ACMP NEW ENGLAND 2019 HARTFORD MEET-UP - WE WILL BEGIN SHORTLY - ACMP New England Chapter
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ACMP NEW ENGLAND CONNECTICUT ● MAINE ● MASSACHUSETTS ● NEW HAMPSHIRE ● RHODE ISLAND ● VERMONT
2019 HARTFORD MEET-UP
WE WILL BEGIN SHORTLY…
Our Sponsors:
ACMP | Advancing
© 2016 KBACE, theADiscipline
Cognizant of Change
CompanyManagement Connect with ACMP
ACMP NEW ENGLAND
2019 HARTFORD MEET-UP
May 15, 2019
ACMP | Advancing
© 2016 KBACE, theADiscipline
Cognizant of Change
CompanyManagement Connect with ACMP
Agenda
Intelligent
ACMP
Welcome & Automation Questions &
New England
Introductions & Change Answers
Chapter Update
Management
ACMP New England Melanie Francis Slalom Consulting, ACMP New England
Board Members ACMP New England Hartford Board Members
Welcome!
MELANIE FRANCIS Founding Member of ACMP Global & NE Chapter
CCMP™ since 2016
ACMP New England President
Builds Change Management practices and teams
VP, Chief of Staff to the CEO Career focused in Technology sector
Akamai Technologies
Cambridge, MA Corporate focus = ‘internal consulting’
Current focus: Executive standpoint of change
Lifelong New Englander from Massachusetts
4
ACMP New England Chapter Update 5 © 2018 ACMP New England Chapter
ACMP New England Chapter Summary
ACMP New England provides learning opportunities to members at meet ups and through
OUR our chapter newsletter. Learning opportunities such as presentations and articles on best
MISSION practices equip members with the knowledge and resources needed to maintain and
grow their professional development.
▪ Board Members – 9
CHAPTER ▪ Members – 100+
▪ Community Contacts – 300+
SNAPSHOT ▪ Volunteers – needed to support Committees
▪ Membership, Communications, Digital Content, Programs/Events
6
ACMP New England Chapter Advocate for Professional Growth
CERTIFIED CHANGE MANAGEMENT PROFESSIONAL™ (CCMP™)
The CCMP™ was developed Our goal in 2019 is to encourage
based on ACMP’s industry- our board and members to be
leading Standard for Change CCMP Certified. We’d liked to
3
Management® . . . The CCMP™ offer prep courses for CCMP
is a way for professionals to 8 Certification and recommend
3
demonstrate their investment in financial subsidies for financial
ongoing development while 1 support when not assisted by an
successfully applying their employer.
experience to respond to a
breadth of change management
7
situations.
ACMP & ACMP New England Chapter Update – 2019 Events
2019 ACMP EVENTS COMING IN 2020…
ACMP GLOBAL CONFERENCE – Orlando, FL ACMP GLOBAL CONFERENCE – Anaheim, CA
▪ April 28th – May 1st
▪ May 3 – 6th
ACMP GLOBAL Bi-Weekly Webinars @ noon acmpglobal.org
▪ Measuring what Matters: Successful Change, May 14
▪ Using Data in Change Execution: Tools and Strategies, May 23rd
ACMP Hartford Meet-up
▪ We are here!
ACMP NE Boston Meet-up
▪ Fall, 2019
Lead Change 2019
▪ November 4th, Burlington MA
8
Find Out More Online
ACMP GLOBAL ACMP NEW ENGLAND
acmpglobal.org acmpnewengland.org
9
ACMP New England Chapter
Sponsors
Change Management Review™ is an information
resource for professional working with
organizational change. Founded in 2014 by
Theresa Moulton, Change Management Review™
brings together professionals who work with
organizational change – both academic research
Just named by Fortune as one of the “100 and real-world practices – through integrated
Best Companies to Work For”, Slalom global perspectives.
Consulting designs and builds strategies
Organizational Development (OD) at The TJX
and systems to help our clients solve their
Companies, Inc., builds capability and drives
most complex business challenges.
effectiveness by partnering with HR and
business leaders and providing tools and
Slalom’s Organizational Effectiveness models for better execution and innovation
practice supports clients in these 5 areas: around organizational change and performance.
