Pascal Bornet

Pascal has over 18 years’ experience leading large business transformation programs for multinational companies, with a particular focus on Digital Workforce, Robotic Process Automation (RPA), Artificial Intelligence (AI), Global Business Services (GBS) and Shared Services Centers (SSC). For the last 14 years at EY, he has managed more than 100 projects, across industries and functions, involving multi-million dollar budgets, and significant complexity including changes in process, organization and technology.

Since 2014, Pascal has been leading Intelligent Automation for EY Asia Pacific. Intelligent Automation, which includes RPA, cognitive, machine learning, intelligent chatbots, analytics and artificial intelligence, is a strategic area of growth for EY. Pascal has successfully driven the set-up of the governance, and managed the strategic direction of this new practice, including building the teams and creating the EY Asia Pacific Robotics Center of Excellence.

He has successfully supported 50+ clients designing and deploying their Intelligent Automation projects with a focus on improving business efficiency, reducing costs (typically 10 to 30%), enhancing customer experience, and reaching a higher level of process excellence (improve quality, accuracy and compliance). He has ensured the success of these projects by adopting a transformational approach, incorporating governance design, operating model changes, change management, senior executives support & stakeholders alignment, digital workforce & shared service centers considerations, and process optimization.

Pascal strongly believes in the powerful combination of robots and people. He is passionate about new technologies, and about creating a better world for the new generations.


Intelligent Automation: Synergies between Robotic Process Automation & AI

The "intelligent automation journey" framework describes four main generations of robots that companies are implementing, their characteristics and associated benefits. It is more logical to deploy the robot generations in a sequential order, starting from generation one to four (e.g., implementing traditional RPA before implementing the next ones). In doing so, companies will be able to avoid experiencing the “empty shell effect.” Above all, to create a maximum of value out of this journey, effective interactions between the generations of robots need to be implemented. New generations are not meant to replace existing ones, but instead, they are to work hand-in-hand. We have identified that these interactions create synergies, where each generation will add value beyond its single intended benefit.

by Leader for Robotic Process Automation & AI,EY

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