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Accelerating Digital Process Automation

To assess the current state of digital process automation within the federal government, Accenture engaged Market Connections to survey 200 federal government executives across both defense and civilian agencies. The survey was fielded in February-March 2018. These were program leaders with mission, business or operational responsibilities for business processes and service delivery within their agency. Read more https://accntu.re/2D9Kj3B

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Accelerating Digital Process Automation

  1. 1. DIGITAL PROCESS ACCELERATION SURVEY RESULTS
  2. 2. To assess the current state of digital process automation within the federal government, Accenture engaged Market Connections to survey 200 federal government executives across both defense and civilian agencies. The survey was fielded in February- March 2018. These were program leaders with mission, business or operational responsibilities for business processes and service delivery within their agency.
  3. 3. Where do agencies currently stand in their digital modernization efforts for these key functions? What are the key barriers to modernization? What functional areas will be impacted, and what technologies will be deployed? OUR GOAL WAS TO UNDERSTAND: Copyright © 2019 Accenture. All rights reserved.
  4. 4. DIGITIZED Integrated, automated and optimized, with the added ability to dynamically reconfigure workflow and business rules to address ad hoc requirements (e.g., automated adjudication for exception handling, redirecting workflow due to surge in demand) As a benchmark for digital transformation of business processes, we defined a framework for measuring overall maturity: Copyright © 2019 Accenture. All rights reserved. Further analysis of the survey findings is presented in the Accelerating Digital Process Automation report available at Accenture.com. MANUAL Paper exchange or email integration with ad hoc INTEGRATED Standardized and integrated but still requiring significant manual processing AUTOMATED Integrated and automated with limited manual intervention for exception handling as needed OPTIMIZED Integrated and automated with active use of performance monitoring and analytics for continuous process improvement
  5. 5. Mostfederalbusiness processes serve external audiences Copyright © 2019 Accenture. All rights reserved. 5 Are the majority of your service or business process interactions: Citizen-facing Public Sector (including state and local government and non-government) Intra-agency (internal to a single agency) Inter-agency (cross-federal government) Industry-facing (commercial business partners and/or regulated industries Other
  6. 6. Process automation is limited across federal agencies Copyright © 2019 Accenture. All rights reserved. 6 Paper exchange or email integration with ad hoc execution MANUAL 12% Standardized & integrated, but requiring significant manual processing INTEGRATED 46% Integrated & automated; limited manual intervention for exception handling, as needed AUTOMATED 23% Integrate & automated; active use of performance monitoring & analytics for continuous process improvement OPTIMIZED 12% Integrated, automated & optimized; added ability to dynamically reconfigure workflow and business rules to address ad hoc requirements DIGITIZED 6% Majority of business processes
  7. 7. Full value of operational data not being realized Copyright © 2019 Accenture. All rights reserved. 7 What is the current state of the operational data supporting your business processes and service delivery? Highly accessible, integrated and well- structured High Value 30% Collected and trusted, but poorly structured Moderate Value 62% Questionable quality and veracity, and stored in silos with minimal interoperability Limited Value 4%
  8. 8. Automated business rules only partially implemented Copyright © 2019 Accenture. All rights reserved. 8 How would you define the system-based business rules and logic supporting your business processes and service delivery? Business rules and logic are very well documented and fully implemented within business process systems Business rules and logic are reasonably well documented and partially implemented within business process systems Business rules and logic have significant gaps due to reliance on legacy technology and/or ad hoc (independent) decision-making 22% 23%55%
  9. 9. Agencies are meeting expectations, not setting them Copyright © 2019 Accenture. All rights reserved. 9 Unsure / NA Much less than expected Less than expected Meets expectations Exceeds expectations To what extent does your organization meet expectations for business processes and service delivery in the following areas? Customer satisfaction Data quality and processing error rates Processing or transaction time Transaction or operational costs
  10. 10. Most agencies attempting to modernize Copyright © 2019 Accenture. All rights reserved. 10 For the specific programs or processes that you support, which best describes to the extent of your agency’s efforts to modernize and digitize processes and service delivery strategy?
