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[null,null,"Digital Service Maturity Assessment Instructions"]
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[null,"The survey you are about to take will be used to measure your organization’s Digital Service readiness against a maturity model and scan potential opportunities to leverage Digital Service capabililties. The survey is organized around multiple dimensions – each includes a set of key attributes which define the practices and competencies in place within your organization today."]
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[null,"For each of these attributes, you will also be asked to define where you want your organization to be in the future.  Note that the most important characteristics are highlighted. The survey takes roughly 60 minutes to complete and our consultants are available to review the results with you.  All results are kept anonymous and used only for overall benchmarking purposes. On the Survey Tab for each question, please enter in the digit 1 to 5 that corresponds to your maturity level. "]
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[null,"Instructions"]
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[null,"We appreciate your time and input in providing data on your organization's Digital Service Maturity."]
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[null,"If some of the features in this sheet do not work, please ensure that your MACROS ARE ENABLED. "]
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[null,"If you do not have the most current version of excel, the sliders/graphics may not work.  If this is the case, you will need to manually enter the data in the spaces provided on the Survey tab."]
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[null,"General Information"]
[null," - All cells highlighted in Yellow should be filled out.  A combination of both manual entry and drop down boxes are required",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"  "]
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[null,"Organization Information"]
[null,"1. Please click the radial button(s) that best apply"]
[null,"2. Please select the best option from the drop down menu"]
[null,"3-6. Please select the radial button(s) that apply"]
[null,"7. Please select the best option from the drop down menu"]
[null,"8. Please select the radial button(s) that best apply, and fill in the orange blank for follow-up information"]
[null,"9. Please fill in the orange blank section"]
[null,"10. Please choose the radial button that best applies"]
[null,"11. Please select the best options from each drop down menu"]
[null,"12. Please select the best option that applies"]
[null,"13. Please select the appropriate rating for each section from the drop down menu"]
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[null,null,null,"Need RPA definition and use three stage automation visual"]

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[null,null,"Digital Service Maturity Assessment Definitions"]
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[null,"Terms","Definitions"]
[null,"Digital Services","Digital Services is the operating model concept and desired outcome which shifts tasks that were traditionally delivered by human labor to automation \"aka digital labor\". \nTechnologies such as Robotics Process Automation (RPA) and Cognitive Computing support the implementation of digital labor in an organization."]
[null,"Robotic process automation (or RPA)"," An emerging[1] form of transactional  process automation technology based on the notion of software robots or artificial intelligence (AI) workers.  A software 'robot' is a software application that replicates the actions of a human being interacting with the user interface of a computer system. For example, the execution of data entry into an SAP system - or indeed a full end-to-end business process - would be a typical activity for a software robot"]
[null,"Cognitive computing (CC) ","Describes technology platforms that, broadly speaking, are based on the scientific disciplines of Artificial Intelligence and Signal Processing. These platforms encompass machine learning, reasoning, natural language processing, speech and vision, human-computer interaction, dialog and narrative generation and more.  IBM Watson is an example."]
[null,"Structured and Unstructured data"," Structured data is machine readable as represented in 1s and 0s and unstructured is non machine readable data such as images and pictures. "]
[null,"Machine learning (M2M)"," The subfield of computer science that \"gives computers the ability to learn without being explicitly programmed\". It evolved from the study of pattern recognition and computational learning theory in artificial intelligence machine learning explores the study and construction of algorithms that can learn from and make predictions on data and is an underpinning of digital services. "]
[null,"Natural language processing"," A field of computer science, artificial intelligence, and computational linguistics concerned with the interactions between computers and human (natural) languages. As such, NLP is related to the area of human–computer interaction. Many challenges in NLP involve: natural language understanding, enabling computers to derive meaning from human or natural language input; and others involve natural language generation.  It is an underpinning for Cognitive Computing. "]
[null,"Big Data","A term for data sets that are so large or complex that traditional data processing applications are inadequate to deal with them. Challenges include analysis, capture, data curation, search, sharing, storage, transfer, visualization, querying, updating and information privacy. The term \"big data\" often refers simply to the use of predictive analytics, user behavior analytics, or certain other advanced data analytics methods that extract value from data, and seldom to a particular size of data set."]
[null,"Automata theory"," The study of abstract machines and automata, as well as the computational problems that can be solved using them. It is a theory in theoretical computer science, under discrete mathematics (a subject of study in both mathematics and computer science). The word automata (the plural of automaton) comes from the Greek word αὐτόματα, which means \"self-acting\"."]
[null,"Center of Excellence (COE)"," An organization for managing a digital services organization. "]

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[null,null,"Digital Service Maturity Assessment Definitions"]

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["Digital Service Maturity Assessment Examples"]

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["Overview - Digital Service Readiness Framework"]
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[null,null,null,null,null,null,null,null,null,null,null,null,null,"Stage1",null,"Stage 2",null,"Stage 3",null,"Stage 4",null,"Stage 5"]
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[null,null,null,null,null,null,null,null,null,"Description of Digital Services Readiness at the Different Levels ",null,"Strategy Alignment",null,"Static",null,"Incremental ",null,"Integrated",null,"Break-Through",null,"Transformational"]
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[null,null,null,null,null,null,null,null,null,null,null,"Organization Design",null,"No formal COE for digital services",null,"Digital services COE in planning stages",null,"Digital services COE pilot",null,"Established digital services COE in functions",null,"Established enterprise COE for digital services"]
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[null,null,null,null,null,null,null,null,null,null,null,"Process Excellence",null,"Manual process",null,"Digitized process within ERP",null,"Digitized tasks that fall outside of ERP",null,"Contextual decision support",null,"Transactional, expert, and analytical services"]
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[null,null,null,null,null,null,null,null,null,null,null,"Data and Analysis",null,"Evaluation",null,"Pilots",null,"Deployment of data and analytics on selected functional basis",null,"Deployment of data and analytics on multiple functional basis",null,"Enterprise wide deployment"]
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[null,null,null,null,null,null,null,null,null,null,null,"Delivery and Partner Strategy",null,"Fragmented",null,"Functional siloed",null,"Functionally centralized",null,"Multifunctional",null,"Multifunctional with end to end processes"]
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[null,null,null,null,null,null,null,null,null,null,null,"Change Management Focus",null,"Continuous improvement and change management absent",null,"Early implementation of change management on functional ",null,"Early implementation of change management on enterprise basis ",null,"Formal change management permeates most processes across part of enterprise",null,"Formal change management permeates all processes across enterprise"]
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[null,null,null,null,null,null,null,null,null,null,null,"Technology Enablement",null,"Manual process",null,"Task Level Automation",null,"Process Level Automation",null,"Automation tools / technology leveraged to 'learn' and improve the process",null,"Automation tools / technology leverage 'reasoning' to execute process  / solve problem"]

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[null,"Digital Services Maturity Assessment\n"]
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[]
[null,null,null,null,null,"Level 1 - Initial",null,"Level 2 - Repeatable",null,"Level 3 - Defined",null,"Level 4 - Controlled",null,"Level 5 - Optimized",null,"Current",null,"Future",null,"Comments"]
[1,"Strategy Alignment and Transformation"]
[null,"Outline of the defined strategic intent of automation and digital services, its purpose and relationship to the overall enterprise, including articulation of transformation initiatives underpinning automation vision and goals."]
