demystifying digital transformation for public power utilities...today’s presenters demystifying...
TRANSCRIPT
Demystifying Digital Transformation for Public Power Utilities
June 9, 2020
Today’s presentersDEMYSTIFYING DIGITAL TRANSFORMATION FOR PUBLIC POWER UTILITIES
Eric KeisterDirector, Baker Tilly [email protected]+1 (346) 388 0660
Claudio GarciaDirector, Baker Tilly [email protected]+1 (612) 718 5114
DEMYSTIFYING DIGITAL TRANSFORMATION FOR PUBLIC POWER UTILITIES
Agenda
− Introductions− Digital transformation− Digital landscape− Digital in utilities− How to be successful− Questions
Baker Tilly
Baker Tilly InternationalBaker Tilly International is the eighth largest accountancy and business advisory network in the world
146Territories
742Offices
US $3.9BCombined
revenue
36,332Global
workforce
Advisory39%
Tax29%
Assurance32%
Baker Tilly Consulting (USA)
– 500+ Consultants– Deep functional and industry expertise– Focus on strategy, execution &
transformation engagements
Baker Tilly Digital
What is Baker Tilly Digital really made of?
Digital | labs
Data Modernization
Hybrid Solutions
Data and analytics strategy
Platform modernization
Cloud strategy andenablement
IOT and RPA
Applicationdesign and build
Applicationmodernization
Advanced analytics
Machine learning and AI
Data visualizationand reporting
Digital asset strategy
Deep learning andcomputer vision
Algorithmdesign
OfferingsPillars
TaskAutomation
WorkflowAutomation
DecisionAutomation
Intelligent Automation
8
POLLING QUESTION
Digital transformation is simply...
Leveraging technology, data and digital skills to enhance and add organizational capabilities
What guides our thinking?
Effective digital transformationenables growth
DATA AND ANALYTICS
TECHNOLOGY
PEOPLE
PROCESS AUTOMATION AND GOVERNANCE
Five critical capabilities
Today’s digital landscape evolution:
Cloud Mobile IOT
Intelligent automation AI/Machine learning Digital workforce
Customer focusDIGITAL IN PUBLIC POWER UTILITIES
Increased data access– Real time data and dashboards– Heavy focus on UX
Communication– Just-in-time alerting and notification– Communications across digital channels
Customer service– Chat bots– Self-service appointment setup
Facility downtime and predictive maintenance Leak detection and sensor modernization
COVID-19 impactSmart dispatch
Internal capability focusDIGITAL IN PUBLIC POWER UTILITIES
14
POLLING QUESTION
Intelligent automation landscape
AUTOMATION LANDSCAPE
Automation – What is it?
― In general, if an employee executes a specific task or broader workflow with a computer, keyboard, or system, then process technology may be considered to automate the entire process, or part of it.
Automating manual, standardized processes:
Intelligent automation capability spectrum
INTELLIGENT WORKFLOW
Simple Sophisticated
BASIC process automation INTELLIGENT automation
ORGBENEFITS
Automating simple tasks− Save time− Save cost− Increase
productivity
Orchestrate processes And decisions− Automate
workflows− Across broader org− Transparent audit
trail
Automate decisions and actions− Fastest
decision culture− Maximizing
data assets− Leveraging AI &
ML
RPA
MACHINE LEARNING + ARTIFICIAL INTELLIGENCE
DECISION AUTOMATION
DATA ENRICHMENT ANDAUTOMATION
WORKFLOW ORCHESTRATION
PROCESS MINING
CONTENT MANAGEMENT
BPM – BUSINESS PROCESS MANAGEMENT
FAMILY OF TOOLS
ANDTECHNOLOGIES
1
2
3
5
4
6
7
8
9
Intelligent Automation
Automation technology “journey” success factors:
– Develop and execute a comprehensive intelligent automation strategy to eliminate inefficient manual labor across all business workflows
– Leverage a robust suite of automation technologies to:
– Increase staff productivity– Save labor time and costs– Increase process accuracy and quality– Minimize error rates– Deliver positive ROI
Robotics vs workflow technology
Robotics ProcessAutomation
Workflowautomation
Defined– Custom development for
