Ronan Fitzpatrick, Director of Digital at PWC shares insights from PWC research on AI and Robotic Process Automation. Ronan explains that insight and trust in your data is pivotal to the successful use of Artificial Intelligence and Robotics.

1. THE GOOD, THE
BAD………..
THE DATA
Artificial Intelligence and Robotic Process Automation
Presentation by Ronan Fitzpatrick
March 2019

2. CEOs need to make better use of data
analytics as a means to identify
efficiencies and opportunities. Using
their data in the right way will also
enable them to take advantage of the
upcoming Artificial Intelligence
revolution. But in order to be confident
that their organisation is fit for the future
they must first solve the key skills
challenge.
2PwC
Digitisation encompasses ‘the process of moving from
analog to digital form’.2 Digitisation is the only way to meet
the greater demand for real- time fulfilment, 24/7
availability, a personalised consumer experience, greater
accuracy, predictive data, faster processing and improved
customer identity management. The digital landscape
spans the use of channels such as websites, social
media, mobile apps and so on to enable a more digitised,
interactive and improved experience. Digitised work is
also quicker, cheaper andmore reliable than manually
processed work, regardless of whether it is insourced,
outsourced, or executed on a perfect manualprocess.
The ultimate goal is to digitise the majority of a
company’s processes, only relying on people where
Digitisation is a logical and necessary next step

3. PwC
PwC DAMA; The Good, The Bad and the Data March 2019
Organisations both globally and in
Ireland are clear they know the
information they need in order to make
strategic decisions for their ongoing
business success. But, many are
struggling with the comprehensiveness
of that data they receive.
A striking finding from the report is the
significant information gap that exists
between the data CEOs need, and
what they get
Irish organisations lag global counterparts on leveraging data
%3
Irish CEOs said the data about their customers’
preferences and needs was critical or important
for long-term decision making

4. PwC
PwC DAMA; The Good, The Bad and the Data March 2019
Bridge the gap:
limitations in the data that enables
businesses to perform financial
forecasting, data about their brand and
reputation, and imminent business
risks. Interestingly, there was also a
scarcity of data about how the latest
technological trends will disrupt their
industries,
Irish organisations lag global counterparts on leveraging data
%4
said the data they receive about their
Customers was comprehensive.

5. PwC
PwC DAMA; The Good, The Bad and the Data March 2019
Build your data foundation
When you are using data to drive
organisational growth, there’s no
room for error. You need to develop a
data framework, build the strategy,
optimise your infrastructure,
processes and systems, and create
the right culture internally to become
a data-driven organisation.
Data & Analytics priorities
5
Apply advanced analytics
You have the right data architecture
and can rely on your data quality.
Now what do you do with it? That’s
where predictive analytics comes in.
It uses your data to give you the
potential to act, not react. Now you
can start filtering the signal from the
noise and look ahead with
confidence.
Improve business performance
Use new data-based insights to
pinpoint opportunities in your industry
to work smarter, focus and prioritise.
Then make change stick, by
delivering data and performance
measures to the right people at the
right time - and set up the right
incentives for people to act on them.

6. Activating the
AI revolution
64% of Irish CEOs believe that Artificial Intelligence (AI)
will significantly change the way they do business in the
next five years

7. PwC
PwC DAMA; The Good, The Bad and the Data March 2019
51%
of Irish CEOs have no plans to
pursue any AI initiatives at the
moment
AI Planning lags significantly behind our global peers
7

8. PwC
PwC DAMA; The Good, The Bad and the Data March 2019
8

9. Intelligent Automation

10. PwC
PwC DAMA; The Good, The Bad and the Data March 2019
Automation roadmaps combine more than one technology
10
3
• Documents scanning and verification
• Validation and authentication of individuals
• Global search and screening
engines that provide relevant and
up to date customer information
• Workflow tool enabling
an efficient straight through process
• Data storage
• Self learning systems processing
unstructured data
• Automation of manual activities
using Robotics solutions
Case workflow tracker
and repository Biometric ID verification
Artificial Intelligence
Search & screening
1 2
4
6
Robotic Process
Automation • Standardisation and automated
analysis/ validation of files
Optical Character
Recognition (OCR) tool
5
7 Conversational Interfaces
• a computer program designed to simulate human
conversation, or chat, with a human user.

11. A simple system to demonstrate the functionality of
a small set of principles, used to prove out the
feasibility of a process use case.
Typically does not involve interfacing with
production systems and has not yet gotten to a
license discussion.
Implementation with end-usage
scenarios, of Production ready quality
but on a smaller scale.
Typically would interface with
production systems and has
secured appropriate licenses. May
or may not drive need for control
room/ orchestration. Typically run
as an attended bot.
Addresses exception handling for
agreed scope.
An early version of a solution with
nearly full functionality, that can be
further tested and refined.
Typically does not involve
interfacing with production
systems and has not yet gotten to a
license discussion.
Takes the “happy path” of the
process and not all error handling,
business referrals.
Deployment of the end solution based on
knowledge and feedback gained from the
pilot.
Interfaces with production systems and
has secured appropriate licenses.
As scale is added drives need for control
room/ orchestration conversations.
Can either run as attended BOT or
scheduled via Orchestrator
Addresses exception handling.
Requires Architecture and further
maturation of process controls, reporting,
error handling.
Agreement should be reached on further
scaling and support processes, who will
be controller for production processes. Is
there a Governance, COE framework
Scaling and establishing a broader
automation agenda within can happen in
parallel
Automation Delivery
PoC
Pilot
Production
Our delivery teams can work through different stages
to Production. The outputs vary in terms of maturity
and discussion is required to ensure expectations
match.
11
PoV

