robotics and artificial intelligence · chatbots technology today is combining elements from...

Robotics and Artificial IntelligenceA short and practical introduction

Stockholm

14 februar 2017

Tom Einar Nyberg

[email protected]

Head of Robotics Nordics

2Copyright © Capgemini 2016 – Internal use only. All Rights Reserved

Smarter Process

Robotics Technology across the customer lifecyle

Copyright © Capgemini 2016. All Rights Reserved

Where do we want to apply Robotics & AI in the customer lifecycleArtificial intelligence within the customer lifecycle

3

Customer experience and support comes up as the biggest

area of business processes where enterprises believe that

AI will be able to support them

The area has a large set of processes that starts all the way

at the “home of purchase”, and moving into the “front-office”

and “back-office” processes

The customers experience of the service can be improved and

affected in multiple places in the customer lifecycle:

Attract: Draw relevant customers based on patterns and

predictions of potential customer needs

Acquire: Recommendations before the product / service is

acquired – in the preparation stage. For example

recommendations in finding the relevant products

Use: As the product /service is being delivered (providing

customizations and alterations)

Care: Supporting customers after the purchase has been

delivered. Improving service experience based on customer

feedback. Handling customer requests, complaints and

other service issue

Divest: Recommendations for exit criteria for customers

Use case of Artificial Intelligence witbin

customer lfecycle


Robots can interface with customers in a variety of channels and at different stages of the

lifecycle

4

“Home / Mobile” “Front-office” “Back-office”

Customer interaction

Request information

Get assistance

Identify product to solve need


Request product details

Match product to need

Get service requests resolved


Processing transactions that

reach the back-office

Robotics & AI

Virtual assistants try to attempt

to interpret your need

Once need is determined -

guides you into the correct

context

Can initiate separate

commerce-platform (web-

pages) or transact directly “in-

conversation-purchase”

Robotics & AI

Chat-robots interact with the

customer

Interpret context for the

customers request and helps to

provide information

Provide customer service to

standard service requests

Learn from experience

Manual employees “take over”

for other requests

Robotics & AI

Transactional automation of

standardized and repetitive

back-office tasks

Defined business rules,

structured information, working

on top of existing applications

Free up employee time, so that

it can better spent on

customers directly

Attract

Direct user based on need

Acquire, Use, Care

Resolve user needMerging the

boundaties into

“One-Office”

Divest

Automation “behind-the-scenes


Automation of processes in the short and long-term must consider the technological capability

of Robotics as well as the organizational maturity

5

Stage 3: Cognitive

Robotics taps into external

knowledge to make decisions

Stage 2: Analytical

Robotics taps into unstructured

data with content analytics

Stage 1: Transactional

Robotic process automation

(RPA) focuses on digitizing

operational processes

Source: Forrester

• The automation strategy of the organization must

consider possibilities arising from current and future

technology capabilities, as well as organizational

maturity

• As the maturity and technological capability

increases, so will the amount of processes that can

be fully digitized and automated

• The robots will have the capacity not only to “learn

from” human behavior, but also to form their own

patterns and experiences

• The human / machine work allocation will change so

that fewer and fewer processes will actually require

“human” activities

• In the “back-office” there will be fewer obstacles to

digitize processes end-to-end

• In the “front-office”, for processes that are part of the

customer journey, one must consider what the

customer experience will be – meeting a “robot” vs a

“human”

• This will further evolve the discussion on what is still

“value-adding” activities for a human – when

comparing it with a robot doing the same activity

Technology CapabilityTechnology Level What is “Human value added” for customer Service ?


RoboticsTransactional Automation through RPA


An RPA solution has four key elements: activity workflow, information to be processed, business

rules to be applied and the use of existing applications

Process is executedfrequently and in large volumes

Process, once started,

needs limited

human

intervention &

exception handling

Process is

prone to

human error

Process has a

defined set of

Information to

be handled

Process requires access to multiple systems

Process can be broken down into unambiguous rules

Repetitive tasks that employees carry out multiple

times a day

Periodic reporting, data entry and data analysis

Mass email generation, archiving, extracting

Order Management, Purchasing, HR transactions etc.

