RPA vs AI for A/R Automation


A CFO’s Guidebook

Taking a fresh look at the latest technologies CFOs can use to transform their finance function and add more value to the business, all while balancing performance, efficiency and risk.

Contents

Chapter 01

FOREWORD

Chapter 02

Evolving Role of a CFO

Chapter 03

Tech Buzz

Chapter 04

The RPA/AI Continuum

Chapter 05

Questions

Chapter 06

Conclusion
Chapter 01

FOREWORD


The robots are here, and more are coming, the workforce is restless, the customers are demanding, and the CEO is looking to you.

The past few decades have witnessed significant growth in the demands and expectations of finance leaders, mainly as they have become central to helping their organizations chase growth in an increasingly complex business world.

In forward-looking organizations, the role of a CFO is evolving from “transactional and cost efficiency” focused on “strategic value-addition” focused.

Despite their increasingly dynamic role, many CFOs are failing to recognize the impact the digital shift is having on their business and operating models.

EY’s Global Capital Confidence Barometer survey of 652 CFOs, in addition to in-depth interviews with CFOs and CEOs, revealed that only 50% of CFOs are making the shift to a digital business model a priority over the next three years.

From where do you see the most disruption to your core business in the next 12 months?
Global Capital Confidence Barometer survey

When asked what the biggest concern for disruption was for their business, only 12% of finance leaders said advances in technology and digitization.

The study suggests that many CFOs do not fully understand the impact that a digital shift will have on their business in the short and long term.
This eBook delves deeper into the evolving role of finance executives in this digital age, and the impact, different technologies will have on their future role.

CFOs who don’t embrace this technology shift will be caught playing catch-up as their competition takes advantage of the digital culture to gain traction in the industry.

Chapter 02

Evolving Role of a CFO


from ‘keeper of books’ to a ‘financial advisor’

The role of the CFO is rapidly changing. A chief financial officer can no longer rely on crunching numbers while focusing solely on a company’s balance sheet. With that task handled by automated technology, finance executives will instead lead strategy by using the data to drive more profound prescriptive insights.

Technology will play an increasingly significant role in executing many traditional finance tasks while at the same time generating greater insight. Meanwhile, finance executives will spend a more significant proportion of their time working with colleagues across the organization to make decisions in support of the strategy.

Workflow of CFO

The Last ten years of IT have been about changing the way people work. The next ten years of IT will be about transforming your business.

Aaron Levie | CEO of Box

Strategy takes center stage :

  • To succeed, CFOs must demonstrate the ability to turn data into information, and information into insights – but it doesn’t stop there.
  • They need to be able to understand and present the information in ways that help a business make smarter & faster decisions while tapping into trends that are most relevant to the organization and industry.

It’s no easy feat, but it is possible with technology.

Chapter 03

Tech Buzz


Digital Tool Kit of the Future CFO

91%
Report that digital transformation will fundamentally change the way financial services are delivered over the next 3-5 years.
78%
Finance executives will use RPA & AI in the next two years for process improvement and for supporting the decision-making process by analyzing data quickly and accurately.
Does this sound too futuristic? It’s not. World class companies with the assistance of digital transformation have already started seeing results.
45%

Cost Savings
Reduction in FTE cost

28%

Better Time Allocation
Increase in time spent on analysis versus data gathering.

service-icon

42%

Better Allocation of Resources
Reduction in number of FTEs.

Chapter 04

The RPA/AI Continuum


Comparing the meaning of RPA and AI and finding out which is better suited for finance

Robotic Process Automation: Robot Processing Automation or RPA is the use of software ‘robots’ mimicking human actions to perform only a pre-programmed business process.

RPA

AI is used as a parent term. It is the net application of multiple processes, one of which is Robotic Processing Automation (RPA).

Artificial intelligence: Artificial Intelligence or AI is the ability of computer systems to learn, reason, think and perform tasks requiring complex decision making.

RPA

Artificial Intelligence is better than RPA!Because AI :

  • Adapts to the changing business landscape
  • Provides end to end process visibility
  • Gives better, more real-time reporting for decision-making
Chapter 05

Questions


Following are the questions CFOs should ask their software providers before buying the technology:

1. IT Effort :

  • How much internal IT effort would you require?
  • Will the internal IT team have to solve any issues with the technology?
  • Will we have to recode RPA systems every time a business rule changes?

2. Cost :

  • Will we have to pay for the technology development?
  • Alternatively, will it be available as a SaaS, where you pay for results?

3. Purpose-built :

  • Are you a generic technology/RPA provider?
  • Alternatively, do you have a purpose-built AI solution for O2C?

4. Decision-making :

  • Will it merely follow a set of rules or will it also assist in decision-making?
Chapter 06

Conclusion


Technology is changing so rapidly and arriving so fast; there is a specific motivation to be cautious and take a wait-and-see approach. You might think, ‘I’m going to be smart and sit back a little bit and see what happens before I make a decision.’
The problem is that the change is so significant and the new capabilities so advantageous, that if you take a wait-and-see approach, you run the risk of being put at a severe competitive disadvantage.
So decide today, which technology is suited for your business needs and start figuring out the right technology partner (by asking questions mentioned above), who will help you transform your finance function and make your CEO, customers, and workforce happy!

Chapter 01

FOREWORD


The robots are here, and more are coming, the workforce is restless, the customers are demanding, and the CEO is looking to you.

The past few decades have witnessed significant growth in the demands and expectations of finance leaders, mainly as they have become central to helping their organizations chase growth in an increasingly complex business world.

In forward-looking organizations, the role of a CFO is evolving from “transactional and cost efficiency” focused on “strategic value-addition” focused.

Despite their increasingly dynamic role, many CFOs are failing to recognize the impact the digital shift is having on their business and operating models.

EY’s Global Capital Confidence Barometer survey of 652 CFOs, in addition to in-depth interviews with CFOs and CEOs, revealed that only 50% of CFOs are making the shift to a digital business model a priority over the next three years.

From where do you see the most disruption to your core business in the next 12 months?
Global Capital Confidence Barometer survey

When asked what the biggest concern for disruption was for their business, only 12% of finance leaders said advances in technology and digitization.

The study suggests that many CFOs do not fully understand the impact that a digital shift will have on their business in the short and long term.
This eBook delves deeper into the evolving role of finance executives in this digital age, and the impact, different technologies will have on their future role.

CFOs who don’t embrace this technology shift will be caught playing catch-up as their competition takes advantage of the digital culture to gain traction in the industry.

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