The Cube presents UI Path Forward five. Brought to you by UI Path. >>Hi, everybody went back live at the Venetian, formerly the Sands Convention Center. Dave Ante with David Nicholson. UI. Paths forward five. This is the fourth forward conference that the Cube has done. So we've seen the ascendancy of UI path, the growth customers. UiPath is one of the first companies to actually come back Post Covid. Last year, 2021 at the Bellagio. They took a chance and it actually worked out great at a couple thousand people there. Lots of customers. We're here with Lauren Joyce, who's the global automation lead at Whirlpool. She's joined by Regener Facade rp, who is the global automation lead at Accenture. Good to see you again. Lauren. Welcome to the Cube first timer. Very much, >>Yes, thank >>You. So you're relatively new to automation, but you, as we were talking, you're a process with talk about the center of excellence that you're building out. What's the importance of that to Whirlpool? >>Absolutely. So we are first looking at automation from our finance organization and they were coming to us with, Hey, here are 12 things we wanna automate. And really what we are finding is that not all of these things were suitable for automation. So we've started on the COE journey of, well, how do we make sure that we're getting the most ROI for our business? Starting with discovery, making sure that what we're automating it makes sense, it's the right process versus just an upgrade or, or retooling set. So for us, especially being a global company, making sure that we had that governance in place, that mindset and what should be automated and when really made sense and helped us on our journey pursuing. >>And, and, and I presume that's where Accenture comes in. I mean, rp, you got deep industry expertise, you've got automation expertise. What role do you play in that prioritization exercise? >>So the, the way we approach any automation implementation is similar to what we did here in our pool. First step is, you know, I call it as knowing where you are in the automation journey. Like what always is, if you don't know where you are on a map, a map won't help you. So baselining the current automation maturity and the current journey where they are. And once you do that, you identify you are not star and prioritization and the goals that are required and then you build a plan. And exactly how we approach in establishing a center of excellence that drives the automation with rigor, knowing where you are and where you want to get to, >>What's the team look like in a, in a, who's on the bus, You know, who's who's, who's in in the circle if you will. How do you com you know, build, you've written about this, it's like a sports team. You put it together, you need be a quarterback, you need a lineman, you need, you know, wide receivers who's on the center of excellence team. >>So the way you always build the center of excellence is making sure that your business partners and the senior leadership team is committed to the entire automation journey. That's the key ingredient for success. Then you build, one of the critical aspect is the talent, the quarterback, you said the talent. In today's world, automation talent is just not about knowing, you know, RPA techniques or you know, process optimization, but it is an end to end technology stack starting from cloud to data to analytics and entire platform capabilities of automation that combined and coupled with change management and how do you drive an enterprise chain management is very, very critical in terms of implementing automation. >>Absolutely. Lauren, I'm curious, did, did Accenture bring UI path to Whirlpool or did you bring, or did you bring Accenture in and UI path in together? How, how did that interaction? >>Yes. So we brought Accenture in and they really helped us along with that journey and they brought UI path to us. Our European business was actually using Blue Prism and that's when we said no, we wanna standardize specifically on UI path and make sure from a global standpoint we're using the same tooling. And that really helped that as we were building our team, we leaned on their expertise and then even we're retooling people within our corporation of, hey, we took our SAP lead, our GCP lead to be our technical architect and and people that could help speak the language and translate from process and explain that doesn't have to be a large project and explain what automation is to help drive return investment for sure. >>Now you're early in, but have you seen results, you know so far? Can you talk about that, quantify it in any way or? >>Absolutely. So we started our journey December of 2020. We've automated about 60 or so bots, but really everything that we've done is based on hours saved. So we're at about 60,000 hours automated and with some of our biggest, like our big box stores and our KitchenAid small appliances, we've even had hard dollar savings that we had a bot that went live about in 60 days. We had a $3 million return and take took out 3000 hours of human interaction. That was great for us. >>So the world's kind of a mess right now. You got supply chain issues, you got inflation, you got a recession, you got the United States. Anyway, you got the Fed trying to figure out, oh there's sling shoting, you know, some people are, you know, really hurting stock market is starting to show that there's a lot of confusion out there. The world is changed quite a bit obviously the last few years. How do you guys see it? What role has, I wonder if both of you could answer, what role has automation played in helping like, for instance, Whirlpool with maybe