Automation Anywhere (AA) ROI

How did you measure ROI of the process you automated? (ex: time savings, money savings, labor savings, productivity). Please explain.

VP IS Global Development at a manufacturing company with 1,001-5,000 employees
We measure our ROI mostly by time saved, from a real person doing a task versus a bot. In some cases, we have been able to recoup revenue because processes weren't being followed correctly. Because the bot was doing the task the same way every time, we have recouped some revenue that we had lost in the past.
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Luis Romero
CIO at Binary Technologies Inc
We are currently measuring ROI based on cost, labor and time to market metrics.
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Process Architect at a media company with 5,001-10,000 employees
At a base level, for ROI, we equate a dollar value out to the process owner, or the business user, and multiply that out by the number of hours being saved. However, that is really base level. There are other factors involved that will help: If you reduce the number of errors. If it's related to month-end or quarter-end close for a business cycle. When automating a base level process, that saves time, but it doesn't always account for the additional time given back to the user to perform another higher value-added task, as well.
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Engineer at a healthcare company with 10,001+ employees
My way measuring ROI of an automated process is that first, even before starting any automation, I will see what the input is for the process, how the process works, what the output from the process is, and I'll measure how much time it takes, end-to-end in the manual process. There will be some initial investment ahead of time and, after that, everything is a return on investment. Based on the number of minutes it takes manually, versus automation, the reduced amount of time will be the savings that I calculate, per request. I'll put a dollar amount to it based on who the user is. If they are, for example, paid $50 per hour, and the automation saves 40 minutes, that's a savings of $33 per request.
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Robotic Process Automation Manager at Imerys
We measure our ROI as time savings per month returned back to the business.
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Senior Manager Development at a tech services company with 501-1,000 employees
Our return on investment is high. We have saved primarily time.
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Eric Dalton
Business Apps at New Jersey Resources Corporation
We are measuring our ROI in terms of power saved.
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Architecht at a insurance company with 1,001-5,000 employees
Currently, we are using it for the labor savings, we are not very particular about what the cost savings are. We look at how much time we are spending on manual efforts and where we can reduce them.
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IT Director at a tech services company with 1,001-5,000 employees
Based on the optimization that we have done and how much cost we can save.
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RPA Developer at a consultancy with 1,001-5,000 employees
From what I know, we measure it based on time returned to the employee. Instead of calculating how much time it takes for the automation, we calculate how much time was the employee was spending on this task beforehand, and now that we've moved it to an automated process, how much we have saved them.
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Senior Vice President and Digital Leader at a tech services company with 10,001+ employees
Measuring ROI is a combination of multiple factors. It could be saving time, saving money, or getting controls into the systems. It's a combination of all this things.
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Vandana Khanna
Sr Manager Emerging Tech at Verizon Wireless
We measure ROI as in the number of hours saved not performing manual activities.
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Operations Leader at a financial services firm with 10,001+ employees
We measure our ROI through money and time saved. That's how we measure the product's value. We look at the hours performed by humans, and those hours have a cost associated with them. We multiply our transactions by the number of hours it used to take by humans.
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Infrastructure Manager at a financial services firm with 10,001+ employees
We measure our ROI by the money that we save.
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Business Transformation Manager at a maritime company with 10,001+ employees
We look at ROI in a couple of different ways: FTE reduction, hours saved of human work, or errors caught. We are also looking at finding errors in our invoicing for our accounts payable team to be able to reduce those errors.
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Chief Architect at a financial services firm with 10,001+ employees
Before the automation, it used to take about two to three hours. Now, with automation, it takes about 40 minutes. We measure ROI with time.
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BPM Analyst at a financial services firm with 1,001-5,000 employees
For time savings, we do time and motion studies with our business partners, so we truly know how long it takes them to do a process and calculate that in. Depending on the area and department, we use different rates of pay to calculate dollar savings. We also break that down, whether it's actual realized dollar savings or just a dollar savings that's not realized to the department. There's also risk reduction, which is a lot harder to quantify, so we've taken that to more of a high, medium, and low type of deal, because there's a number of cases where we're eliminating manual keystroke entry. That has created huge risk reduction from our standpoint.
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Sunil Ranka
Founder at Predikly
We do automation ROI using three dimensions: absolute time-saving, efficiency improvement, reduction in manual labor. In some cases, we see savings on the order of $100,000 and, in the newer processes that we are trying to do, it may be up to $1,000,000.
