS OUTCOMES
& MEASURES
BUSINESS GOALS & STRATEGIES
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Digital automation enablement

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VALUE IDENTIFICATION
Elements What Good Looks Like Signs of Mis-alignment
• Pipeline opportunities are assessed
against business goals for
prioritization
• Governance to enforce alignment
• Discovery Team + Technology
• Top opportunities are material against
business strategy and goals
• Discovery team performs opportunity
identification with business leadership
• Discovery technologies produce
additional data-driven opportunities
• Crowdsourcing / Roadshows utilized
to build awareness and Citizen
Development pipeline
• Program team (COE) or IT is trying
to sell the capabilities of automation
to the business
• Attempts to “crowdsource” ideas
from all employees as the main
method to build pipeline
Business Goals drive the “Pipeline”
Right demand
2
Business Analysts
(via Bus Leaders)
Business Team /
Citizen Developers
Automated
Discovery
SOURCES OF DEMAND BUSINESS VALUE FILTER PRIORITIZED AUTOMATION PIPELINE & ROADMAP
• Business value measures
• Automation potential
OPPORTUNITY PORTFOLIO VALUE ROADMAP

5. 5
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DESIGN & STRUCTURE
Elements What Good Looks Like Cautions
• Team structure and size is aligned
against a robust pipeline of
opportunities
• Pipeline opportunities move to
delivery <3 months of being
submitted
• Existence of dedicated production
support / BAU pod
• Agility to scale – new pods within a
few weeks
• Opportunities languishing in pipeline
resulting in business
disengagement
• All internal resources – no ability to
quickly scale or retain talent
Design the organization to fit the objective
Right program
governance & execution
3
FACTORS TO CONSIDER WHEN DESIGNING YOUR DELIVERY TEAM

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How to scale an automation program to maximize value
delivery scale, speed, and agility.
Potential automations count
Automation
value
/
complexity
LOW
HIGH
HIGH
RECOMMENDED DISTRIBUTION OF TEAM FOCUS AT MATURITY
A Start with a centralized delivery addressing lower
complexity departmental solutions to mature the
platform, development standards and workflows,
and operational controls. Prove the platform,
development methods, and business value
measurement methods.
B Spin off a departmental-level, federated delivery to
manage the balance of initial department’s
automation backlog.
C Fast follow the federated delivery roll-out with a
citizen developer program across the department to
expand automation’s reach and time to value.
A
B
C
D Repeat the centralized delivery stand-up of the
subsequent departmental delivery and their own
citizen developer program roll-outs. At scale, have
central delivery focus on the most complex
automation challenges and overseeing the
federated delivery teams’ quality and value delivery.
D
FOUR STEPS TO AUTOMATION
PROGRAM GOVERNANCE SCALE
Federated
Central
Citizen Developers

7. 7
Delivery
Discovery
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Minimum Viable Automation Program Structure
COE
Lead
Business
Analyst
Project
Manager
Solution
Architect
Pod 1 (Expert)
Run / Support
System
Analyst
Business
Analyst
Dev /
Test
Dev /
Test
Pod 2
Pod 3 Pod 4
Dev /
Test
Dev /
Test
Dev /
Test
Dev /
Test
Dev /
Test
Dev /
Test
Dev /
Test
Dev /
Test
Dev /
Test
Dev /
Test
Dev /
Test
Product
Owner
Partner Internal
Business
Analyst
Business
Analyst Dev /
Test
Citizen
Development
System
Analyst
Dev /
Test
Project
Manager
Future

8. 8
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VALUE REALIZATION
Elements What Good Looks Like Mis-alignments
• Automation value is anchored to
business unit objectives and
measures
• Each automation project’s value is
jointly agreed to by business unit
and automation team in advance
• Reporting
• Dashboards & reports
• Steering Committees
• Program Evolution
• Quarterly Program Assessments
• Value Realization
• Achievement accountability
• Traceability to top-level metrics
• Automation team tracks “counts”
rather than value
• Business cannot articulate the value
of automation
Value can only be recognized by the business
Right accounting
4
VALUE ACCOUNTING
CATEGORIES & METHODS
• Cost
• Quality
• Speed
• Experience
• Risk / Compliance
• Revenue
PLANNED VS. ACTUAL BUSINESS
OUTCOMES & MEASURES
Planned Actual
Actual
Planned
Steering Committee
Business Leaders
Functional
Teams
BUSINESS LEADER & STAKEHOLDER
REVIEWS

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CHANGE MANAGEMENT
Elements What Good Looks Like Mis-alignments
• Program branding
• Communication to all stakeholders
across all phases of the program
lifecycle
• Business-led communications
• To all stakeholders across all phases
of the program lifecycle
• Feedback loop from stakeholders for
continuous improvement
• Service delivery consistency and
predictability
• Operating model, processes, and
role changes planned and
communicated
• Business expects the automation to
work flawlessly the first day in
production
• Business expects the automation to
always adjust to changes in the
environment
• Business has not planned what to do
with “freed up capacity” when
automation is live
Automation is business change
Right communications
5
GOALS
TIMING
WIIFM
IMPACTS
PROGRAM
PURPOSE &
FOCUS
Managers
Teams
Executives
PROGRAM BRAND ALL STAKEHOLDER LEVELS AND TEAMS
COMMUNICATIONS
FEEDBACK
RESULTS

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Thank you.
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