[null,"What is the level of integration of the automation agenda in the overall State strategy?",null,"Integration of automation in overall business strategy",null,"There is little or no alignment between the use of automation and State missions, strategy and planning.",null,"There is ad-hoc alignment primarily in terms of identifying, funding and executing automation pilots tied to key State goals and initiatives.",null,"Automation is built into discrete operating plans with some consideration to agency and/or State goals and is included as a line item by business leaders for budgeting purposes.",null,"Automation is built into discrete operating plans and selectively aligned to other agency and/or State goals and is included as a line item by business leaders for budgeting purposes, including an emphasis on coordination of similar efforts.",null,"Bi-directional formulation of strategy and planning between functional, agency and State management on the use and deployment of automation technology and services. Automation is fully understood on how it fits State cost and performance goals.",null,1,null,2]
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[null,"How would you characterize automation investment strategies including Opex vs. Capex preference ?",null,"Level and nature of investment",null,"No formal investment strategy. Investments are made reactively as required with little or no advance planning and no coordination across functions, centers or geographies. ",null,"Opportunistic focused on short term wins. Little coordination of people, capital and operating investments around specific State goals. ",null,"Investment strategies exist but are focused on maximizing cost savings.",null,"Investments are coordinated across functions and lines of business and take into account how they support overall business transformation goals.  Capex vs. Opex preference.",null,"Investments geared to supporting overall business transformation and supporting State investment objectives and business model changes. Capex vs. Opex preference. ",null,1,1,2]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,2]
[null,"How would you characterize the business outcomes that you wish to achieve from automation services and projects ?  Is the benefit acting like a human or thinking like a human. ",null,"Business Outcomes",null,"We do not measure automation value beyond anecdotal examples. Desired business values do not exist or are ad-hoc on a case by case basis.",null,"Automation value proposition is mainly focused around cost reduction for transactional services. Value comes from automating routine tasks.",null,"Automation value proposition is focused around cost reduction, service quality and improved control / compliance - mainly transactional.",null,"In addition to cost, quality and control, automation value proposition is defined through business impact. Business impact (such as increased sales velocity) are defined and measured. Bringing higher judgment through larger scale data analysis is a critical component. ",null,"Including all the previous capabilities plus value drivers that comprehensively address the State global mission and are strategically aligned around protecting and enhancing the brand and the customer experience, driving customer engagement, supporting overall competitiveness (pricing, market share, etc.). Insights driven from a variety of computing methods. Automation may result in new lines of business. ",null,1,3,2]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,4]
[null," Is automation part of the  transformation agenda?",null,"Scope of transformation projects and automation",null,"The organization has no formal transformational agenda.",null,"Transformation agendas exist but there are no consistent or formal connections with automation efforts or agendas.",null,"The enterprise organization works to transform the operating model and expand the scope of automation services in an opportunistic manner. ",null,"The enterprise organization works to transform the operating model and expand the scope of automation services strategically. ",null,"The use of automation spearheads enterprise wide transformation/ reengineering. The organization works to expand the scope of automation services with functions and BUs as part of the overall business strategy and planning cycles and evaluates every process and function to determine a fit. ",null,1,5,2]
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[null,"What is the time to value horizon for technology investments and what  is risk appetite for automation? ",null,"Leader vs. Follower",null,"Payback timeframes are typically not defined or measured for technology  investments.",null,"Focus on quick cost reductions that have payback in less than 3 to 6 months - mainly around transactional improvements and cost reduction. ",null,"Time frames for returns are in the 6 to 12 month range with focus on improved process efficiency for both automation and other technology investments.",null,"The longer term and strategic nature of automation technology investments is recognized and payback timeframes are established with varying timelines and considerations.",null,"Willingness to wait 2 to 3 years for projects to return their investment and technology investments are done to set a long term foundation from which to build the business.",null,1,null,2]
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[2,"Process Excellence and Delivery"]
[null,"Nature and scope of process delivery and flexibility to revise whole processes around automation. "]
[null,"What is scope of end to end processes vs. task based approach? ",null,"End to end process focus",null,"Task based approach, disjointed  brittle steps.",null,"Rudimentary linkage of tasks into basic processes.",null,"End to end continuous processes with some gaps and brittle areas.",null,"End to end processes within functional domain.",null,"End to end processes across functions.",null,2,null,3]
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[null,"How would you rate the holistic, global process management of the processes within the organization? ",null,"Global Process Management",null,"Business processes are managed solely within their delivery teams, which are discreet to a function and / or geography. ",null,"Fragmented process ownership, but with informal peer-to-peer networking to share information and practices. ",null,"Process owners exist and manage global process for select processes, but applied within functional silos (e.g., accounts payable, not procure to pay). ",null,"Functionally oriented process owners exist to manage global processes. ",null,"Global process ownership incorporating both shared services and non shared services process elements. ",null,2,null,3]
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[null,"Standardization - Please indicate the degree to which processes are standardized across the global business service organization.",null,"Process standardization and structure",null,"We do not have established standardized processes. Simple rules based screen centric processes.",null,"Processes are less than 50% standardized across the enterprise; customization requests are evaluated and sometimes challenged before being implemented. Processes with significant documentation components of structured data.",null,"Processes are 50% to 75% standardized; customization has been reviewed and accepted but not through a formal process. The compliance policy is clearly defined and most end-users abide by the established standards. End to End processes with significant documentation components of structured and unstructured data. Few wait/exception processing steps.",null,"Processes are 75% to 90% standardized and most customization is the result of meeting identified business needs. Processes with significant judgment requirements and mixed structured and unstructured data. End to end processes with significant documentation components with wait/exception requirements using structured data. Presence of brittle processes that will be difficult to reengineer. ",null,"Processes are more than 90% standardized and any customization is the result of meeting identified business needs.  End to end processes with significant documentation components with wait/exception requirements using structured data and unstructured data. Presence of brittle processes that will be difficult to reengineer for some environments. ",null,2,null,3]
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[null,"Please indicate the degree to which your organization's processes are documented.",null,"Process Documentation",null,"Process documentation is sporadic and largely incomplete. Subject matter experts are relied upon for training, rather than a detailed knowledge base. There is no willingness to rethink process to take automation into consideration.",null,"Many key process are documented to at least the activity level but not complete. Some documentation is leveraged for training purposes. Revising processes for automation is a consideration.",null,"All processes are documented to the activity level. Documentation is complete and comprehensive. Documentation is leveraged for training in some cases but not all. Revising processes for automation is activity pursued.",null,"All processes are documented to the \"desk-top procedure\" level. Documentation is complete and comprehensive. Documentation is leveraged for training universally. ",null,"All processes are documented to the \"desk-top procedure\" level. A Business Process Management (BPM) tool is implemented and being utilized to effectively manage cross-functional, end-to-end processes. Documentation and software tools are leveraged consistently for quality assurance. Process and performance metrics are captured and evaluated for continuous improvement. Revising processes to take automation into consideration is standard operating procedure. ",null,2,null,3]