▪ Change Enablement
Akamai’s Change Management practice supports
▪ Organization Design Akamai employees across broad areas of digital and
▪ Talent Management organizational change. Akamai secures and delivers
digital experiences for the world’s largest companies.
▪ Learning
Akamai’s intelligent edge platform surrounds
▪ Culture everything, from the enterprise to the cloud, so
customers and their businesses can be fast, smart, and
secure. 10ACMP NEW ENGLAND CHAPTER
Connect with ACMP
Email Us:
acmpnewengland@gmail.com
Thank You Subscribe to the New England Chapter:
https://acmpnewengland.wildapricot.org/
© 2018 ACMP New England ChapterOCM for Intelligent Automation
Slalom Hartford
12Agenda
13Slalom Presenters
Bill Murphy Smita Baradia Nicole Murdoch Katrina Reali-Corso
Practice Area Lead Consultant Manager Consultant Consultant
Organizational Effectiveness Strategy & Operations Organizational Effectiveness Organizational Effectiveness
Chase Kline Nishant Gupta
14
Consultant Consultant
Strategy & Operations Strategy & OperationsIntelligent Automation (IA)
The combination of artificial intelligence, and process automation
15What is
Artificial
Intelligence?
16My Idea of AI 20 years back!
What is
Artificial
Intelligence?
17Today - Seamless and Invisible!
What is
Artificial
Intelligence?
18Established Emerging
Voice Assistants
What is Comedian
Artificial Musician
Driverless Car
Intelligence?
Smart Home Devices Script Writer
Navigation System Painter
19The Future of Work!
What has enabled prevalence of AI?
Faster Processing Automation
Time
Artificial Intelligence
Machine Learning
Big Data IoT
Deep Learning
Open Source
Cloud 20Brain Booster – Activity 1
https://quickdraw.withgoogle.com/
21The computer vision and human vision is combined with neural networks to
understand the images.How does AI work?
Traditional Software Artificial Intelligence
Learning, Perception, Cognition
Algorithm Output
Output Learning
Input Algorithm
Input
Data Training Data
23“Future of a Convenience Store”
24What we heard from Early Adopters of Intelligent Automation
”I wish we had spent more time on Change
“
Management!”
“How will the blended workforce work as one
team in future?”
25IA Organizational Change Management - Strategy in Action
Planning for Disruption
Awareness Assess Build Scale
Center of
Leadership Process Operating
Excellence
Engagement Driven Culture Model
(CoE)
New Operating Model is
Clarity and integration of IA Change management
Operationalize a “process defined by a digital
Initiatives and Executive ownership needs to exist
driven culture” mindset shift workforce and blended
Leadership objectives within the IA CoE
teams
Ownership of the
Creating awareness & Look holistically at patterns Constant evaluation and
work/business process
setting direction, vision and across processes that may enhancement of IA value
translates to active
sustainability of the IA be common to maximize by looking at other tools
Success Factors
participation of the
program value of IA investment that could help automation
governing body as well.
Clarity about role of team Maximize value by focusing Business owns IA strategy,
CoE ideally should re-
and individuals once a on process task automation roadmap, vision and
evaluate other IA tools.
process is automated (not entire process) execution
Define measures to
HR collaboration and Consider reengineering and Up front training of the
ensure future state design
guidance about changes to other optimization actions front-line managers about
and goals are met and 26
organization and skillset before IA how to take ownership of
improved collaboration
focus the bot
between BU/ITIntelligent Automation Center of Excellence
In some companies, the business and shared service leaders have initiated the sponsorship of a IA implementation. This shift in
roles may result in internal strife between IT and business operations leaders and raise questions regarding where in the organization
IA expertise should reside.
By implementing a IA Center of Excellence (CoE), it aligns ownership and authority by bringing together different expertise throughout
the organization, overcoming entrenched turf battles and facilitating effective collaboration between IT and the business.
IA CoE Operating Model Components
Functions & Processes Collaborations Roles Governance Metrics
Capabilities How we execute How we collaborate Who is accountable How we make, How we measure
How we deliver the work to deliver IA for doing the work sponsor and enforce effectiveness
scope services the right decisions
27Ideas Exchange – Activity 2
Share an interesting application of RPA, ML or AI in your
Organization? And share associated change strategy that
was applied deliberately.