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Senior IT Design Analyst at a retailer with 1,001-5,000 employees
Currently, we are not looking to eliminate people. We are looking to save time or generate revenue. Cost avoidance is pretty big for us.
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Will Haskell
Supervisor at a energy/utilities company with 5,001-10,000 employees
We evaluate ROI as time savings and resource costs not needed resulting from deployed automation.
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Vice President & Head of HR - L&T Defence at a tech services company with 10,001+ employees
We measure the ROI of automated processes by how much of a benefit we're getting from it. We look at how much time it takes and how many robots we're using and we include the licensing and operations costs. Finally, we take into account how much faster the performance of the bot is, compared to what it used to be. We have saved time and money, but when people think of going with RPA they cannot expect they will immediately see ROI. They have to sustain and increase the RPA options. They will have to spend a minimum of one or two years increasing their use cases for automation. Then they will see a good ROI. They should not expect within three months to say, "Hey, I have automated, where is the ROI?"
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Director Solution Architect at a financial services firm with 5,001-10,000 employees
It frees individuals up from mundane tasks so they can concentrate on being more active and creative other things that they need to do. There are two use cases that we have around for this: We receive benefit and reduce tying up of valued resources. For processes which are executed less frequently. E.g., there may be monthly processes with one to two people, and instead of relying on those individuals to run those processes, I can automate them. Then, I can get more consistent results when relying on a process which is manually driven.
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Rahul Sualy
Director at a manufacturing company with 1,001-5,000 employees
When we measure ROI, we look at four buckets: Capacity creation Cost avoidance Cost reduction Increased accuracy and reduction of errors. We have a calculator that we created. We have some inputs, then based on what we realize, we receive an output or number stating, "This is the benefit that the automation gave us."
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Senior Consultant at a financial services firm with 501-1,000 employees
At the moment, we are manually calculating our effort savings. We are thinking of implementing Bot Insight and the CoE dashboard to calculate our ROI, since our bots are not analytics-based.
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Configuration Specialist at a energy/utilities company with 1,001-5,000 employees
We measure ROI by how much we are saving for our internal people.
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Software Developer at a insurance company with 10,001+ employees
We measure ROI through our FTE savings.
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Jeffery Gant
IT Business Partner at Lyondell Basel Industries
We measure ROI by evaluating the entire process: How long does it take to run everything? How many FTEs are running the process? What are the savings from a quality standpoint? What processes are now able to be run over the weekend without someone monitoring them over the weekend? What are the penalty if something is not automated?
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Senior Group Manager at a financial services firm with 1,001-5,000 employees
We measure ROI by comparing hours saved to the cost of FTEs.
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Developer at a financial services firm with 5,001-10,000 employees
We are measuring our ROI through time savings. We haven't done metrics for money yet.
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Continuous Improvement Manager at a energy/utilities company with 10,001+ employees
We measure ROI by number of man-hours saved.
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Katherine Herbel
RPA Lead at a financial services firm with 1,001-5,000 employees
We measure ROI through a combination of hours saved, errors avoided, and quality of life, which are bots based on processes which humans can do quickly but hate doing them.
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VP Corporate Finance Systems at a financial services firm with 1,001-5,000 employees
We save only time, not money.
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Anantha Kancherla
AVP Solutions at CIGNEX Datamatics
We measure ROI through time and labor savings (FTEs).
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Chief IT Architect at a consultancy with 10,001+ employees
We measure ROI by saved time, FTEs reduced, and number of errors reduced.
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Shashikumar Kasarla
MTS IV Consultant at a comms service provider with 10,001+ employees
We are using Bot Insight to measure our ROI.
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Product Manager at a university with 5,001-10,000 employees
Our ROI has been cost and time savings.
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James Luxford
VP Automation at Genpact
Quite often ROI is around productivity savings, agile headcount savings, but we also look at things like improvement in net promoter scores. Customer satisfaction is very important as well. There's no point necessarily just saving money if your customers aren't going to be any happier.
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Dimitris Papageorgiou
Partner at Ernst & Young
It could be cost avoidance or revenue acceleration. The ROI actually differs by use case, but in most situations, we're able to accomplish sufficient ROI to justify scaling the solution.
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Sunil Ranka
Founder at Predikly
One way to measure ROI is based on how much customers are spending. Some customers start with about $10,000 and end up spending about $300,000 just on the licensing over a two years period. That speaks for itself.
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Brian Dsouza
Sr IS Manager at Amgen Inc.