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[null,"What is the distinction of integrating structured and unstructured data into processes?",null,"Structured and unstructured data integration",null,"Ineffective integration of structured and unstructured data.",null,"Integration of structured and unstructured data through manual intervention.",null,"Structured data is seamlessly integrated, while unstructured data requires manual intervention.",null,"Structured data is seamlessly integrated, while unstructured data requires some manual intervention.",null,"Seamless and effective integration of structured and unstructured data - no manual intervention is required.",null,2,null,3]
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[null,"What is the distinction of integrating external and internal data into processes?",null,"External and Internal Data integration",null,"Ineffective integration of external and internal data.",null,"Integration of internal and external data through manual intervention.",null,"Internally generated data is integrated effectively, while data from external sources is not integrated in an automated manner.",null,"Internal data is seamlessly integrated, while external data requires some manual intervention.",null,"Varying mix of both internal and external sources including service providers is seamlessly integrated  - no manual intervention is required.",null,2,null,3]
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[3,"Delivery and partner strategy and commercial orientation"]
[null,"Definition of the breadth, depth, geographic reach and complexity of services provided by automation and partner integration"]
[null,"How would you describe the nature of services that automation delivers for back office, middle office and front office?",null,"Back, Middle and Front office emphasis",null,"Automation is geared to addressing highly routinized, rules-based, transactional services only. ",null,"Automation provides broader transactional services geared mainly to back office.",null,"Automation supports a combination of transactional and controlling / compliance services to back office and middle office functions.",null,"Automation provides a transactional, controlling and specialty / expert services for both back office and front office services.",null,"Coordinated use of automation across all organizational activities with an emphasis on major process transformation.",null,3,null,4]
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[null,"Willingness to work with BPO,  technology and implementation partners?",null,"Partner strategy and Scope and vendor management",null,"No formal structure for working with partners.",null,"Partner for basic but not strategic services.",null,"Some strategic partnerships but developed and managed in uncoordinated and disconnected manner.",null,"Will partner strategically but only for selective initiatives.",null,"Partner integration into our plans and execution of services is part of the organization's DNA. Contracts future proofed so renegotiation is minimal. ",null,3,null,4]
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[null,"How do you balance labor arbitrage/outsourcing vs. technology focus to drive down costs and improve effectiveness of service delivery?",null,"Labor vs technology focus",null,"All cost savings are focused around labor arbitrage and outsourcing activities.",null,"Most focus is on labor arbitrage focused outsourcing but we are exploring and piloting greater automation in lieu of outsourcing.",null,"We do and will continue to use labor arbitrage based outsourcing selectively but have expanded use of automation in lieu of outsourcing and will continue to do so going forward.",null,"Outsourcing is limited to accessing strategic services with cost savings efforts delivered via automation with improved process efficiency also delivered via automation.",null,"Automation technologies are the exclusive means through which we achieve costs and also a primary means to enable process efficiency improvements.",null,3,null,4]
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[]
[4,"Enabling Technology "]
[null,"Underlying technology architecture to set foundation or imperative for automation"]
[null,"Which statement best characterizes the technical platform(s) on which company operates?",null,"Technology Stack Integration ",null,"Disparate systems require extensive manual intervention to integrate at the data level.",null,"Disparate systems with automation technologies utilized to provide much data integration with manual intervention for more complex integration needs. ",null,"Disparate and integrated systems with  some level of  integration . Adequate for most major requirements, but some gaps exist in functionality.",null,"Mostly integrated systems with all integration achieved via automation technologies, including analysis and interpretation of integrated information.  Some gaps exist for minor requirements. ",null,"Enterprise operates on a fully integrated system of on premise and cloud solutions with harmonized data architectures that optimizes adaptability, cost, and performance, including integrated service management capabilities. ",null,4,null,5]
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[null,"What is scope and architecture of digital infrastructure (Social, Mobile, Cloud and RPA) ?",null,"Digital Strategy",null,"There is no concept of digital delivery or the definition and design of a digital architecture in order to support digital services.",null,"Digital strategy is just emerging.",null,"Efforts have been launched to define an organizational digital architecture and strategy but it is largely disorganized.",null,"Key and strategic digital efforts are coordinated and aligned with the organizational strategy, but many efforts are still pursued independently.",null,"All strategic and most  digital efforts are coordinated and aligned with the organizational digital strategy and architecture. ",null,4,null,5]
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[null,"What is scope of robotics process automation technology deployment?",null,"RPA technology",null,"Limited technical capability in a single platform",null,"Expanded technical capability in a single platform.",null,"Some technical delivery capability in a limited number of multiple platforms.",null,"Highly advanced technical delivery capability in a limited number of platforms",null,"Design, build, implement capabilities in multiple platforms. Strategic use of third parties for selected skills.",null,4,null,5]
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[null,"What is scope of cognitive computing  technology deployment?",null,"Cognitive technology",null,"Limited technical capability in a single platform",null,"Expanded technical capability in a single platform.",null,"Some technical delivery capability in a limited number of multiple platforms.",null,"Highly advanced technical delivery capability in a limited number of platforms",null,"Design, build, implement capabilities in multiple platforms. Strategic use of third parties for selected skills.",null,4,null,5]
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[null,"What is your as-is service focus for cloud strategy and enablement?",null,"As a service focus",null,"As a service leveraged less than 5%.",null,"6% to 25% as a service.",null,"26% to 50% as a service.",null,"51% - 75% as a service.",null,"76%or more of technology services are provided as a service. ",null,4,null,5]
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[null," How would you characterize your company's IT innovation strategy and implementation of processes and tools?",null,"IT Innovation ",null,"Limited or no attention to technology innovation for back, middle and front office; related IT budget virtually entirely consumed with \"keeping the lights on.\".",null,"Some degree of innovative solutions for implementation of new technology and processes; 5% or less of related IT budget is dedicated to innovation. ",null,"Between 5% and 10% of related IT budget is dedicated to innovation. ",null,"Dedicated innovation labs funded to develop new technology and processes. Between 10% and 20% of IT budget is dedicated to innovation. ",null,"High degree of innovative solutions being developed by cross functional teams; 20% or more of related IT budget is dedicated to innovation. ",null,4,null,5]
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[5,"Data and Analytics"]
[null,"Delivering enhanced value through the capture, collection and analysis of data that models and predicts performance and informs organizational strategy and proactive decision making."]