OR
Where would you like to see Physical Robots or Digital
Robots assisting you in your personal life?
28First Step towards IA in Organizations – RPA?
What is Robotics Process Automation ?
A software that mimics the human interaction with user interfaces to perform a
specific action within or across applications.
- The interaction is with the user interface, not through the architectural layer
like an API
- The software ‘robots’ are configured to execute a process exactly like a
person would, and they learn the process tasks by watching the ‘trainer’
complete the task. Think- MS Excel macro recorder
Typical Uses
- Data entry, extraction, migration, and reporting
- Transferring files
- Document preparation, validation, conversion
- Rules based decision making
29
Source: http://www.visualcron.com/roboticprocessautomation.aspx
Slalom ConfidentialWhy RPA?
FACT
Business adapts and many times technology can’t
keep up, so companies fill the gap with people
Sometimes the people fill value added gaps, such as customer engagement. However, many are just filling the gaps in
process due to insufficient technology, such as answering phones to reset passwords, and applying business rules in a
certain system. RPA solutions fill these gaps by executing the processes automatically
30
Source: https://www.roboyo.de/en/robotic-process-automation/
Slalom ConfidentialDemo
Employee Name: Jim
Job Tittle: Claim Analyst
Job Role:
• Create new claim records
• Update existing claim records
• Resolve claim issues
• Build relationships
31Demo
Employee Name: Jim
Job Tittle: Claim Analyst
Job Role:
• Create new claim records
• Update existing claim records
• Resolve claim issues
• Build relationships
32Future of Work - Training the Digital & Human Worker
33Design & Train the Robot
STEP
TWO:
Peer Review
for Standards
STEP ONE:
Business
Requirement
Development STEP THREE:
Test / QA Process
• Write the standard process
• Verify the process
• Record the incremental
processes
If errors, go back and review step 1
34Re-Train the Robot
STEP TWO:
Peer Review
for New
Standards
STEP ONE:
Adjust Existing
Business
Requirements STEP THREE: Test
/ QA New Process
•Adjust the standard process
•Verify the process
•Re-Record the new, incremental
processes
If errors, go back and review step 1
35Train the User Monitor Bot’s
Progress
Initiate the Bot’s Report results with
Task Bot
Exception Handling – issues/completion
Users will manually
process the exceptions
Attended Bots may need manual intervention to trigger the Robot running on the user’s desktop system.
Train the User to:
• Initiate, Monitor and Report Issue/Success with Bot
• Define process for user to follow
• Peer Review of the process
• Test the process (end to end process from initiation to conclusion)
• Recognize the benefits achieved with Bot’s deployed
• Providing increased engaged role for user – overseer or manager of the Bot’s
deployment/success 36Future of Work – From Probable
to Preferable
“AI promises spectacular benefits for humanity, including better and more precise
medical diagnosis and treatment; relieving the drudgery and danger of repetitive
and dehumanizing jobs; and super-charging decision making and problem
solving.”
3738
Cancer Research Data &
Outcomes
39Thank you!
40Sources/Credits
• Google Quick Draw
• Amazon Go store promotional video
• https://becominghuman.ai/what-is-artificial-intelligence-ai-4bde325e5462
• https://www.google.com/url?sa=i&source=images&cd=&cad=rja&uact=8&ved=2ahUKEwj03tmYk43iAhUiMnwKHbGgC
BwQjRx6BAgBEAU&url=https%3A%2F%2Fappsyntax.blogspot.com%2F2017%2F09%2F&psig=AOvVaw3wMyksNc1K
wF1CGH0YFnv5&ust=1557446692443639
Slalom and Google stories:
• Slalom Studio Story
• Google Customer Case Study
• Google CEO blog post
41© 2018 Slalom, LLC. All rights reserved. The information herein is for informational purposes only and represents the current view of Slalom, LLC. as of the date of this presentation.
SLALOM MAKES NO WARRANTIES, EXPRESS, IMPLIED, OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.You can also read