We measure ROI by a number of factors: Hard savings from cost dollars, looking at the NPV over number of years, labor, what control or compliance things that we could be saving, productivity, and employee satisfaction.
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Bill Weathersby
Board member at Transform AI
What we did was we took the Automation Anywhere ROI calculations and added quite a few things to it. We actually ask 15 to 18 questions around process time, number of systems used, how people, and how many hours. Ultimately, we can stack rank those ROIs on a process, then we typically try to start with the largest ROIs first. So far, with what we have done, we have seen has been relatively close (as it is almost impossible to hit the ROI exactly), but the ROI on the product is good.
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BPM Analyst at a financial services firm with 1,001-5,000 employees
One of the first steps that we do before automating anything is we determine if it is a process where there is enough ROI involved to dedicate development resources or a bot to? Sometimes, in all honesty, the use case is we want to learn something, so we do it anyway. But, generally, we do a time and motion study, so we understand how much time we are saving somebody. We measure that. Additionally, we measure cost. That varies depending on the department that we're doing the automation for. But, we can measure that, and usually that is a straight hourly rate times the time saved.
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Scott Francis
CEO at BP3
We measure ROI. The way we do it though depends on each client and whether we as a service provider have access to that information, which also depends on the client. But our clients, they measure it in a bunch of different ways. My favorite example is one where we were enabling service providers for them, basically a set of new sales reps coming onboard that have to be certified with government and have to go through an approval process. That process used to take months to run through, but with RPA, we were able to automate it and get it done in a week. So, from a revenue enablement point of view, we took all the friction out of that process, which has huge ROI for our clients.
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Rakesh Rajagopal
Automation Leader at Hexaware Technologies Limited
We have automated one process, which was running with 109 people. We reduced it down to 69 with automation.
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Jayadeep Keeripunathil
IT Manager at Accenture
We measure the ROI through FTE. Of course, there is a dollar value associated with it.
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Shashi Pagadala
Manager of RPA Development at a manufacturing company with 10,001+ employees
We have a good dashboard to measure ROI.
To measure ROI, whenever we get a use case from the business when we do an assessment, one of the factor that we capture is the time saving. We try to measure and apply the country rates for the locations where they are doing manual efforts. We measure the time savings by applying the country rates and deriving the hours and value.
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Sujay Ghosh
Team Lead at Accenture
In the initial year after deployment, you won't see return on investment. Eventually, when your bot is more stabilized and your processes are streamlined, in the one and half years to two years window, you will start seeing return on investment. The FTE cost is definitely higher than the license cost of each bot. If your program has been thought through, then one bot can be used to do the work of approximately two human beings worth of labor. That is where the benefit is, which will start from the second year onward.
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Abhineet Sood
Consultant at Zs
From the second year onward, ROI is achieved, which is a great thing because year-over-year you are accruing those benefits.
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Neethushree S
QA in RPA at a pharma/biotech company with 10,001+ employees
We have seen ROI in terms of cost and time with a couple of our projects.
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Gagnish Relhan
ETL Analyst at a tech vendor with 10,001+ employees
Cost cutting is the primary reason to look at getting an RPA solution. Humans are not intended to do just manual work. If I give that manual work of 14 minutes, 30 minutes. or one hour to some bot, and it can do the work without any problems. That time is now yours, and you can do something else. You can build relationships, you can have a friendship with somebody, or you can do something nice. This is what we humans were intended to do.
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Principal Analyst at a Consumer Goods with 10,001+ employees
It is impossible for me to put my finger on exact numbers, but the return on investment is evident from time we no longer spend manually handling tasks that we have automated.
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Sr. Manager at Tata Consultancy Services
We have seen ROI. In fact, before starting automation we performed an initial feasibility analysis which resulted in our proceeding with the implementation. Most of our deployments see ROI between six and nine months.
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Deepika Bale
Specialist Quality Operations at a pharma/biotech company with 10,001+ employees
We have just deployed and are still in the validation process, so we have not seen a return on investment yet.
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Finance Process Automation Lead at a manufacturing company with 10,001+ employees
Our return on investment has more been based on improving things which we could not do earlier. There were some aspects of processes which we had to outsource because we were not able to do these in-house. Our return on investment is based on bringing these outsourced services and processes back in-house. In addition, ROI is based on doing things to improve the customer experience. We have also seen ROI based on employee experience. Quantification is not easy. We cannot quantify it, but we have millennials coming into the workforce who don't want to do "boring" activities. If you tell them that the organizations has a digital workforce concept, this is a driver for them to think that the organization is the way that it should be. This is bigger than dollars when quantifying value.
