Mysterious Robotic Process Automation

Happy Halloween everyone!  What a better topic to talk about to get yourself in the mood than robotics?  Those scary, eerie, mysterious bots...

Unlike the picture above, we are not talking about physical robots.  We are talking about robotic process automation or RPA for short.  Have you heard about this?  My advice for you - get educated and get ready for RPA, if you have not already.  It is wicked - in a good way!

What is RPA?  
The easiest way to explain RPA is like a slightly more sophisticated macro.  It is a software program that you "tell" to do repeatable, high volume, logic or rule based steps that are performed in a system.  And when I say "tell", you are really recording the steps within the software so it can repeat those same steps over and over again without much human intervention.

Why is it Wicked?
Most of us have found macros to be a huge help to our organizations.  In fact, when we hire talent, we sometimes ask if they can write macros because we find so much value in those skills.  RPA removes the limits because you can use these robots on any system.  Think highly transactional, repeatable processes within Procurement or AP that are performed in a system.  Those could be recorded so the bots can perform repeatable tasks, so teams can focus on more value added tasks.

Bots do not take vacations.  They do not get sick.  They work all hours of the day.  They are super productive.  I have heard that 1 bot is equal to 3-5 traditional FTEs.  They also do not commit fraud, forget steps in the process, or try to avoid the correct, standard process.

And, they are somewhat cheap compared to a fully loaded headcount.

Feeling a little freaked out?
The first time I was introduced to RPA, I was freaked out.  This is a game changer.  It changes how we think about talent, for we need to start thinking about managers who are capable of managing bots.  They need to know the process, how to train them, and how to manage the quality of the results.  We also have to think about how to train and build capability for talent performing the repeatable tasks today because they will be shift to more value added tasks.

It changes how we make decisions about transforming our organizations.  Does it change if we should outsource?  Does it change the need for large scale ERP implementations?  Does it change how we integrate systems together?  The great thing about RPA is that you can apply it even if you are not on a ERP, even if you are not considered world class in your processes.  If applied correctly, your organization could leap frog quickly with much less investment.

They are still eerie to most.
There will be several people that are scared about this change.  There are real concerns about this functionality.  IT security is going to need to get onboard related to the risks and controls in place.  For instance, what protections are there from hacks?  A hacked bot could do a good amount of damage.  Internal Controls / Internal Audit will also need to get onboard with the amount of controls in place and that what you tell the bot to do is correct.

Lastly, Procurement and AP leadership, above all else, will need to get onboard.  Given this has such game changing potential, we might get in our own way (remember we naturally like our comfortable existence.)  I truly hope that more and more unicorns consider the new potential to transform their processes and organizations through using RPA.

Ready to be scarily awesome?
If you are geeked out about this, there are things to start working on to prepare for this change:

• Document what is actually occurring today in these repeatable processes.  It is important to be as accurate and detailed as possible when documenting these processes.   This will help determine where to apply the bots and how to tell them what to do.  
• Build your business case.  The business case could be about reducing headcount - but that is a small part of the opportunity.  Think about what you could get after as a result of the RPA implementation.  For instance, could you gain more discounts because your processes are more efficient?  Could you drive more spend under management because of the implementation?  What are the results of what your team can do for the company because of this new technology?
• Think about the process and organization to support this change.  As you might know already about me, technology is only the enabler.  If you do not have the process and organization to support the tech, you are not going to get very far.  It is time to start thinking about how you would perform QA, do you need bot managers, how do you audit the processes that the bots are supporting?

Anyone now dressing up as a robot on Monday??  Again, Happy Halloween and enjoy the possibilities! 

The Great Divide Between AP and Procurement

"Hello over there!!"  At times, I feel like we are yelling across the great divide to Accounts Payable.  "Where are my supplier's invoices?  Why can't you pay them on time?  Why are my payment terms wrong?"

Think about it.  If you are a Procurement professional, we have all been there one time in our careers. Feeling like there is there is something eating the suppliers' invoices, similar to your laundry machine eating your socks, and you have no idea why.  But you do know, it is all AP's fault.  They just can't seem to get it right.

For that is the easy answer.  But, could not be further from the truth.  Get ready Accounts Payable professionals (enter theme music), it is almost never Accounts Payable's fault alone.

So, what is it then?  How do we - together- close this divide?

1) Understand the scope of what AP is there to do.  AP has three to four functions.  That is it.  They are accountable to receive invoices, process invoices, pay invoices, and sometimes manage the accounting aspects of the invoices in the most effective and efficient manner possible.  That is it.  No more, no less.  If the AP function is doing more than that today, it is because there are upfront process issues in Procurement that are causing downstream impacts.

2) Get the upfront process right.  AP does not like not paying invoices on time.  They do not sit around with evil schemes hoping to get angry calls from suppliers and Procurement regarding past due invoices.  If there is a struggle with past due invoices, it is a result of the Procurement ordering processes being ineffective.  A simple example would be that AP cannot pay an invoice until the goods receipt is created.  Is that a AP role to make sure good receipts are created?  Nope.  It is part of the Procurement process.  Therefore, if you want to fix invoice and payment issues, you need to start with a hard look at the ordering processes, then the AP processes.