automation of discrete tasks– Accomplished via robot
development and script/code
E.g.:AutomationAnywhere
Benefits– Save labor time– Save labor cost– Accuracy– Staff morale
Risks– Best for single task– Very often misused– Brittle – requires
maintenance– Market hype
Defined– Custom development for
automation of end to end process
– May include RPA
E.g.: IBM, Open Source
Benefits– Total process
orchestration– Transparency– Accountability– Audit trail
Risks– Ensure effective
process is defined
Step 1
InitiationServicerequest
Step 2
PermittingProcesswith localcounty
Step 3
Grid capacitySupportthe voltageload
Step 4
SchedulingRemote orclose-inlocation
Step 5
ImplementCompletethe work
Step 6
ConfirmClose the workorder
Southwest region – Electric power provider Process in focus: New service request
Challenges: Manual process (lengthy timeline), process errors, dissatisfied customers
Objective:– Optimal degree of automation– Strengthen efficiency & improve service quality
New service request
USE CASE EXAMPLE
Step 1
InitiationServicerequest
The organization considered RPA technology for this automation
Step 2
PermittingProcesswith localcounty
Step 3
Grid capacitySupportthe voltageload
Step 4
SchedulingRemote orclose-inlocation
Step 5
ImplementCompletethe work
Step 6
ConfirmClose theworkorder
Single/Discreetprocess task
Appropriate use of RPAtechnology
Less effective use of RPA– Unstable automation (multiple bots)– Higher probability of breakage– Inefficient level of software license and
maintenance cost– Lack of effective audit trail (step to step)– Higher Development Cost (vs alternatives)
USE CASE EXAMPLE
Step 1
InitiationServicerequest
Step 2
PermittingProcesswith localcounty
Step 3
Grid CapacitySupportthe voltageload
Step 4
SchedulingRemote orclose-inlocation
Step 5
ImplementCompletethe work
Step 6
ConfirmClose theworkorder
END TO END Process automation• ACCOUNTABILITY: Every staff touch-point understands required action• TRANSPARENCY: Reduced lost requests & missed handoffs• AUDIT TRAIL: Immediate identification of process breakdown• AUGMENTED with Artificial intelligence
Artificial Intelligence VOLTAGE CALCULATOR: Calculates grid capacity
Artificial Intelligence ASSET MANAGEMENT:
Allocates staff and equipment
Further consideration showed ‘Workflow’ technology to be the optimal approachUSE CASE EXAMPLE
22
POLLING QUESTION
Digital transformation is a journey
How do we get there?
Agile approach– Add incremental value– Experiment and fail fast
Adoption focus– UX, UX and more UX– Don’t forget Internal Adoption
Digital ecosystem– If you can’t create a COE create a digital community– Invest in people and data
Organizational support– Individual contributors, management & C-level– Publicize success
Digital transformation success drivers
Assess ‘Current State’ capabilities and business priorities to define Transformation objectives.ASSESSMENT
Score and prioritize the organizational focus areas to ‘roadmap’ the Transformation initiatives.IDENTIFICATION
Consider external support for early stage implementation (accelerate capability/maturity).ACCELERATE
Deploy integrated approach to success drivers: Data – Technology – Culture - CustomersINTEGRATION
Our experience suggests four essential steps toward your Digital Transformation journey:TAKING THE FIRST STEPS
Questions?THANK YOU
Eric KeisterDirector, Baker Tilly [email protected]+1 (346) 388 0660
Claudio GarciaDirector, Baker Tilly [email protected]+1 (612) 718 5114
27
The information provided here is of a general nature and is not intended to address the specific circumstances of any individual or entity. In specific circumstances, the services of a professional should be sought.
Baker Tilly Virchow Krause, LLP trading as Baker Tilly is a member of the global network of Baker Tilly International Ltd., the members of which are separate and independent legal entities. © 2020 Baker Tilly Virchow Krause, LLP.
Disclosure