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Vimalraj Nagendran
Senior Manager Middleware at Extreme Networks
We have seen ROI on two out of our three bot processes. We see ROI from hours returned back to us.
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Saurabh Soni
Manager at a financial services firm with 10,001+ employees
We have seen ROI with this product. With this product, we go for any RPA use case. If it is not solving anything or giving quantifiable benefits, it does not make sense.
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Avinash Nyamati
Senior Analyst at Merck KGaA
Our tickets have decreased. We have more than 40 uses cases. We definitely see some ROI in the future from this product.
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Mohan Negi
Senior Consultant at PricewaterhouseCoopers
We measure our success with our customers' happiness.
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Dona Manuel
Technical Lead at Titan company
Our return on investment is that it costs us less because of our billing plan, usage and time saved.
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Venkata Sreedhar Nalam
Technical Architect at a financial services firm with 10,001+ employees
We'll be freeing up resources through automation which will save us close to 750k in a year.
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Gopalkrishna Baskarabhatla
Architect at Cisco
We have established a CoE and we take our bot opportunities based on their ROIs. The best ROI opportunity goes to development first. Our ROI opportunities are compliance, profitable growth, productivity enhancements, productivity gains, number of hours the productivity saved, and resources not available that the work can be done by the bot. However, the single most important criteria that we use to measure ROI is how much time does the bot cut down from an analyst's work, as this has the best ROI. E.g., if an analyst is spending a 100 hours of work that a bot can do in one hour, we calculate the 99 hours saved as ROI.
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Project Manager at ANZ Banking Group
It saves us man-hours, headcount, and processing time.
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Jayaraj Pachiyappan
Senior Analyst at a software R&D company with 10,001+ employees
We calculate our ROI as FTE and dollar savings.
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Mahaan Pai
IT Analyst at a software R&D company with 10,001+ employees
Lerss time is spent developing Bots so more time can be put toward business development and additional solutions.
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Product Owner of RPA at a mining and metals company with 10,001+ employees
We show ROI in terms of productivity.
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Senior Consultant at a financial services firm with 10,001+ employees
Return on investment is something you experience with the product over time.
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Technical Analyst at Tesco India
Automation Anywhere is profitable for us. As volumes increase and we have a lot of data, this takes time to complete manually. Bots can complete the work without impacting the business.
In our organization, we are focusing on continuous improvement through this tool. We are improving day by day, but not focusing on the elimination of any employees. We are just focusing in our improvements and accuracy in our SLAs. Therefore, there are three things that we are focusing on: Implementing our SLAs on time. Focusing on accuracy. Focusing on our continuous improvement.
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Abdul Subhan
Senior Automation Engineer at Ryan india
We do a cost-benefit analysis along with a feasibility study. We do this initially when there is a project that is lined up. We look at how many hours the project will take. We also delivery time and its urgency. Even if the project may not save a huge number of hours, we still might pick it up because of the urgency. Sometimes, we also look at it from an error reduction standpoint. There could be a lot of errors coming out because it was manually processed and this may cause the company issues. With Automation Anywhere, we reduce these errors.
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Sagakumar Gangipelly
Sr. Software Engineer at Ryan India Tax
The return of investment on Automation Anywhere very good because I have automated some processes, like scraping the data from websites and updating some applications, and if we deployed full-time employees on these tasks, it would take more than a year and a half. However, if we automate the process and deploy a bot, it can be completed in just a month of time. The ROI is very good because the output is very accurate and the speed is very fast.
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Logeshbabu Jothy
Head Transformer at FLSmidth
Calculating ROI for us is pretty simple. We identify efficiency at the beginning, then based on that we will just move the headcount out of the process. We try to compare with the cost spent versus the quote of the money that we have saved on the fully loaded employee cost. That's a simple comparison of what we do. This is a very crude way of calculating our return on investment because there are other benefits that are derived by doing an automation.
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Kumaran Dayalan
VP of Corporate Finance at Refinitiv
ROI is determined by how much the account saves versus the cost of licensing that I have to pay to manage the bots.
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Cognitive Lead at Quosphere
The return on investment for most of our clients depends from scenario to scenario. Some of them look at it on a long-term basis and some of them look at it from the amount of time saved.
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