[null,"What are the tools used to record and store Business processes",null,"Tool Use",null,"There are no specialized tools or a dedicated data and analytics platform.  Standard desktop tools such as Excel are utilized for D&A.",null,"There is availability of some specialized data and analytic tools but they are procured and made available on an ad hoc basis. Understood strengths of each IA/RPA tool applicability and partnership in place.",null,"Specialized data and analytics tools and services are available but vary by function and geography that they support. Strong understanding of tool applicability and partnerships within specific functions.",null,"There is standardization of software and tools for data and analytics but more / better dedicated resources are needed to exploit their full potential.  Shared understanding of tool applicability and common partnerships across enterprise.",null,"The organization has a highly developed and specialized data and analytics platform that is adequately staffed by skilled resources that understand agency data and analytics needs.  Tools are in the cloud and accessible through most parts of the organization and ecosystem. ",null,5,null,5]
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[null,"Master Data Management",null,"Data Quality and Data Governance",null,"No clear organizational structure, ownership/oversight or processes associated with master data management and configuration management.",null,"Organizational structure is driven by an IT core functional group responsible for defining data quality and standards for master data management and configuration management data.",null,"Expanded organizational collaboration across IT and lines of business with a basic enterprise wide data architecture, centralized configuration management database and effective storage and retrieval of data across multiple applications.",null,"Organizational structure is driven by cross-functional leadership teams and master vision/oversight of quality data and configuration management information.  Event and anomalous data is backhauled in real time; though some decisions still require manual intervention.",null,"Integrated operations between organization and customers/suppliers/vendors using master data and configuration management middleware mapping of data fields and embedded machine to machine communications (M2M) enabling continuous refinement and improvement.",null,5,null,5]
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[null,"To what degree is data and analytics a formalized operation and process with the organization?",null,"Organizational process for D&A",null,"There are no dedicated data and analytic capabilities or processes within the entire organization.",null,"Data and analytics efforts are performed ad hoc and in an un-integrated manner across the functions.",null,"Standardized data and analytics operations and processes exist but are different for different functions and geographies.",null,"Dedicated data and analytical operations and processes exist to support multiple functions and geographies.",null,"Dedicated, well funded and highly skilled data and analytical operations and processes exist to support multiple functions and geographies.",null,5,null,5]
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[null,"What is the maturity of data and analytics usage including predictive capabilities? Are historical patterns of data used regularly?",null,"D&A Deployment and Pattern analysis",null,"Information is created and distributed through a combination of static reporting and ad-hoc requests. We have data but are not sure how to use it. There is lots of human effort to access and analyze data.",null,"Standard and ad-hoc reporting and well-defined KPI tracking provide users the ability to evaluate and analyze State and  operational data and  trends. ",null,"Dynamic dashboards with drill down capability provide users with the ability to evaluate historical data across multiple dimensions and access data from multiple host systems. Data is increasing machine generated and little human interaction.",null,"Dynamic reporting with alerts, statistical analysis and trending allow users to access historical information from multiple internal and external sources to evaluate current and forecast future performance. ",null,"Dynamic reporting, with predictive modeling provide users with prescriptive analysis of real time data from internal and external sources that informs future direction of operational performance. Data access and analysis is completely automated.",null,5,null,5]
[]
[6,"Organizational Design, Governance and Talent Management"]
[null,"Flexible, enterprise integrated talent management model designed to attract/retain resources, address operational and leadership needs, and support effective performance management and career development."]
[null,"How would you characterize Global Workforce Planning for automation in your organization?",null,"Global Workforce Planning",null,"We do not currently have a global workforce plan. ",null,"No globally defined workforce strategy in place, disconnected workforce redeployment objectives within functions.",null,"Locally defined workforce strategy in place, no global workforce implications are defined.",null,"Global workforce strategy is defined at State level, no local rollouts.",null,"A mature global workforce plan is in place across the enterprise to address the human capital redeployment challenges due to automation.",null,4,null,5]
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[null,"What are plans for recruitment and reskilling for automation? Are people prepared to work with Bots.",null,"Recruitment",null,"No formal process for identifying, recruiting, training, etc. for automation resources and talent.",null,"Ad-hoc sourcing and training of automation resources and talent.",null,"Formal plans for reskilling and redeployment of existing staff.",null,"Driving changes in recruitment and training to adapt to new skills mix.",null,"Continual reevaluation of roles and skills required in each organization resulting from new automation.",null,4,null,5]
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[null,"Is lack of talent a driver for automaton – are there talent  issues that are driving to automation - lack of people skills mix to drive automation? ",null,"Talent Inventory",null,"Labor is abundant and little reskilling or training is necessary to support processes.",null,"Labor is generally abundant but there are areas where there are shortages.",null,"Labor shortages or mismatch in skills occur in half of all situations.",null,"Labor shortages or mismatch in skills occur in 75% of all situations.",null,"Our growth and sustainability is constrained by lack of appropriate labor. ",null,4,null,5]
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[null,"How would you characterize the overall governance capability of Organization for automation?  ",null,"Overall Organization Governance",null,"Informal governance structure. Functions are responsible for all aspects of automation,  process development, performance management and talent management. ",null,"Absence of defined governance structure. Functions / agencys own process, performance and staff. There is a coordinated effort to drive standardized and scalable rigor to delivery governance.  Tactical decisions on automation opportunities made by local process or functional leaders",null,"Presence of defined governance structure for aspects covering policy and control. Functions/BUs provide policy, control, and process ownership direction over services. ",null,"Formal governance structure implemented across geographies and BUs. Functions provide policy, control, and process ownership direction. ",null,"Robust governance structure enabling global process streamlining and delivery integration ensuring efficient policy and change roll-outs.  Governance is the key capability that drives the organization’s processes and service outcomes in an integrated manner. Global Process governance drives priorities. Integrated decision making by Business, IT, Functions and automation CoE. ",null,4,null,5]
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[null,"5. What is status of COE development for automation?",null,"COE",null,"No formal COE for digital services and automation activities",null,"Digital services COE in planning stages",null,"Digital services COE pilot",null,"Established digital services COE in functions",null,"Established enterprise COE for digital services",null,4,null,5]
[]
[7,"Change and Communication Management"]
[null,"An integrated way of working that engages stakeholders and delivery channels to effectively manage risk and drive the intended business value of automation \n"]