supply chain problems or maybe bigger forecasting and, and what are you seeing across organizations? But Lauren if you could start. >>Absolutely. So for us being able to show improvement in a six to eight week development cycle and instead of saying here's a heavy dollar investment or a new tooling that you gotta get people resources up to speed on, we can take where we are today, automate save hours where we're getting our employee engagement scores of I'm overworked, I have too much on my plate, how can you help me? And automation is there to support and that's really helped our business one take unnecessary work off their plate and show very quick value add to the business without having to have huge dollar investments in our, I'm you trying to save money. >>Are people, what are you seeing in terms of, so some of the problems that people I see as sign out here said, oh, in inflation at five to 7% go after productivity and make it in 20% gains. I mean, what are you seeing in the field? >>More than ever, More than ever, automation is more relevant now given the current economy environment that we are operating. Because automation always free up or optimizers the capacity that every enterprise has. Optimizing capacity is very important so that you can take your talented employees and the talented resources to do more strategic transformation program, which helps to sustain and stay and scale in your business. So I see that automation playing a significant role to impact business imperative. >>What are some of the common misconceptions? I mean we talk a lot about people's fear of automation. You know, I don't think that's necessarily a misconception. I think a lot of times people are fearful about automating though. Maybe they, they shouldn't be. We had Dentsu on today, DS like, you know, this giant global branding firm and they get a lot of young kids, they're like, No, bring it on. I don't want to do all this mundane stuff. But you know, a lot of folks are are are concerned, but, so that maybe is one misconception. Are there others, Lauren, that you found that you can share? >>I think we were lucky that we didn't necessarily have that fear of being replaced by automation. I think our change management plan really helped drive that. We included some fun things of any time a bot went live you got almost like a birth certificate of here's the process we save for you, here's how it's grown over six, six months, 12 months, 18 months. But I'm not sure if we had any other major gaps like that or or pitfalls >>Or, or p anything that, >>So my philosophy is automation is human plus machine combination. You can't run just, you know, people can't think that, you know, if my task get automated, I lose the, I lose my my jobs. That's not how it works because you, you do need human expertise, competency skills to kind of argument what you do with automation. And most important thing when you do this change is that most of the enterprises do not believe, do not understand that you have to get even process, right? You don't want to, you know, have an inefficient process and put automation on the top of it. Then you just made your inefficiency run more faster. So you need to kind of make sure that you address inefficiency, optimize your process, then infuse automation, then have human plus machine capability to strengthen your automation. >>Is it really that easy? Sounds easy, right? It, >>So from an, from an Accenture perspective, if you're, if you're looking at the market as a whole or looking at industry verticals, what's the difference between an organization that is leveraging automation and an organization that is not leveraging organ leveraging automation? Is there, is there sort of a range of percentage of efficiency that you can put on that? What does it mean for their bottom line? >>Essent, you must have data on this. Yeah, I mean what, >>Yeah, >>Today, today's world in the technology world, every organization understands the importance of automation that's given. That's a table stake. Now, where an organization is in the journey differs some of the enterprises maybe at the beginning of the maturity spectrum. In my book I talk about automation maturity framework wherein there are the initial stages of automation. Some of them are intelligent automation at the end of the spectrum where they're using data cloud and AI to drive the automation journey. But in every enterprise, the key success of automation depends upon whether you do automation and enterprisewide not in a silo in the organization, but if you do enterprise wide apply across, you get a lot more benefits, lot more efficiency to drive. >>Does does automation being more strategic or key? Does it, does it in a way make investments in automation more, more scrutinized or more circumspect? I, I would, I would use the term discretionary. We heard Bobby Patrick today say this is not discretionary, it's strategic to me. If it's strategic it might be a mandate but it's might be something I can kick down the road. What are you seeing there in the field just in terms of overall demand and sentiment? >>Automation today, as I said, is a table stake. When it becomes an integrated DNA of enterprise, it is always, you know, whether you want to call one pillar of strategy, key DNA of your strategic roadmap you are in investments have to be directly proportional to what you want to accomplish as your business KPIs to thrive and deliver your business with. Otherwise, if you do it as like a one off thing, you know you won't get the benefit. Yeah. >>Or from your standpoint, where do you want to take the automation initiative inside a whirlpool? How are you thinking about