In 2019, it is hard to find a business that is not already executing RPA or sincerely weighing about getting started soon. While Robotic Process Automation (RPA) moves towards a significant breakout, several other robotics programs have been on hold. Many implementations fail. However, many programs report substantial success. Successful implementations think through the entire project of digital transformation, not just focus on the one RPA element.
As we are heralding the start of the next industrial age, let’s walk through some valuable lessons.
What is RPA (Robotic Process Automation)?
If you have a human being performing keystrokes on a keyboard, you can register what that human is doing — the mouse movements and keystrokes, and build a digital worker or a software robot around it.
It rests on top of other applications, needs no specialized hardware, and serves well in almost all IT ecosystems. The cost of a globally sourced employee maybe thrice the price of a fully-loaded robot, making Robotic Process Automation attractive. RPA is particularly suitable for processes with a high human error rate.
The successful implementation of Robotic Process Automation entails a complete and comprehensive approach. While RPA offers an opportunity to accelerate business strategy, it’s implementation must consider all aspects of the business aligned to the vision. Understand the company’s holistic automation capabilities. People, process, and technology must be aligned. There must be a business case for stakeholders and sponsors who approve of the initiative.
One feasible way to begin is with a pilot that allows you and your organization to become familiar with RPA. To begin, lead an evaluation of the potential process candidates for automation, document the resulting cost-savings and effectiveness, confirming whether or not RPA is a good fit.
Once implementation begins, identify advocates with a vision to promote the new technology. Progress to RPA may require a change in working patterns to enable the efficient use of virtual teams and increase faith in technology. Stakeholders must be aware of how RPA will serve them directly. Will it provide them more flexibility, enhance autonomy, or enable them to focus on more demanding and value-adding tasks?
Establish digital governance. Digital governance is a framework for establishing accountability, roles, and a span of control for an organization’s RPA program. It is crucial to have a center or excellence in implementing an RPA program successfully. A CoE will also help in process redesign, manage future RPA demand, and communicate with stakeholders. The CoE should have senior leadership and champions who believe in RPA.
Human & Digital Working Together
Presenting employees the opportunities of Robotic Process Automation will encourage their acceptance rather than resistance. It is essential that all employees understand how RPA will reshape their roles and contribute to the company vision.
Incentivize the use of RPA and direct at continuous cataloging of more RPA possibilities. Seek suggestions from employees — setup a demand management process to plan and manage the current RPA processes and future ideas.
Understand your Need for RPA
This infographic will serve a CIO who has settled on robotics or planning to adopt RPA interact with it in a meaningful way.