Conversion of data formats and graphics

ERP transactions, process lists and file storage

Samples

There are certain characteristics in business processes that make

some more suited for Robotic Process Automation than others

7


Implementation of Robotic Process Automation can yield substantial benefits, and RPA solutions

can be developed and deployed quickly

Deliver Operational Excellence, Agility & Business Impact in several areas

Effectiveness

Transition to services-through-

software from services-through-labor

Codify human knowledge into

digital labor.

02 Quality

Better MTTRs: Hours Minutes and

Minutes Seconds

Significant reduction in error rates

03

Compliance

Virtual Engineers that follow the

runbooks 100% of the time

Automation drives adherence to

standards

04Scalability

Decoupling of labor from quantity of devices supported

Ability to deliver superhuman capabilities

01

05Optimize Risk

Human Error

Rising Labor Rates

Staff Attrition & Knowledge Loss

Agility and forward looking focus

06People Performance

Increase productivity and

retention

Resources focus on high value

activities

8


RoboticsAutomation of customer conversations & requests through Chatbots


Chatbots technology today is combining elements from Robotics, AI and unstructured dataBots are not necessary “intelligent”, and a major challenge is to interpret user “Intent” and the goal of the “conversation”

10

Chatbots have become popular as the

“messaging” platform trend is increasing as a

form of conversation and interactions

The chat-bot can be structured in its conversation

with a “set of choices”, or it can be set up to

handle a wider “range of inputs”

Since the chat-bot needs to understand the intent

of the user the more “free-form” the conversation

the more options and domains must be

understood by the robot

Virtual assistants are placing themselves “closer”

to the user, and being part of the earliest part of

the interaction. This means handling a diverse

set of needs and interactions before the user is

“channeled” into the correct context

Coversations as platforms for interactions

Ameila


ChatbotsChoosing your platform (or a combination), needs to consider several features

11

2. GRAPHICAL BOTFLOW

BUILDING

The construction of the

conversation course via a graphical

interface to be agile and responsive

1. MESSAGING

INTERFACE

This is the interface in which

users communicate with the

chatbot

3. FLUID

CONVERSATIONS

Good CUI (conversational UI) uses

mechanical as quick reply buttons for

smoother experience

4. RICH & INTERACTIVE

DIALOGUE

The chatbot enriched images

chat, videos, web interfaces

integrations ...

5. NATURAL LANGUAGE

PROCESSING

The natural language understanding to

determine a plan from formulations of

a user

7. HUMAN

TAKEOVER

A human operator takes hold of the

discussion if not understanding or

completion of a course

6. SUPERVISED

LEARNING

The learning phase of the machine

learning engine must initially be

assisted by a human

8. API

INTEGRATION

To ensure scalability of the chatbot, the

chosen platform must be able to integrate to

existing and future platforms

9. NATIVE LANGUAGE

SUPPORT

Depending on the audience, it is often

critical to choose a strategic platform

supporting English and native language

10. BUSINESS MODEL

PRICING

A long-term business case must consider

the variable costs related to the

platform (per request, by user ...)

EN


Robotics Cognitive automation using Artificial Intelligence


Infusing AI to mimic human behaviour and abilities in order to sense, think and act

Sense & Observe

Interpret &

Evaluate

Decide

&Act

Learn

The AI solution will mimic human abilities and

behavior within the areas of sense, think and

act, and also with a learning cycle

Sense & Observe

Image and video analysis

Facial recognition

Speech analytics

Text analytics

Interpret & Evaluate

Machine learning platforms

Deep learning platforms

Decide & Act

Natural language generation

Sense, think and act

AI-enhanced analytics solutions

Conversational service solutions

Intelligent research solutions

Intelligent recommendation solutions

Pre-trained vertical solutions

Sense, Think, Act

Discover relevant

information such as

image, sound, text etc

Determine reasoning

and predictions based

on information

Take action based on

the reasoned

conclusions and

communicate

Learn from

experience and

patterns


Artificial Intelligence has different technological building blocksThe different building blocks are at different stages of maturity, and can be applied into business processes at different stages