scaling it? What have you learned that you can apply to driving scale? >>So we put some strict governance in place who weren't just automating everything under the sun cuz >>Wild west >>Yeah, I can't support that. Right? So we made sure that everything had at least less than a one year invest return on investment and 500 hours worth of automation for us to even consider it as part of our coe. So because of that, we do have some automations that would make sense, but that's why we're looking at a citizen development program or low code, no code. What other types of options are there to make sure that it does become a part of our culture and dna that you can automate those even small parts of your workflow to, to make your day better. >>When, when you're looking at those workflows, do you, are you, are you literally looking over someone's shoulder with a stopwatch and measuring, Measuring how time >>And motion studies? No >>Question. Yeah. I mean is it time and motion studies? I mean, is that sort of the entry level data that that you use or is it more, or is it more automated than that? >>I would say it's a little more automated than that, but we do sit down and we ask our business process, show me what this process looks like to you. And then from that we can take some task mining and look at, okay, how long did it take you to do this? How often are you doing it? And then based on how long the automation would take, see how many hours are saved and how many people are doing that same task on a monthly, daily, weekly basis. >>Great. All right guys, thanks so much for coming in the cube and sharing your story. A whirlpool and always love to have Accenture on. You guys got such a massive observation space, global depth of industry. So thank you very much both. Thank you. Thank you. You're very welcome. All right, keep it right there. Dave Nicholson and Dave Ante will be back right to the short break, you watching the cubes coverage of UI path forward. Five live from Las Vegas.

>>we'll go back to the cubes. Coverage of the age of US Executive Summit at Davis. Reinvent made possible by Accenture My name is Dave Volunteer. We're gonna talk about the arm nation advantage, embraced the future of productivity, improve speed quality and customer experience through artificial intelligence. And we herewith Bhaskar goes, Who's the chief strategy Officer X censure in Rajendra RP Prasad is the senior managing director in Global Automation. The Accenture guys walk into the Cube. Get to seal. >>Thank you. >>Hey, congratulations on the new book. I know it's like giving birth, but it's a mini version. If the well, the automation advantage embraced a future of productivity, improve speed, quality and customer experience to artificial intelligence. What inspired you to write this book? Can you tell us a little bit more about it and how businesses are going to be able to take advantage of the information that's in there? Maybe you could start, >>so I think you know, if we say that what inspired as primarily the two things really style, you know, over inspired have to start this project in first of all is the technology change step change in the technology. Second is the mile maturity of the buyer maturity of the market when it's a little more, you know, when I talk about the technology change, automation is nothing new in the industry. In the starting from the Industrial Revolution, always, industry adopted the automation. But last few years would happen. That there is a significant change in the technology in terms of not of new technologies are coming together like cloud data, artificial intelligence, machine learning and they are gearing match you, and that created a huge opportunity in the industry. So that is number one second if fighting the maturity of the buyer. So buyers are always buying automation, adopting the automation. So when I talked to this different by a different industrial wire, suddenly we realise they're not asking about workings automation, how that will help. But primarily they're talking about how they can scaling. They have all have done the pilot, the prototype, how they can take the full advantage in their enterprise through scheme and talking to few client few of our clients, and he realised that it's best to write this boat and film all our clients to take advantage of this new technologies to skill up their business. If I give a little more than inside that one, exactly we are trying to do in this boat primarily, we dealt with three things. One is the individual automation which deals with the human efficiency. Second is the industrial automation who visited a group efficiency. And third is the intelligent automation. We deal city business, official efficiency while business value. So we believe that this is what will really change their business and help our client help the automation. It users to really make clear an impact in their business. >>Yeah, And so you talked about that? The maturity of the customer. And and I like the way you should describe that spectrum ending with intelligent automation. So the point is you not just paving the cow path, if you will, automating processes that maybe were invented decades ago. You're really trying to rethink the best approach. And that's where you going to get the most business value, our peace In thinking about the maturity, I think the a pre pandemic people were maybe a little reluctant s Bhaskar was saying maybe needed some education. But But how? If things change me, obviously the penned Emmick has had a huge impact. It's accelerated things, but but what's changed in the business environment? In terms of the need to implement automation? R. P >>thank you Well, that is an excellent question. As even through the pandemic, most of the enterprises accelerated what I call as the digital transformation, technology transformation and the war all time that it takes to do. The transformation is compressed in our most land prices. Now do compress transformation. The core of it is innovation and innovation, led technology and technology based solutions. To drive this transformation automation. Artificial intelligence becomes hot of what we do while we are implementing this accelerators. Innovation enablers within the enterprises, most of the enterprises prior to the pandemic we're looking automation and I as a solution for cost efficiency. Saving cost in DePina deriving capacity efficiency does if they do the transformation when we press the fast forward but draw the transformation journey liberating automation. What happens is most of the enterprises which the focus from cost efficiency to speed to market application availability and system resiliency at the core. When I speaking to most of the sea woes Corrine Wall in the tech transformation they have now embrace automation and air as a Conan able to bribe this journeys towards, you know, growth, innovation, lead application, availability and transformation and sustainability of the applications through the are A book addresses all of these aspects, including the most important element of which is compute storeys and the enablement that it can accomplish through cloud transformation, cloud computing services and how I I and Michelle learning take log technologies can in a benefit from transformation to the block. In addition, we also heard person talk about automation in the cloud zero automation taking journey towards the cloud on automation Once you're in the clouds, water the philosophy and principles he should be following to drive the motivation. We also provide holy holistic approach to dry automation by focusing process technology that includes talent and change management and also addressing automation culture for the organisations in the way they work as they go forward. >>You mentioned a couple things computing, storage and when we look at our surveys, guys is it is interesting to see em, especially since the pandemic, four items have popped up where all the spending momentum is cloud province reasons scale and in resource and, you know, be able the report to remotely containers because a lot of people have work loads on Prem that they just can automatically move in the company, want to do development in the cloud and maybe connect to some of those on from work clothes. R P A. Which is underscores automation in, of course, and R. P. You mentioned a computing storage and, of course, the other pieces. Data's We have always data, but so my question is, how has the cloud and eight of us specifically influenced changes in automation? In a >>brilliant question and brilliant point, I say no winner. I talked to my clients. One of the things that I always says, Yeah, I I is nothing but y for the data that is the of the data. So that date of place underlying a very critical part of applying intelligence, artificial intelligence and I in the organization's right as the organisation move along their automation journey. Like you said, promoting process automation to contain a realisation to establishing data, building the data cubes and managing the massive data leveraging cloud and how Yebda please can help in a significant way to help the data stratification Dana Enablement data analysis and not data clustering classification All aspects of the what we need to do within the between the data space that helps for the Lord scale automation effort, the cloud and and ablest place a significant role to help accelerate and enable the data part. Once you do that, building mission learning models on the top of it liberating containers clusters develops techniques to drive, you know the principles on the top of it is very makes it easier to drive that on foster enablement advancement through cloud technologists. Alternatively, using automation itself to come enable the cloud transformation data transformation data migration aspects to manage the complexity, speed and scale is very important. The book stresses the very importance of fuelling the motion of the entire organisation to agility, embracing new development methods like automation in the cloud develops Davis a cop's and the importance of oral cloud adoptions that bills the foundational elements of, you know, making sure you're automation and air capabilities are established in a way that it is scalable and sustainable within the organisations as they move forward, >>Right? Thank you for that r p vast crime want to come back to this notion of maturity and and just quite automation. So Andy Jossy made the phrase undifferentiated, heavy lifting popular. But that was largely last decade. Apply to it. And now we're talking about deeper business integration. And so you know, automation certainly is solves the problem of Okay, I can take Monday and cast like provisioning storage in compute and automate that great. But what is some of the business problems, that deeper business integration that we're solving through things? And I want to use the phrase they used earlier intelligent automation? What is that? Can you give an example? >>Let's a very good question as we said, that the automation is a journey, you know, if we talk to any blind, so everybody wants to use data and artificial intelligence to transform their business, so that is very simple. But the point is that you cannot reach their anti unless you follow the steps. So in our book, we have