[null,"How would you characterize the commitment for automation change within the organization?",null,"Case for Change",null,"There is little to no readiness across senior management or the organization as a whole to move forward with automation.",null,"Many functional and business leaders do not understand value and benefits of automation to the business or their area.  Only specific automation project team members have a detailed understanding of roles, responsibilities and deliverables.",null,"Part of the overall organization is committed to the benefits of automation; and roughly half of business leaders are supportive. ",null,"The benefits of automation are supported by the majority of senior management and the organization as a whole. Methods are emerging to positively achieve change.",null,"The benefits of automation is supported by most senior management with clear delineation of benefits. There are methods  to positively achieve change. ",null,3,null,4]
[]
[null,"What is the level of resistance and buy in for Automation?",null,"Resistance and Buy-in",null,"There is either apathy or high resistance and little executive buy in to the concept of automation.",null,"Some senior managers have bought into the concept of automation and the organization as a whole is accepting of the concept.",null,"Executive management has bought into the concept of automation in all of its forms including cognitive computing but some senior managers are resistant.  There is uneven buy in across the organization as a whole.",null,"All senior managers have bought into the concept of automation and the majority of delivery teams for both functional and service delivery have bought into the concept and mission. ",null,"State executives and all senior managers have bought into the concept of automation and all key delivery teams for both functional and service delivery have bought into the concept and mission. ",null,3,null,4]
[]
[null,"Are there competing priorities?",null,"Competing Priorities",null,"There is little awareness or interest of automation opportunities and imperatives outside of pockets of ad-hoc activities.",null,"Organization as a whole cannot focus on implementing automat because of competing priorities including the focus on continuing to augment manual processes.",null,"There are plans for supporting automation across the whole organization but they have not been implemented.",null,"Organization design is aligned to supporting automat, but resources for automation are constrained especially from a technology investment perspective.",null,"Automation deployment and operations is one of the top 5 State organizational priorities - there a passion for automating and transforming processes.",null,3,null,4]
[]
[null,"Is there a formal communications plan for change?",null,"Communication Plan",null,"No planned communications about automation initiatives.",null,"No consistency in message delivery, all staff are addressed via email and announcements made sporadically.",null,"Formal communications plan is devised  by department heads with FAQ focus and delivered by department heads.",null,"Formal State communications department reviews and vets all communications prior to being delivered by department heads.",null,"Well articulated communication strategy; all communications are managed and done by the communication department with effective change management strategy.",null,3,null,4]
[]
[null,"What is nature of continuous improvement plans?",null,"Continuous Improvement",null,"Automate as-is processes with little change. ",null,"Automate as-is processes with moderate change. ",null,"Standard business case model. Formal benefits tracking and reporting",null,"Customized business case model. Formal benefits tracking and reporting",null,"Both benefits forecasting and  tracking defined. Digital services and automation results achievement built into individual objectives. Benefits plan used to drive automation roadmap.",null,3,null,4]

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[null,null,{"$f":"C5+1","v":2},{"$f":"INDEX(Survey!$B$5:$B$197,MATCH(B$5,Survey!$B$5:$B$197,0)+2*C6,0)","v":"How would you characterize automation investment strategies including Opex vs. Capex preference ?"},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$5,Survey!$B$5:$B$200,0)+2*C6,15)","v":1},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$5,Survey!$B$5:$B$200,0)+2*C6,17)","v":2}]
[null,null,{"$f":"C6+1","v":3},{"$f":"INDEX(Survey!$B$5:$B$197,MATCH(B$5,Survey!$B$5:$B$197,0)+2*C7,0)","v":"How would you characterize the business outcomes that you wish to achieve from automation services and projects ?  Is the benefit acting like a human or thinking like a human. "},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$5,Survey!$B$5:$B$200,0)+2*C7,15)","v":1},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$5,Survey!$B$5:$B$200,0)+2*C7,17)","v":2}]
[null,null,4,{"$f":"INDEX(Survey!$B$5:$B$197,MATCH(B$5,Survey!$B$5:$B$197,0)+2*C8,0)","v":" Is automation part of the  transformation agenda?"},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$5,Survey!$B$5:$B$200,0)+2*C8,15)","v":1},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$5,Survey!$B$5:$B$200,0)+2*C8,17)","v":2}]
[null,null,5,{"$f":"INDEX(Survey!$B$5:$B$197,MATCH(B$5,Survey!$B$5:$B$197,0)+2*C9,0)","v":"What is the time to value horizon for technology investments and what  is risk appetite for automation? "},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$5,Survey!$B$5:$B$200,0)+2*C9,15)","v":1},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$5,Survey!$B$5:$B$200,0)+2*C9,17)","v":2}]
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[null,null,{"$f":"C10+1","v":2},{"$f":"INDEX(Survey!$B$5:$B$197,MATCH(B$10,Survey!$B$5:$B$197,0)+2*C11,0)","v":"How would you rate the holistic, global process management of the processes within the organization? "},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$10,Survey!$B$5:$B$200,0)+2*C11,15)","v":2},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$10,Survey!$B$5:$B$200,0)+2*C11,17)","v":3}]
[null,null,3,{"$f":"INDEX(Survey!$B$5:$B$197,MATCH(B$10,Survey!$B$5:$B$197,0)+2*C12,0)","v":"Standardization - Please indicate the degree to which processes are standardized across the global business service organization."},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$10,Survey!$B$5:$B$200,0)+2*C12,15)","v":2},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$10,Survey!$B$5:$B$200,0)+2*C12,17)","v":3}]
[null,null,4,{"$f":"INDEX(Survey!$B$5:$B$197,MATCH(B$10,Survey!$B$5:$B$197,0)+2*C13,0)","v":"Please indicate the degree to which your organization's processes are documented."},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$10,Survey!$B$5:$B$200,0)+2*C13,15)","v":2},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$10,Survey!$B$5:$B$200,0)+2*C13,17)","v":3}]
[null,null,5,{"$f":"INDEX(Survey!$B$5:$B$197,MATCH(B$10,Survey!$B$5:$B$197,0)+2*C14,0)","v":"What is the distinction of integrating structured and unstructured data into processes?"},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$10,Survey!$B$5:$B$200,0)+2*C14,15)","v":2},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$10,Survey!$B$5:$B$200,0)+2*C14,17)","v":3}]
[null,null,6,{"$f":"INDEX(Survey!$B$5:$B$197,MATCH(B$10,Survey!$B$5:$B$197,0)+2*C15,0)","v":"What is the distinction of integrating external and internal data into processes?"},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$10,Survey!$B$5:$B$200,0)+2*C15,15)","v":2},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$10,Survey!$B$5:$B$200,0)+2*C15,17)","v":3}]
[3,{"$f":"Survey!B31:T31","v":"Delivery and partner strategy and commercial orientation"},1,{"$f":"INDEX(Survey!$B$5:$B$197,MATCH(B$16,Survey!$B$5:$B$197,0)+2*C16,0)","v":"How would you describe the nature of services that automation delivers for back office, middle office and front office?"},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$16,Survey!$B$5:$B$200,0)+2*C16,15)","v":3},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$16,Survey!$B$5:$B$200,0)+2*C16,17)","v":4}]
[null,null,2,{"$f":"INDEX(Survey!$B$5:$B$197,MATCH(B$16,Survey!$B$5:$B$197,0)+2*C17,0)","v":"Willingness to work with BPO,  technology and implementation partners?"},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$16,Survey!$B$5:$B$200,0)+2*C17,15)","v":3},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$16,Survey!$B$5:$B$200,0)+2*C17,17)","v":4}]