3) Have a common goal or goals.  Increasing on time payment and electronic invoicing are common AP goals.  Those are great goals for AP, but they cannot achieve those goals alone.  For, the ordering process greatly impacting on time payment and without Procurement building in electronic invoicing into their supplier conversations/negotiations, it makes increasing electronic invoicing very difficult.  These goals need to be shared, thus creating a large bridge across that divide.  It is the common ground to springboard from to close the divide.

4) Talk openly with each other.  This is not about blame or scapegoating.  This is about creating a process that no one thinks about.  It just happens.  That takes coordination, open communication, a bunch of humbleness, and willingness to change.

Are you ready to get after this?  If so, asking if you are doing the above is a great starting point. Getting the procure thru pay process right is the entry point for great Procurement functions.  It removes the noise, improves relationships internally and with suppliers, allowing for a shift in focus to innovative changes in Procurement.

Want to hear more?  At the APP2P Conference on Monday (Oct 24-26th) in Las Vegas, we will be discussing "AP and Procurement: Effective Partnering" from 9:20-10:20 on Wednesday! Hope to see you there! #fallapexpo APP2P.com

The Spend Analysis Enigma

One of the foundational elements to Procurement is to have good access to data.  However, it would seem that most Procurement departments struggle with spend analytics.  Now, don't get me wrong, there are several companies that have a spend analytics tool, but do they actually have robust analytics that are trusted and leveraged for decision making?

So, where do we go wrong?  Why is such a foundational element of Procurement so hard to tackle? (Yes, it is Saturday morning during football season!)

Let's start with technology.  This does not seem to be the problem.  There are plenty of tools out there, whether it is a specialized spend analytics solution or one of the great visual tools like Tableau, Power BI, etc..  The technology is able to manage huge data sets, create visualizations, and allow end users to interact with the data easily.  In fact, if you want to do some fun reflection, think about how the technology around spend analytics has progressed vs many of the processes/practices of Procurement.  Now that you are done laughing, we can move away from the spend analytics technology being the problem - or the solve.

So, this brings to me to the issue - getting crap faster.  Yes, that is it.  We are getting crap faster with most spend analytics technology implementations.  Why?  Because spend analytics is a process issue.  Let's discuss a couple of examples.

1) The data itself.  If you do not have the data in systems or have the ability to manage unstructured data effectively, the best tool does not do much for you.  For instance, having low compliance to a Non Po No Pay policy will result in struggles in your data.  Also, not having good master data management and governance will result in messy data.  These items are not easy to fix.  They require new policies, investments in people, new processes to be put in place.  Dissecting the root cause in your data and driving process change will enable actual spend analytics.  (Note:  It does not need to be perfect, but it cannot be overlooked.)

2) Scope of the data.  Building a spend cube is not too hard, especially for some of those millennials on your team.  However, where there is glory in your data is relating it to other business data to solve business problems.  How is the supplier's spend relating to other key business trends?  How does the spend relate to the past RFP activity or upcoming contract expirations?  To be problem solvers for the company, combining spend data with business data is critical.  If you are only building a data set to see spend, you are falling short of the "analytics" part of the equation.

3) People. Do you have actual qualified individuals on your team that support analytics?  Not reporting but true analytics?  There is talent out there who received masters degrees in advanced analytics.  Are you investing in them?  How often do you get the same request for data within your team?  I would guess rarely.  Having the right people who can build ad hoc analytics, who can solve data problems, who know how to combine data with other business data are, in my opinion, a more important investment than even the technology.

4) Adaptability.   Things change all the time.  Company strategies, leadership, requirements for your data sets.  There is a absolute need to have the ability to manage those changes yourself versus having to open an IT project for every change.  First of all, that is expensive.  Second of all, it is the number one killer of the sustainability of the analytics offerings.  If the analytics platform (the data available and how it is used) cannot keep up with change, it will not be used or valuable any longer.

So, the next time you are hearing that your need a spend analytics technology and it will be a solve to your data and analytics needs, question why we still collectively struggle with spend analytics.  The examples above are not easy to solve.  Like my Father always tells me, "If it was easy, it would be done already".  We can tackle this enigma if we think process vs technology.

How to Deal with Millennials

This was a question that was echoing through the hallways at a recent event that I attended.  How do we deal with Millennials?  It made my ears perk up, because if people are using the word "deal", it is usually not a good situation.  Granted, I am considered one of those people that is being dealt with, but maybe, just maybe, we are looking at the situation incorrectly.

All of us within Procurement are looking for great talent.  Hopefully, talent that can help Procurement get unstuck.  More and more, this talent includes Millennials.   In fact, some companies at this point might have Millennials hiring talent.

But, we should also be looking for ideas, perspectives, challenging inquiries, various experiences, different strengths in that talent.  We should be, and hopefully are, looking for diverse talent.  And, if we seek diversity of thought and backgrounds, then we will be inclusive.

So, why, if we are seeking this diversity and we are being inclusive, should we be questioning how to deal with Millennials?   Yes, as a group, we are unique.  We are challenging norms, bringing different perspectives, and bringing a lot of strengths to the table.   We are different, but shouldn't in that difference, even more greatness be created?

We are always taught that your employees should reflect your customers.  For your employees should be thinking and acting like your customers, to build a stronger connection.

Therefore, this week, let's go in with eyes wide open.  Understand whether your talent is reflecting your customer.  Seek differences.  Seek strengths.  Seek to be taught by someone who has a different point of view.  Let's welcome with open arms because that is what creates greatness.  And within Procurement, we need greatness.