explained that the process that means you know, we defined in a five steps. We said that everybody has to follow the foundation, which is primarily tools driven optimise, which is process drivel. An official see improvement, which is primarily are driven. Then comes predictive capability, the organisation, which is data driven, and then intelligence, which is primarily artificial intelligence driven. Now, when I talked about the use of artificial intelligence and this new intelligent in the business, what the what I mean is basically improved decision making in every level in the organisation and give the example. We have given multiple example in this, both in a very simple example, if I take suppose, a financial secretary organisation, they're selling wealth management product to the client, so they have a number of management product, and they have number of their number of clients a different profile. But now what is happening? This artificial intelligence is helping their agents to target the night product for the night customers. So then, at the success rate is very high. So that is a change that is a change in the way they do business. Now some of the platform companies like Amazon on Netflix. He will see that this this killed is a very native skill for them. They used the artificial intelligence try to use everywhere, but there a lot of other companies who are trying to adopt this killed today. Their fundamental problem is they do not have the right data. They do not have the capability. They do not have all the processes so that they can inject the decision making artificial intelligence capability in every decision making to empower their workforce. And that is what we have written in this book. To provide the guidance to this in this book. How they can use the better business decision improved the create, the more business value using artificial intelligence and intelligent automation. >>Interesting. Bhaskar are gonna stay with you, you know, in their book in the middle of last decade, Erik Brynjolfsson and Andy McAfee wrote the second Machine Age, and they made a point in the book that machines have always replaced humans in instead of various tasks. But for the first time ever, we're seeing machines replacing human in cognitive task that scares a lot of people so hardy you inspire employees to embrace the change that automation can bring. What what are you seeing is the best ways to do that? >>This is a very good question. The intelligent automation implementation is not, Iet Project is primarily change management. It's primarily change in the culture, the people in the organisation into embrace this change and how they will get empowered with the machine. It is not about the replacing people by machine, which has happened historically into the earlier stages of automation, which I explained. But in this intelligent automation, it is basically empowering people to do the better. Dwelled the example. That is the thing we have written in the book about about a newspaper, 100 years old newspaper in Italy. And you know, this industry has gone through multiple automation and changes black and white printing, printing to digital. Everything happened. And now what is happening? They're using artificial intelligence, so they're writers are using those technologies to write faster. So when they are writing immediately, they're getting supported with the later they're supporting with the related article they are supporting with this script, even they're supported to the heading of this article. So the question is that it is not replacing the news, you know, the content writer, but is basically empowering them so that they can produce the better quality of product they can, better writing in a faster time. So is very different approach and that is why is, um, needs a change management and it's a cultural change. >>Garden R P What's it for me? Why should we read the automation advantage? Maybe you can talk about some of the key takeaways and, you know, maybe the best places to start on an automation journey. >>Very will cut the fastest MP, Newer automation journey and Claude Adoption Journey is to start simple and start right if you know what's have free one of the process, Guru says, If you don't know where you are on a map, a map won't help you, so to start right, a company needs to know where they are on a map today, identify the right focus areas, create a clear roadmap and then move forward with the structured approach for successful our option. The other important element is if you automate an inefficient process, we are going to make your inefficiency run more efficiently. So it is very important to baseline, and then I established the baseline and know very or on the journey map. This is one of the key teams we discuss in the Automation Advantis book, with principles and tips and real world examples on how to approach each of these stages. We also stress the importance of building the right architecture is for intelligent automation, cloud enablement, security at the core of automation and the platform centric approach. Leading enterprises can fade out adopters and Iraq, whether they are in the early stages of the automation, journey or surrender advanced stage the formation journey. They can look at the automation advantage book and build and take the best practises and and what is provided as a practical tips within the book to drive there. Automation journey. This also includes importance of having right partners in the cloud space, like a loveliest who can accelerate automation, journey and making sure accompanies cloud migration. Strategy includes automation, automation, lead, yea