Problem solvers. Multitaskers. Unsung heroes. CSRs are a lot of things to a lot of people. But as much as they do to keep a business running smoothly, they can’t overcome a bad process. A bad process means a bad CX, and a bad CX? That’s just bad for business. That’s where the “re-examining” comes
Did you know that today — in a time coined “The Digital Age” — most companies still have less than half of their back-office functions automated, with most of the rest having a quarter or less automated? Considering that accounts payable (AP) and accounts receivable (AR) workflows are among the most labour-intensive in a company’s
Key Performance Indicators (KPIs) mean a lot of things to a lot of organisations. The same way pilots monitor flight instruments or coaches track statistics, business leaders must also rely on metrics to guide their decisions and measure their success — especially when it concerns accounts payable (AP). The AP department, once viewed as a
Gestion des risques et prévention contre la fraude La gestion du risque et la prévention contre la fraude sont devenues au fil du temps un pan entier du métier des directions financières et administratives. Est-ce là une conséquence de l’instabilité économique des dernières années ? De la montée en puissance de la digitalisation et donc
While RPA is a powerful tool for performing rules-based, data-centric and repeatable tasks, there are still many document-based processes that RPAs simply cannot address, such as: Complex processes that cannot be defined with a few simple rules Data recognition for situations outside the norm (e.g., order number is in a different place on the order),
Bien que la RPA soit un outil puissant pour exécuter des tâches répétitives, basées sur des données et règles précises, il existe encore de nombreux processus documentaires que la RPA ne peut tout simplement pas traiter, comme par exemple : Des processus complexes qui ne peuvent être définis par des règles simples. La reconnaissance des