[null,null,3,{"$f":"INDEX(Survey!$B$5:$B$197,MATCH(B$16,Survey!$B$5:$B$197,0)+2*C18,0)","v":"How do you balance labor arbitrage/outsourcing vs. technology focus to drive down costs and improve effectiveness of service delivery?"},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$16,Survey!$B$5:$B$200,0)+2*C18,15)","v":3},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$16,Survey!$B$5:$B$200,0)+2*C18,17)","v":4}]
[4,{"$f":"Survey!B40:T40","v":"Enabling Technology "},1,{"$f":"INDEX(Survey!$B$5:$B$197,MATCH(B$19,Survey!$B$5:$B$197,0)+2*C19,0)","v":"Which statement best characterizes the technical platform(s) on which company operates?"},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$19,Survey!$B$5:$B$200,0)+2*C19,15)","v":4},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$19,Survey!$B$5:$B$200,0)+2*C19,17)","v":5}]
[null,null,2,{"$f":"INDEX(Survey!$B$5:$B$197,MATCH(B$19,Survey!$B$5:$B$197,0)+2*C20,0)","v":"What is scope and architecture of digital infrastructure (Social, Mobile, Cloud and RPA) ?"},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$19,Survey!$B$5:$B$200,0)+2*C20,15)","v":4},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$19,Survey!$B$5:$B$200,0)+2*C20,17)","v":5}]
[null,null,3,{"$f":"INDEX(Survey!$B$5:$B$197,MATCH(B$19,Survey!$B$5:$B$197,0)+2*C21,0)","v":"What is scope of robotics process automation technology deployment?"},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$19,Survey!$B$5:$B$200,0)+2*C21,15)","v":4},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$19,Survey!$B$5:$B$200,0)+2*C21,17)","v":5}]
[null,null,4,{"$f":"INDEX(Survey!$B$5:$B$197,MATCH(B$19,Survey!$B$5:$B$197,0)+2*C22,0)","v":"What is scope of cognitive computing  technology deployment?"},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$19,Survey!$B$5:$B$200,0)+2*C22,15)","v":4},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$19,Survey!$B$5:$B$200,0)+2*C22,17)","v":5}]
[null,null,5,{"$f":"INDEX(Survey!$B$5:$B$197,MATCH(B$19,Survey!$B$5:$B$197,0)+2*C23,0)","v":"What is your as-is service focus for cloud strategy and enablement?"},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$19,Survey!$B$5:$B$200,0)+2*C23,15)","v":4},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$19,Survey!$B$5:$B$200,0)+2*C23,17)","v":5}]
[null,null,6,{"$f":"INDEX(Survey!$B$5:$B$197,MATCH(B$19,Survey!$B$5:$B$197,0)+2*C24,0)","v":" How would you characterize your company's IT innovation strategy and implementation of processes and tools?"},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$19,Survey!$B$5:$B$200,0)+2*C24,15)","v":4},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$19,Survey!$B$5:$B$200,0)+2*C24,17)","v":5}]
[5,{"$f":"Survey!B54:T54","v":"Data and Analytics"},1,{"$f":"INDEX(Survey!$B$5:$B$197,MATCH(B$25,Survey!$B$5:$B$197,0)+2*C25,0)","v":"What are the tools used to record and store Business processes"},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$25,Survey!$B$5:$B$200,0)+2*C25,15)","v":5},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$25,Survey!$B$5:$B$200,0)+2*C25,17)","v":5}]
[null,null,2,{"$f":"INDEX(Survey!$B$5:$B$197,MATCH(B$25,Survey!$B$5:$B$197,0)+2*C26,0)","v":"Master Data Management"},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$25,Survey!$B$5:$B$200,0)+2*C26,15)","v":5},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$25,Survey!$B$5:$B$200,0)+2*C26,17)","v":5}]
[null,null,3,{"$f":"INDEX(Survey!$B$5:$B$197,MATCH(B$25,Survey!$B$5:$B$197,0)+2*C27,0)","v":"To what degree is data and analytics a formalized operation and process with the organization?"},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$25,Survey!$B$5:$B$200,0)+2*C27,15)","v":5},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$25,Survey!$B$5:$B$200,0)+2*C27,17)","v":5}]
[null,null,4,{"$f":"INDEX(Survey!$B$5:$B$197,MATCH(B$25,Survey!$B$5:$B$197,0)+2*C28,0)","v":"What is the maturity of data and analytics usage including predictive capabilities? Are historical patterns of data used regularly?"},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$25,Survey!$B$5:$B$200,0)+2*C28,15)","v":5},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$25,Survey!$B$5:$B$200,0)+2*C28,17)","v":5}]
[6,{"$f":"Survey!B64:T64","v":"Organizational Design, Governance and Talent Management"},1,{"$f":"INDEX(Survey!$B$5:$B$197,MATCH(B$29,Survey!$B$5:$B$197,0)+2*C29,0)","v":"How would you characterize Global Workforce Planning for automation in your organization?"},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$29,Survey!$B$5:$B$200,0)+2*C29,15)","v":4},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$29,Survey!$B$5:$B$200,0)+2*C29,17)","v":5}]
[null,null,2,{"$f":"INDEX(Survey!$B$5:$B$197,MATCH(B$29,Survey!$B$5:$B$197,0)+2*C30,0)","v":"What are plans for recruitment and reskilling for automation? Are people prepared to work with Bots."},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$29,Survey!$B$5:$B$200,0)+2*C30,15)","v":4},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$29,Survey!$B$5:$B$200,0)+2*C30,17)","v":5}]
[null,null,3,{"$f":"INDEX(Survey!$B$5:$B$197,MATCH(B$29,Survey!$B$5:$B$197,0)+2*C31,0)","v":"Is lack of talent a driver for automaton – are there talent  issues that are driving to automation - lack of people skills mix to drive automation? "},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$29,Survey!$B$5:$B$200,0)+2*C31,15)","v":4},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$29,Survey!$B$5:$B$200,0)+2*C31,17)","v":5}]
[null,null,4,{"$f":"INDEX(Survey!$B$5:$B$197,MATCH(B$29,Survey!$B$5:$B$197,0)+2*C32,0)","v":"How would you characterize the overall governance capability of Organization for automation?  "},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$29,Survey!$B$5:$B$200,0)+2*C32,15)","v":4},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$29,Survey!$B$5:$B$200,0)+2*C32,17)","v":5}]
[null,null,5,{"$f":"INDEX(Survey!$B$5:$B$197,MATCH(B$29,Survey!$B$5:$B$197,0)+2*C33,0)","v":"5. What is status of COE development for automation?"},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$29,Survey!$B$5:$B$200,0)+2*C33,15)","v":4},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$29,Survey!$B$5:$B$200,0)+2*C33,17)","v":5}]
[7,{"$f":"Survey!B76:T76","v":"Change and Communication Management"},1,{"$f":"INDEX(Survey!$B$5:$B$197,MATCH(B$34,Survey!$B$5:$B$197,0)+2*C34,0)","v":"How would you characterize the commitment for automation change within the organization?"},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$34,Survey!$B$5:$B$200,0)+2*C34,15)","v":3},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$34,Survey!$B$5:$B$200,0)+2*C34,17)","v":4}]
[null,null,2,{"$f":"INDEX(Survey!$B$5:$B$197,MATCH(B$34,Survey!$B$5:$B$197,0)+2*C35,0)","v":"What is the level of resistance and buy in for Automation?"},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$34,Survey!$B$5:$B$200,0)+2*C35,15)","v":3},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$34,Survey!$B$5:$B$200,0)+2*C35,17)","v":4}]
[null,null,3,{"$f":"INDEX(Survey!$B$5:$B$197,MATCH(B$34,Survey!$B$5:$B$197,0)+2*C36,0)","v":"Are there competing priorities?"},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$34,Survey!$B$5:$B$200,0)+2*C36,15)","v":3},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$34,Survey!$B$5:$B$200,0)+2*C36,17)","v":4}]
[null,null,4,{"$f":"INDEX(Survey!$B$5:$B$197,MATCH(B$34,Survey!$B$5:$B$197,0)+2*C37,0)","v":"Is there a formal communications plan for change?"},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$34,Survey!$B$5:$B$200,0)+2*C37,15)","v":3},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$34,Survey!$B$5:$B$200,0)+2*C37,17)","v":4}]
[null,null,5,{"$f":"INDEX(Survey!$B$5:$B$197,MATCH(B$34,Survey!$B$5:$B$197,0)+2*C38,0)","v":"What is nature of continuous improvement plans?"},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$34,Survey!$B$5:$B$200,0)+2*C38,15)","v":3},{"$f":"INDEX(Survey!$B$5:$R$200,MATCH(B$34,Survey!$B$5:$B$200,0)+2*C38,17)","v":4}]

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[]
["Regardless of the size, complexity, or length of your automation initiative, there is a common set of drivers, or perhaps best practices, that will impact overall success and financial returns.  Some of the key drivers include:"]
["·        Planning and Strategy - Better quality of planning and a well-defined automation strategy lead to increased savings.  Organizations that approach process automation with discipline and forethought achieve greater savings than organizations that do not.  This includes having a sourcing strategy on where to own (purchase), rent (SaaS/PaaS) or outsource the automation capabilities.  It also includes the upfront planning to maximize the savings from each automation initiative and prioritization of the automation portfolio based on overall return to the entity.  Finally, it includes selecting the right category of automation for a specific domain or process."]