and data as part of their journey. Management. >>That's great. Good advice there. Bring us home. Maybe you can wrap it up with the final final world. >>So, lefty, keep it very simple. This book will help you to create difference in your business with the power of automation and artificial intelligence. >>That's a simple message and will governor what industry you're in? There is a disruptions scenario for your industry and that disruption scenarios going to involve automation, so you better get ahead of editor game. They're The book is available, of course, at amazon dot com. You can get more information. X censure dot com slash automation advantage. Gosh, thanks so much for coming in the Cube. Really appreciate your time. >>Thank you. Thank >>you. >>Eh? Thank you for watching this episode of the eight of US Executive Summit of reinvent made possible by Accenture. Keep it right there for more discussions that educating spy inspire You're watching the queue.

(upbeat music) >> Welcome back to the Cube's coverage of the AWS Executive Summit at AWS re:Invent made possible by Accenture. My name is Dave Vellante. We going to talk about The Automation Advantage, embrace the future of productivity, and improve speed quality and customer experience through artificial intelligence. And we're here with Bhaskar Ghosh who is the Chief Strategy Officer at Accenture and Rajendra 'RP' Prasad who is a Senior Managing Director and Global Automation Lead at Accenture. Guys, welcome to the cube, good to see you. >> Good to see you. >> Hello, David, thank you. >> Hey, congratulations on the new book. I know it's not like giving birth, but it's a mini version if you will. The automation advantage embraced a future of productivity, improved speed, quality, and customer experience through artificial intelligence. What inspired you to write this book? Can you tell us a little bit more about it, and how businesses are going to be able to take advantage of the information that's in there? That's great. Maybe you could start. >> Okay. So I think, you know, if we say that what inspired us, primarily the two things really inspired us to start this project. First of all, is the technology change, step change in the technology. Second is the maturity of the buyer, maturity of the market. So let me explain a little more. When I talk about the technology change, automation is nothing new in the industry, starting from the industrial revolution, always industry adopted the automation. But last few years, what happened, that there is a significant change in the technology in terms of lot of new technologies are coming together like Cloud, Data, Artificial Intelligence, machine learning, and they are getting matured. I think that created a huge opportunity in the industry. So that is number one. Second thing I think the maturity of the buyer. So buyers are always buying the automation, adopting the automation. So when I talk to this different buyer, different industrial buyer, suddenly we realize, they are not asking about what is automation. How that will help. But primarily they're talking about how they can scale it. They have all have done the pilot, the prototype, how they can take the full advantage in that enterprise to scale. And after talking to a few clients, few of our clients, they don't realize that it would be best to write this book and help all our clients to take advantage of this new technologies to scale up their business. If I give them a little more insight that what exactly we are trying to do in this book, primarily we dealt with three things. One is the individual automation, which deals with the human efficiency. Second is the industrial automation, which deals with the group efficiency . And third is the intelligent automation, which deals with the business efficiency or business value. So we believe that, this is what will really change their business and help our client help the automation IT users to really make an impact in their business. >> Yeah, and so you talked about that, the maturity of the customer and I liked the way you sort of described that spectrum ending with intelligent automation. So the point is you're not just paving the cow path if you will, automating processes that maybe were invented decades ago, you're really trying to rethink the best approach. And that's where you going to get the most business value and RP in thinking about the maturity, I think in pre-pandemic, people were maybe a little reluctant or as Bhaskar was saying, maybe needed some education. But how have things changed? Obviously the pandemic has had a huge impact. It's accelerated things. But what's changed in the business environment in terms of the need to implement automation, RP? >> Thank you for that is an excellent question. As we went through the pandemic, most of the enterprises accelerated what I call as the digital transformation. Technology transformation. And the overall time that it takes to do the transformation has compressed. Most of the enterprises now do compress transformation. The core of it is innovation and innovation led technology and technology based solutions. To drive this transformation, automation, artificial intelligence becomes part of what we do, while we are implementing these accelerators, innovation enablers within the enterprises. Most of the enterprises prior to the pandemic, we're looking, automation and AI as a solution for cost efficiency, saving costs and not deriving capacity efficiency as if they do the transformation (indistinct). Let me press the fast forward button through the transformation journey, leveraging automation. What happens is most of the enterprises switch the