12. PwC
PwC DAMA; The Good, The Bad and the Data March 2019
Sample growth runway
12
ClientPwC Client Client Client Client Client
Wave 2
‘Do One’
Wave 3+
‘Lead One’
PwC Led
• Client project team identified and trained in approach
• Client project team is coached by the PwC team 0n
delivery
Client led with PwC Support
• Wave 1 Client project team take on coaching of
middle management
• Additional Client project teams identified and coach at team
level
Lead
Support
PwC
Wave 1 (Pilots)
‘See One’
Client
PwC
Client Client
Completely Client led
• Completely led by Client project team
• Quality review and maturity assessment conducted by PwC
Wave 3 responsibilities Time
PwC coach External quality review and maturity
assessment
25%
Client change
agent
Drives change across business teams 100%
Client team
manager
Leads the Client team to drive
implementation
100%
Client team
staff
Implement learnings from Wave 1 and 2
to engage with stakeholders and drive
programme delivery
100%
Wave 2 responsibilities Time
PwC coach Provides support as required to the
Client project team
50%
Client change
agent
Drives change across business teams
with PwC support
100%
Client team
manager
Leads the Client team to drive
implementation with PwC support
100%
Client team
staff
Implement learnings from Wave 1 to
engage with stakeholders and drive
programme delivery
100%
Wave 1 responsibilities Time
PwC coach Leads program by interfacing with the
Client project team
100%
Client change
agent
Shadows implementation to grow
in-house capability
65-80%
Client team
manager
Works directly with PwC to deliver tools 45-60%
Client team
staff
Experience programme approach and
work with project team to embed in
teams
10-25%
PwC

13. PwC
PwC DAMA; The Good, The Bad and the Data March 2019
Some Process Identification learnings
13
1. Focus on what “should” be automated, not what “can” be automated –
maintain a holistic approach focusing first on eliminating waste, re-
engineering processes, and considering use of existing technology.
2. Plug into continuous improvement initiatives – leverage RPA in
conjunction with broader continuous improvement initiatives as opposed to
only thinking about it as a stand-alone project
3. Consider End-to-End processes – avoid focusing narrowly on specific
activities to automate and consider the End-to-End processes
4. Look for value beyond efficiencies – opportunities may be prioritized
based on controls, scalability, or other non-cost factors
5. Proactively manage workforce implications – think about change
management up front
Traditionally organisations think
vertically, delivering change
and operating in isolation.
We see best benefit when you
join the dots by thinking
horizontally and working cross-
functionally.

14. PwC
PwC DAMA; The Good, The Bad and the Data March 2019
Accelerators
14

15. www.pwc.ie/digital
Thank You
ronan.fitzpatrick@pwc.com
+353871888064

16. PwC
07/02/2019
16
1
Define and develop a future target state for an
organisation to succeed in a digital age;
Disruption and Innovation, Strategy, People,
Agility, Target Op. Model /TOM, Collaboration.
2
Transform Customer Contact/ interactions to
optimise engagement and experience across
all channels; reduce cost, drive revenue,
service and relationship.
3
Drive efficiencies by digitisation from the front
to back-office; Finance, HR, and Human
interactions, Robotic Automation and
message /voice / chatbot leadership.
Digital Evolution:
Strategy and Innovation
Methodology
Digital Experience:
Data Driven Customer
Transformation
Digital Enterprise:
Developing the Workforce
of the future
Primary
Offerings
Strategy, TOM and Transformation
Innovation, BXT and Design Thinking
Ideation, Portfolio and Program
Prioritisation
Partnering with 3rd party Vendors
Enablers
Architecture for a Digital Age (including cloud)
Digital Maturity and Fitness Assessments
1
2
3
4
13
14
Customer Experience Design
Customer Experience Enablement
Conversion and Funnel Optimisation
Digital Marketing Services
5
6
7
8
Intelligent Automation (RPA, SPA, AI) &
Conversational Agents
Contract Digitisation
Unified Collaboration and Communication
(Teams, Workplace, Hangouts)
HR, CRM, eCommerce, CMS, Spec and
Select
9
10
11
12
Cyber Security & Forensics for a Digital Age15
Behavioural & Customer Analytics & Visualisation (Qlik, Tableau, Google Studio)16
17 Realise, BXT, Digital Fitness UX, CRM, MarTech & AdTech expertise Seal Contract Digitisation, RPA, Chatbots
Value
Statement