["·        Automation Governance - Better quality of automation governance leads to increased savings.  Digital labor automation is not a panacea that once implemented solves all problems going forward.  DLA, like any key business initiative, should be viewed and managed as a dynamic capability that needs to be governed in a way that can dynamically respond to ever changing business needs.  This governance includes a robust change management program addressing both business change (e.g. changes / additions to the process suite), as well as technology change (e.g. continued assessment of new capabilities and tools supporting process automation), and the continued effort of prioritization of the resulting changes based on benefit to the business.  Furthermore, automation governance should include a focus on continuous improvement of automation results through a defined approach to oversight – e.g. is the automation addressing the business to the full extent possible; is ‘business as usual’ setting the bar too low; are we capturing the associated ‘learnings’ into the automation on a regular basis.  Finally, proper governance translates to  having the right amount of retained staff ‘post automation’.  Retained staffing levels should be the result of thoughtful consideration for workloads resulting from the execution of non-automated process activities, oversight of automation maintenance and change management, and support for the automation continuous improvement process.  Furthermore, organizations need to ensure that shadow organizations do not continue to exist that perform the same work that has been automated."]
["·        Executive Support - Higher levels of executive support and having an appropriate ‘culture’ lead to increased savings.  Executive vision, leadership and communication are essential to create the appropriate culture to support successful process automation.   The resulting culture includes a corporate-wide vision to enhance automation rather than piecemeal initiatives.  This kind of corporate-wide strategy to automation allows for a unified approach to tool selection, best practices, governance, etc., and avoids a siloed approach by each business unit.  A ‘cultural’ approach to automation includes actively rewarding individuals who show innovative support for automation and discourages an attitude that is combative to change.  Corporate-wide strategies include defined plans to acknowledge that while some positions may be eliminated, the elimination of the mundane repetitive task by retained personnel, will allow them to focus on strategic initiatives to make the business more successful – thereby empowering their employees to ‘make a difference’ and experience more job satisfaction."]
["·        Risk and Security Constraints – Risk and security constraints often reduce savings and increase the time to recover investments - this is particularly true when the risks and security concerns are identified after the fact.  No one will argue the importance of diligent risk management and proper security protocols.  However, it is vital to understand all of the risk and security constraints upfront and have a mitigation plan that all stakeholders have agreed to in advance to rolling out the process automation(s).  Not having this agreement upfront can seriously undermine efforts that have already been started, result in a patchwork type implementation, concerns about the level of ‘safety’, and reduce or entirely remove the savings potential - in some cases even bringing an end to the automation initiative itself.  This is especially important in highly risk adverse organizations / industries.  "]
["·        Enterprise Automation Integration - Integration with other automation efforts leads to increased savings.   Just like business process optimization would suggest that the best process is a truly centralized end-to-end process with an identified process owner, automation also benefits from integration across the enterprise.  While process automation (particularly within category 1) can indeed be implemented by automating ‘select’ activities within a process, larger savings are realized when automations are extended deeper into the process and even allowed to extend across business unit boundaries (i.e. the ‘hire to retire’ single process viewpoint).  Organizations should look for opportunities to leverage existing and planned automation efforts with other shared systems and processes.  This integration can include internal as well as external partners."]
["·        Influence or Mandate - The ability to influence, or possibly mandate, the adoption of automation decreases the payback time and leads to increased savings.  In many cases, end-user focused automation will happen slowly over time.  Consider for example the ‘consumer focused’ automations such as bank ATMs, self check-out at retail stores, and web sites used for insurance quotes or booking travel - all of these have typically resulted in gradual increases in adoption and associated savings as clients gain awareness of alternative transaction options, develop trust and familiarity with the process and finally adapt the new technology as the preferred approach.  Conversely, automation in the business world can enjoy quicker adoption timeframes as executive sponsorship (discussed above), effective communication strategies and organizational change management, and training are combined to drive quicker acceptance and lead to faster return on investment through optimum levels of automation."]