focus from cost efficiency to speed, to market, application availability and system resiliency are the core. When I speak to most of the CIO's, who are involved in the tech transformation, they now embrace automation and AI as a core enabler to drive this journeys towards, growth, innovation led, application availability and transformation and sustainability of the applications through their journey. Our book addresses, all of these aspects, including the most important element of AI, which is compute, storage and the enablement that it can accomplish through cloud transformation, cloud computing services and how AI and machine learning technologies can benefit from transformation to the cloud. In addition, we also address and talk about automation in the cloud. Automation, taking journey towards the cloud and automation, once you are in the cloud, what are the philosophy and principles you should be following to drive that automation? We also provide holistic approach to drive automation by focusing process technology that includes talent and change management, and also addressing automation culture for the organizations in the way they work as they move forward. >> So you mentioned a couple of things, compute and storage and when we look at our surveys, guys, it's interesting to see, especially since the pandemic, four items have popped up, where all the spending momentum is cloud, but for obvious reasons, scale and resource, and be able to work remotely, contain us because a lot of people have workloads on prem that they just can't automatically move into cloud, but they want to do development in the cloud and maybe connect to some of those on-prem workloads, RPA, which is _automation, and of course, AI. And, RP, you mentioned compute and storage, and of course the other pieces' data. So we have all this data. But so my question is, how has the cloud and AWS specifically influenced changes in automation in AI? >> Brilliant question and brilliant point. I say, whenever I talk to my clients, one of the things that I always say is, AI is nothing but an UI for the data. Let me repeat that, AI is the UI of the data. So that data plays a underlying and very critical part of applied intelligence, artificial intelligence and AI in the organizations, right? As the organization move along their automation journey, like you said, robotic process automation to containerization, to establishing data, building the data cubes and managing the massive data leveraging cloud and how AWS can help in a significant way to help the data stratification, data enablement, data analysis, and data clustering, classification, all aspects of that what we need to do within the data space. That helps for the large scale automation effort. The cloud and AWS plays a significant role to help accelerate and enable the data part. Once you do that, building machine learning models on the top of it, leveraging containers, clusters, DevOps techniques to drive, the AI principles on the top of it is very, it's kind of makes it easier to drive that and foster enablement advancement through cloud technologies. Alternatively, using automation itself to kind of enable the cloud transformation, data transformation, data migration aspects to manage the complexity speed and scale is very important. The book stresses the very importance of fueling the motion of the entire organization through agility, embracing new development, whether it's like automation in the cloud, DevOps, DevSecOps and the importance of oral cloud adoption that builds the foundational elements of making sure your automation and AI capabilities are established in a way that it is scalable and sustainable within the organizations as they move forward. >> Great. Thank you for that, RP. Bhaskar, I want to come back to this notion of maturity and just apply it to automation. So, Andy Jassy made the phrase, undifferentiated heavy lifting popular, but that was largely last decade applied to IT. And now we're talking about deeper business integration. And so, automation certainly solves the problem of, okay, I got to take mundane tasks like provisioning, storage, and compute and automate that. Great. But what are some of the business problems that deeper business integration that we're solving through things that, and I want to use the phrase that you used earlier, intelligent automation. What is that? And can you give an example? >> That's a very good question. As we said, that the automation is a journey. If we talk to any clients, so everybody wants to use data and artificial intelligence to transform their business. So that is very simple, but the point is that you cannot reach there unless you follow the steps. So in our book we have explained the process. That means, we defined in a five steps. We said that everybody has to follow the foundation which is primarily the tools driven, optimize, which is process-driven then efficiency improvement, which is primarily RPA driven, then comes predictive capability, the organization, which is data driven and then intelligence, which is primarily artificial intelligence driven. Now, when I talk about the use of artificial intelligence and this new intelligent ID in the business, what we mean is basically improved decision-making in every level in the organization. I'll give you an example. We have given multiple example in this book and a very simple example if I take. Suppose a financial sector organization, they're selling wealth management product to the clients. So they have a number of wealth management products and they have number, there are number of clients with different profile, but now what is happening, this artificial