  11. 11. Bottom line focus behind efforts to digitize Copyright © 2019 Accenture. All rights reserved. 11 What are top drivers or objectives behind your efforts to digitize?
  12. 12. Reducing the number of manual interventions and/or process steps Accelerating end-to-end processing Simplifying how end-users interact with systems to share input and enter data Expanding the use of automated business rules management to reduce errors and improve consistency Improving how systems and/or case workers generate output (e.g. reports, correspondence) for end-users Creating more insightful and timely performance monitoring and alerting Making more relevant or contextual information available to case workers and customer service representatives Streamlining processes is a key functional focus Copyright © 2019 Accenture. All rights reserved. 12 Which functional areas do you especially hope to improve through digitization?
  13. 13. Failure to digitize risks ability to deliver critical services Copyright © 2019 Accenture. All rights reserved. 13 What could be the impact if your organization fails to digitize processes and service delivery strategy? Increased cybersecurity or digital trust vulnerabilities Inability to comply with regulatory mandates No significant impact Increased processing or transactional costs Inability to meet performance objectives Inability to fully support escalating program demands Inability to meet heightened user demands
  14. 14. Lack of funding Compliance or other regulatory constraints Lack of technology Contractual constraints and vendor lock-in with current service providers Lack of organizational consensus Information silos Lack of talent Poor data quality Lack of executive leadership/buy-in Workforce rules Funding, legacy tech leading barriers to digitizing processes Copyright © 2019 Accenture. All rights reserved. 14 What are the barriers or inhibitors to digitizing processes and service delivery strategy?
  15. 15. Agencies pursuing enterprise-level approaches Copyright © 2019 Accenture. All rights reserved. 15 Is your department/agency approaching digital process and service delivery and related modernization strategies systematically at the enterprise-level for all operations, opportunistically on a case-by-case basis, or do you follow a hybrid of both approaches? Enterprise-level (agency-wide) approach Hybrid of both approaches Program or functional-level (case by case) approach 37% 30%34%
  16. 16. EXECUTIVE, PROGRAM LEADERS LEADING THE WAY Copyright © 2019 Accenture. All rights reserved. 16 Who is leading your enterprise digital process and service delivery strategy? Executive Leadership Program (Mission/Business/ Operational) Leadership IT Hybrid (IT + Program) Other Dedicated Digital Transformation Office
  17. 17. No consensus on modernize vs. Replace legacy platform Copyright © 2019 Accenture. All rights reserved. 17 Which do you believe is the more effective strategy for updating the current IT environment to support your business processes and service delivery? Reengineer and/or re-platform existing systems to meet current expectations and requirements 46.5% MODERNIZE Replace existing systems entirely with new modern systems 45% REPLACE *8.5% Unsure
  18. 18. Biggest factors impacting digital process modernization Copyright © 2019 Accenture. All rights reserved. 18 What percentage of respondents marked the following factors for ensuring the success of the modernization or transformation initiatives supporting their digital processes and service delivery as very important? Workforce Training & Upskilling Measurable Program Objectives Real-time Analytics & Performance Monitoring Organizational or Workflow Redesign Cross-Agency Governance Agile & Iterative Software Development Business Process Reengineering Methodologies Commercial Best Practices Design Thinking & User Research Digital Centers of Excellence
  19. 19. Top technologies for digital process modernization Copyright © 2019 Accenture. All rights reserved. 19 How important are the following technologies to your organization’s long-term digital process and service delivery strategy? Self-Service Reporting & Data Visualization Digital Process Automation Platforms Cloud-based Systems of Record Cloud Infrastructure Self-Service Technologies Predictive and Streaming Analytics Multi-channel User Experience (UX) Cloud-based Systems of Engagement Natural Language Interfaces Artificial Intelligence & Machine Learning Robotic Process Automation
  20. 20. A go slow approach to digital process modernization Copyright © 2019 Accenture. All rights reserved. 20 Which technologies have you already considered or adopted to support your long-term digital process and service delivery strategy? Cloud-based Systems of Engagement Cloud Infrastructure Self-Service Technologies Digital Process Automation Platforms Self-Service Reporting & Data Visualization Cloud-based Systems of Record Predictive and Streaming Analytics Multi-channel User Experience (UX) Natural Language Interfaces Artificial Intelligence & Machine Learning Robotic Process Automation
  21. 21. THANK YOU

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