[]
[]
[null,null,"what is the tool used to record and store vusiness processes - no tool and not storare, mid is MSFT tool and high is store in cloud and open tool",null,"presence of tools - recoding I 2012, data and tool can't record processes",null,"Major technology contacts",null,"Are ou people prepared to work with Bot, technophbic",null,"A lot of data to make it work, lots fo data and somewhat organzied for cogntive",null,"How long does it take procurment to get approval - Redwood vs. HSBC - low readiness is it takes me forever",null,"Vednors KPI for vendor management - need to do very well. ",null,"Do you know existing level of performance - internal benchmarks - if don't know performance can't scale up or scale down KPI's - difficult to manage for IBM - ","Continuous improvement transfomational work, do you have experience  in Journey type work. ","Cognitive - more public or private 3rd party access - predictive analytics - public avaialble vs. mutiplicty of 3rd party data sources",null,null,"RPA - what is degree of influecne on your outsroucing vendors to do RPA"]
[null,null,"data confidentiality - liable for messup",null,"Set policy and kow all obligaions and espcalation - highest level future proofed or do you have to go back to renegotiate contracts - with other providers, scope of having to future proof, many vendors and negotiate confiendity and contractual issues procurement and how sophistication"]
[]
[]
[null,null,"More standardized the better"]
[null,null,"When do the automation restack process"]
[]
[null,null,"What is current automation – Excel – address problem, specific automation  - "]
[null,null,"Data assurance gets from multiple sides  - data quality – Bring in other geographies, common DA process  - and then bring robotics "]
[]
[null,null,"Is things scalable - "]
[]
[null,null,"Scale is critical don’t want to do all bespoke"]
[]
[null,null,"HSBC – x factor IT readiness – undertand – who HSBC take a pause – does a development team exist – making changes – balance between code difficult encironement readiness and IT support"]
[null,null,"And readiness of vendors  - How run it once implemented "]
[]
[null,null,"Rediness questions if how comfortable and confident in solution"]
[]
[null,null,"If underlying data issues – fixes or stitch it up with Automation – if do it this way no scale"]
[]
[null,null,"How easy is it repicable in the bank, solutions are replicable in other places"]
[]
[null,null,"More user cases that allow you to go across different funtions"]
[]
[null,null,"RPA COE tready – build in house clear starategy alignment"]
[]
[null,null,"Differentiate between piecemeal – done excel axis. "]

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["Less than 1000",null,"<Pull Down Here>",null,"Decentralized Process",null,"CFO",null,"<Pull Down Here>",null,0,null,"Not Applicable",null,"1-2",null,"<Pull Down Here>",null,"Not Applicable",null,"Not Applicable","Not Applicable","Not Applicable",null,"<Pull Down Here>",null,"<Pull Down Here>",null,"<Pull Down Here>",null,"<Pull Down Here>","<Pull Down Here>","Departmental",null,"<Pull Down Here>","<Pull Down Here>","<Pull Down Here>",null,0,null,"No involvement ","Executive leaders have, at times, played the role of detractors to automation",null,"IT budget virtually entirely consumed with \"keeping the lights on.\" ",null,null,null,null,null,null,null,null,"< Pull Down Here >"]
["1000 to 5000",null,"NA or '0'",null,"Centralized Process",null,"CIO",null,"Cost Savings",null,0.1,null,"Before 1995",null,"3-5",null,"Aerospace & Defence",null,"<Pull Down Here>",null,"<Pull Down Here>","<Pull Down Here>","<Pull Down Here>",null,10000,null,"Upto 1000",null,"Before 1995",null,"1","10 : 90","Functional",null,"Not Started","GBS ","None",null,"1-10",null,"Visibility but no involvement","Executives are neither supporters nor detractors. ",null,"5% or less of related IT budget is dedicated to innovation. ",null,null,null,null,null,null,null,null,"No current plans"]
["5001 to 10,000",null,"Less than 100",null,"Business Services",null,"Other C-level",null,"Headcount Reduction",null,0.2,null,1996,null,"6-9",null,"Automotives",null,0,null,"Yes","High","CEO",null,20000,null,"1000 - 2000",null,1996,null,"2","20 : 80","Enterprise",null,"2012","Corporate /  Leadership","Basic RPA",null,"11-50",null,"\nInvolvement in supporting/operational role\n","Executive team buy-in with inconsistent support across the organization. ",null,"Between 5% and 10% of related IT budget is dedicated to innovation. ",null,null,null,null,null,null,null,null,"Pilot"]
["10,001 to 20,000",null,"100 to 500",null,"Global Business Services (GBS)",null,"Sr. VP",null,"Process Efficiency",null,0.3,null,1997,null,"10 or more",null,"Alternative Investments",null,1,null,"No","Medium","CFO",null,30000,null,"2000 - 3000",null,1997,null,"3","30: 70",null,null,"2013","Internal Strategy","Enhanced RPA",null,"51-100",null,"Involvement in leadership role","Executive team buy-in and active participation",null,"Between 10% and 20% of IT budget is dedicated to innovation. ",null,null,null,null,null,null,null,null,"Live Implementation"]
["20,001 to 50,000",null,"501 to 1000",null,"Multifunctional GBS",null,"VP",null,null,null,0.4,null,1998,null,null,null,"Banking & Capital Markets",null,2,null,null,"Low","CIO",null,40000,null,"3000 - 5000",null,1998,null,"4","40 : 60",null,null,"2014","Functional Services","Cognitive",null,"101-250",null,null,"Executive team buys-in and plays an active role in implementing and sustaining Automation",null,"20% or more of related IT budget is dedicated to innovation. "]
["50,001 to 100,000",null,"1001 to 2000",null,null,null,"Director",null,null,null,0.5,null,1999,null,null,null,"Building, Construction & Real Estate",null,3,null,null,null,"Sr. VP",null,70000,null,"8000 - 10,000",null,2000,null,"5","50 : 50",null,null,"2015","Other","All of the Above",null,"250 - 500"]
["100,001 to 250,000",null,"2001 to 5000",null,null,null,"Manager",null,null,null,0.6,null,2000,null,null,null,"Diversified Industries",null,4,null,null,null,"VP",null,80000,null,"More than 10,000",null,2001,null,null,"60 : 40",null,null,"2016",null,null,null,"501 +"]
["250,001 plus",null,"5001 to 10,000",null,null,null,"Other",null,null,null,0.7,null,2001,null,null,null,"Energy, Natural Resources & Chemicals",null,5,null,null,null,"Director",null,90000,null,null,null,2002,null,null,"70 : 30"]
[null,null,"10,001 plus",null,null,null,null,null,null,null,0.8,null,2002,null,null,null,"Food, Drink & Consumer Goods",null,"6 to 10",null,null,null,null,null,null,null,null,null,2006,null,null,"80 : 20"]
[null,null,null,null,null,null,null,null,null,null,0.9,null,2003,null,null,null,"Government and Infrastructure",null,"11 to 15",null,null,null,null,null,null,null,null,null,2007,null,null,"90 : 10"]
[null,null,null,null,null,null,null,null,null,null,1,null,2004,null,null,null,"Healthcare & Life Sciences",null,"16 or more",null,null,null,null,null,null,null,null,null,2008]
[null,null,null,null,null,null,null,null,null,null,null,null,2005,null,null,null,"Other"]
[null,null,null,null,null,null,null,null,null,null,null,null,2006,null,null,null,"Pharmaceuticals"]
[null,null,null,null,null,null,null,null,null,null,null,null,2007,null,null,null,"Private Equity"]
[null,null,null,null,null,null,null,null,null,null,null,null,2008,null,null,null,"Retail"]
[null,null,null,null,null,null,null,null,null,null,null,null,2009,null,null,null,"Technology"]
[null,null,null,null,null,null,null,null,null,null,null,null,2010]
[null,null,null,null,null,null,null,null,null,null,null,null,2011]
[null,null,null,null,null,null,null,null,null,null,null,null,2012]
[null,null,null,null,null,null,null,null,null,null,null,null,2013]
[null,null,null,null,null,null,null,null,null,null,null,null,2014]
[null,null,null,null,null,null,null,null,null,null,null,null,2015]
[null,null,null,null,null,null,null,null,null,null,null,null,2016]

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