intelligence is helping their agents to target the right product for the right customer, so that the success rate is very high. So that is a change. That is a change in the way they do business. Now, some of the platform companies like Amazon and Netflix, you will see that this skill is a very native skill for them. They use the artificial intelligence, try to use everywhere. But there are a lot of other companies who are trying to adopt this skill today. Their fundamental problem is that they do not have the right data. They do not have that capability. They do not have all the processes so that they can inject the decision-making artificial intelligence capability in every decision-making to empower their workforce. And that is what we have written in this book to provide the guidance to this in this book. How they can use the better business decision, improve then create the more business value using artificial intelligence and intelligent automation. >> Interesting, Bhaskar, I want to stay with you, in their book, in the middle of last decade, Erik Brynjolfsson and Andy McAfee wrote. The Second Machine Age and they made the point in the book that machines have always replaced humans in sort of various tasks, but for the first time ever, we're seeing, machines replacing humans in cognitive tasks, and that scares a lot of people. So how do you inspire employees to embrace the change that automation can bring? What are you seeing as the best ways to do that? >> That's a very good question. Intelligent automation implementation is not an IT project. It's primarily change management. It's primarily change in the culture. The people in the organization need to embrace this change and how they will get empowered with the machine. It is not about the replacing people by machine, which has happened historically into the earliest stages of automation, which I explained. But in this intelligent automation, it is basically empowering people to do the better job. I will give you example. That is the thing we have written in the book, about a newspaper, a hundred years old newspaper in Italy. And this industry has gone through multiple automation and changes. So black and white printing to color, printing to digital, everything happened. And now what is happening, they are using artificial intelligence, so their writers are using those technologies to write faster, so when they're writing immediately, they are getting supported with the data, they are supporting with the related article. They are supporting with the script, even they're supported with the heading of this article. So the question is that it is not replacing the news, the content writer, but it's basically empowering them so that they can produce the better quality of product, they can be better at writing in a faster time. So it's a very different approach and that is why this needs a change management than a cultural change. >> Got it. RP, what's in it for me? Why should we read the automation advantage? Maybe you could talk about some of the key takeaways and maybe the best places to start on an automation journey. >> Very good question. The fastest step in your automation journey and cloud adoption journey is to start simple and start right. If you know what's happening, one of the process guru says, "If you don't know where you are on a map, a map won't help you." So to start right, a company needs to know where they are on a map today, identify the right focus areas, create a clear roadmap and then move forward with a structured approach for successful adoption. The other important element is if you automate an inefficient process, you are going to make your inefficiency run more efficiently. So it is very important to baseline and establish the baseline and know where you are on the journey map. This is one of the key themes we discuss in the Automation Advantage book. With principles and tips and real world examples on how to approach each of these stages. We also stress the importance of building the right architectures for intelligent automation, cloud enablement, security at the core of automation and the platform centric approach. Leading enterprises can fit on adopters and whether they are in the earlier stages of the automation journey or they're in the advanced stage of automation journey. They can look at the Automation Advantage book and build and take the best practices and what is provided as a practical tips within the book to drive their automation journey. This also includes importance of having right partners in the cloud space like AWS, who can accelerate automation journey and making sure a company's cloud migration strategy includes automation, automation-led AI and data as part of their journey management. >> That's great. Good advice there. But Bhaskar, bring us home, maybe you could wrap it up with the final word. >> So let me keep it very simple. This book will help you to create difference in your business with the power of automation and artificial intelligence. >> That's a simple message. And no matter what industry you're in, there is a disruption scenario for your industry, and that disruption scenario is going to involve automation. So you better get ahead of the game there. The book is available of course, at Amazon.com and you can get more information at accenture.com/automationadvantage. Guys, thanks so much for coming in the Cube. I really appreciate your time. >> Thank you. >> Thank you. >> And thank you for watching this episode of the AWS Executive Summit at re:Invent made possible by Accenture. Keep it right there for more discussions that educate and inspire, you're watching the Cube. (upbeat music)