10. Cognition

8. Deep

learning

9. Image

analysis

6. Knowledge engineering

7. Natural

language

generation

5. Machine

learning

1. Robotics

2. Sensory

perception

3. Speech

recognition

4. Natural

language

processing

Artificial

Intelligence

The building blocks of AI are at different level of

maturity from early “research stage” to pragmatic

utilization

A technology starts at the research stage, where it

is primarily the focus of more “foundational

research”. As it matures, organizations start

adopting it into the enterprise, typically through a

“conceptual phase”. The technology will typically

have some early “maturity-issues” as it progresses

Eventually it will be “production ready” and shown

to be stable at high volume and for a variety of

usescases

As the different technologies mature, the AI infused

processes and “machine” will become more

advanced

The number of use-cases for AI infused processes

will increase as the technological capabilities

mature

The organization must also adapt and select which

processes are relevant for integrating AI solutions

Integration of AI components can be done in the

process in several ways: incorporated in the

applications themselves (SMART-modules), or by a

separate solution introduced into the process

Appplying Artificial Intelligence into your

Business Processes

Source Forrester


Pragmatic use cases of Robotics and AI to empower and automate your business processesYou can package selected components of the technology to imitate specific human “abilities”

Conversation

Sight

Prediction

Discover

Movement

9. Image

analysis

7. Natural

language

generation

3. Speech

recognition

4. Natural

language

processing

8. Deep

learning

5. Machine

learning

4. Natural

language

processing

1. Robotics

6. Knowledge

engineering

5. Machine

learning6. Knowledge

engineering

2. Sensory

perception9. Image

analysis

In order to get started with Robotics and AI

today, it is useful to build smaller and more

“narrow” use-cases

To help with this, we can group the

technology capabilities in order to provide a

given “ability

You must have a clear business case and

business objective for what you want to

achieve, before you start determining the

requirements of your solution

Tailor the specific AI solution to support a

defined business processes with a needed

“ability”

Be prepared to be able to “experiment” and

adjust quickly as you gain experience with

the use-cases

The technology is developing quickly, so be

aware that the “building blocks” are

constantly changing – and becoming more

advanced

You need to determine how to integrate the

solution into the business process – as a

“stand-alone” solution, or as a module, or as

a combined orchestration

Packaging AI components to delivery

pragmatic solutions


Implementation in the organizationKey success factors


Key success factors for integrating Robotics & AI into the business

Robotics & AI is a journey, not a project

Plan to build a sky scrapper not a bungalow.

Build internal capability to evolve, leverage

scale and increase business value

Plan for “multi-skill” solutions with different

technological building blocks

Avoid “silo” solutions, plan for the enterprise

It must be close to the Business

Robotics & AI should be considered as an

operational asset – Business stakeholders

and support from IT, subject matter

experts and process efficiency experts is

important.

Grow in house capability by building

Centre of Excellence made of a mixture

of Operations and IT people.

Large amounts of data and training is

needed to develop the solution

The solution needs large amounts of good

quality data in order to learn

The solution need to “learn and develop”

under guidance and control, so that it

doesn’t take on undesired characteristics

The success of the solutions depends of

an institutionalized Sponsor

Robotics and AI needs an institutionalized Team

led by a Sponsor - who initiates the idea of

automation, underwrites resources and protects

progress into business adoption

Business Architect / Champion / Evangelist in

charge of the successful deployment

Bring IT onboard early

Bring on IT onboard early. Deployment has

an impact on Infrastructure, Security,

Business Continuity and Disaster Recovery.

Make sure your infrastructure grows

together same pace with automation

Robotics & AI must comply with the

technology function’s governance and

architecture policies.

Communicate, Communicate, Communicate!

Pay careful attention to internal

communications

Engage a dedicated team of Change and

Communication, in charge of raising awareness

in the business of the benefits of automation

and always keep the relevant stakeholders up to

speed with the progress of the automation

journey

18Copyright © Capgemini 2016 – Internal use only. All Rights Reserved

Smarter Process

Start now – or get left behind !

Tom Einar NybergHead of Robotics Nordics

E-post: [email protected]

Tlf: +47 90 87 28 03

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