Many people often asked about the difference between Robotic Process Automation (RPA) and Artificial Intelligence (AI). Some even confused the two to be the same. To make matters worse, many vendors are now brandying about terms like Intelligent Automation (IA) or Intelligence Process Automation (IPA). For the uninitiated, all these jargon can be very confusing, and perhaps daunting. To help you out, we have put together this blog post to highlight the key differences between RPA and AI, particularly in the context of process automation.

Paris, September 23, 2019 – Capgemini announced today that it has been named a "Leader" in the NelsonHall Evaluation & Assessment Tool (NEAT) Report on Robotic Process Automation (RPA) and Artificial Intelligence (AI) services for banking. In the latest NEAT report entitled "The Advance of RPA and AI in Banking," Capgemini scored highly as a Leader. NelsonHall evaluated 14 vendors offering RPA and AI services. The report highlighted Capgemini's expertise in the following areas: Anirban Bose, CEO of Capgemini's Financial Services and Member of the Group Executive Board said: "RPA and AI are windows into the future and we are intent on being the partner of choice for banks looking for next generation innovation through RPA and AI. NelsonHall's recognition of our capabilities is affirmation that our vision, offerings, and capabilities are industry leading and we are pleased and proud to be commended as such by NelsonHall's thorough and challenging analysis."

So, what is Robotic Process Automation? Simply put, it's the use of computer programs in the form of software robots, to standardize and automate repeatable business processes. Imagine having a robot sitting on a computer performing the same computer keystrokes and opening the same applications as humans do. While it doesn't require physical robots, software robots tend to mimic human activities via working with applications the same way a normal person does. With robotic process automation, bots can complete repetitive tasks, which frees up the employees time to work on more revenue-generating tasks for the company.

The use of robotics and advanced analytics are apparent and mature in industrial settings, while in support functions such as HR, it has the potential to be just as revolutionary but the uptake has been a little slower. For example, in HR, onboarding – the process of hiring new members of staff and putting them to work following recruitment– generally takes around one month, according to recent research by CareerBuilder. The various processes – taking up references, verifying identities, carrying out health and safety assessments and ensuring hires have an understanding of company practices, policies and culture – requires a complex set of actions and toolsets which are not easy to automate. However, there's a lot to gain – as well as driving efficiency by cutting down time spent on mundane but vital processes and compliance, automating tasks like this will free up skilled workers to apply themselves more creatively. In fact, the potential up-sides mean that automation of support functions is an inevitability, as market forces drive businesses to strive for ever greater efficiency efficiency.

Human endeavor has always been to make life easier, faster and convenient with improved productivity, efficiency, and effectiveness towards the broader goal of solving our problems and fulfilling our needs or objectives. In the last two centuries, this endeavor has reached new peaks at exponential speeds. Take for example the case of automobiles. Until the beginning of the nineteenth century, our ancestors heavily relied on animal-drawn carriages for land-based conveyance and transportation. These conditions underwent a dramatic change when the early forms of engine-based vehicles started to appear and became increasingly popular. Why these became so popular?

What is the difference between Robotic Process Automation and Artificial Intelligence. How can these two technologies work together?

Readers of my previous article, which sought to debunk some of the myths around robotic process automation and artificial intelligence, were hopefully convinced to not be fearful of an impending jobs apocalypse. However I hope they were not led to believe that a move to RPA is all smooth sailing and happy faces, because the truth is there are numerous processes and rules to consider before your business takes the plunge. Not least of these are the potentially significant legal implications that could arise from inviting robots to take charge of the inner workings of a business. Even though it is a fledgling area for many organisations, we have already encountered numerous legal conundrums as clients work through the changes in the way they engage within their existing ecosystem. Some of these legal implications are specific to an industry vertical or local regulatory settings, but I hope it is helpful to lay some of them out so others can ponder what it could mean for them. I'm hoping this article will open eyes a little wider within organisations looking to proactively prepare and make provisions for their journey into RPA and AI.