10 Tips For Effective Robotic Process Automation
1. Set and manage expectations:
Quick wins are possible with RPA, but propelling RPA to run at scale is a different animal. Dave Kuder, a principal with Deloitte Consulting LLP, says that many RPA hiccups stem from poor expectations management. Bold claims about RPA from vendors and implementation consultants haven’t helped. That’s why it’s crucial for CIOs to go in with a cautiously optimistic mindset. “If you go in with open eyes you’ll be a lot happier with the result,” Kuder says.
2. Consider business impact:
RPA is often propped up as a mechanism to bolster return on investment or reduce costs. But Kris Fitzgerald, CTO of NTT Data Services, says more CIOs should use it to improve customer experience. For example, enterprises such as airlines employ thousands of customer service agents, yet customers are still waiting in the queue to have their call fielded. A chatbot, could help alleviate some of that wait. “You put that virtual agent in there and there is no downtime, no out sick and no bad attitude,” Fitzgerald says. “The client experience is the flag to hit.”
3. Involve IT early and often:
COOs initially bought RPA and hit a wall during implementation, prompting them to ask IT’s help (and forgiveness), Viadro says. Now “citizen developers” without technical expertise are using cloud software to implement RPA right in their business units, Kuder says. Often, the CIO tends to step in and block them. Kuder and Viadro say that business heads must involve IT from the outset to ensure they get the resources they require.
4. Poor design, change management can wreak havoc:
Many implementations fail because design and change are poorly managed, says Sanjay Srivastava, chief digital officer of Genpact. In the rush to get something deployed, some companies overlook communication exchanges, between the various bots, which can break a business process. “Before you implement, you must think about the operating model design,” Srivastava says. “You need to map out how you expect the various bots to work together.” Alternatively, some CIOs will neglect to negotiate the changes new operations will have on an organization’s business processes. CIOs must plan for this well in advance to avoid business disruption.
5. Don´t fall down the data rabbit hole:
A bank deploying thousands of bots to automate manual data entry or to monitor software operations generates a ton of data. This can lure CIOs and their business peers into an unfortunate scenario where they are looking to leverage the data. Srivastava says it’s not uncommon for companies to run ML on the data their bots generate, then throw a chatbot on the front to enable users to more easily query the data. Suddenly, the RPA project has become an ML project that hasn’t been properly scoped as an ML project. “The puck keeps moving,” and CIOs struggle to catch up to it, Srivastava says. He recommends CIOs consider RPA as a long-term arc, rather than as piecemeal projects that evolve into something unwieldy.
6. Project governance is paramount:
Another problem that pops up in RPA is the failure to plan for certain roadblocks, Srivastava says. An employee at a Genpact client changed the company’s password policy but no one programmed the bots to adjust, resulting in lost data. CIOs must constantly check for chokepoints where their RPA solution can bog down, or at least, install a monitoring and alert system to watch for hiccups impacting performance. “You can’t just set them free and let them run around; you need command and control,” Srivastava says.
7. Control mantains compliance:
There are lot of governance challenges related to instantiating a single bot in environment let alone thousands. One Deloitte client spent several meetings trying to determine whether their bot was male or female, a valid gender question but one that must take into account human resources, ethics and other areas of compliance for the business, Kuder says.
8. Build an RPA center of excellence:
The most successful RPA implementations include a center of excellence staffed by people who are responsible for making efficiency programs a success within the organization, Viadro says. Not every enterprise, however, has the budget for this. The RPA center of excellence develops business cases, calculating potential cost optimization and ROI, and measures progress against those goals. “That group is typically fairly small and nimble and it scales with the technology staff that are focused on the actual implementation of automation,” Viadro says. “I’d encourage all IT leaders across different industries to look for opportunities and understand whether [RPA] will be transformative for their businesses.”
9. Don´t forget the impact on people:
Wooed by shiny new solutions, some organizations are so focused on implementation that they neglect to loop in HR, which can create some nightmare scenarios for employees who find their daily processes and workflows disrupted. “We forget that it’s people first,” Fitzgerald says.
10. Put RPA into your whole development lifecycle:
CIOs must automate the entire development lifecycle or they may kill their bots during a big launch. “It sounds easy to remember but people don’t make it a part of their process.”
Ultimately, there is no magic bullet for implementing RPA, but Srivastava says that it requires an intelligent automation ethos that must be part of the long-term journey for enterprises. “Automation needs to get to an answer — all of the ifs, thens and whats — to complete business processes faster, with better quality and at scale,” Srivastava says.
Retrieved from: Boulton, C. (2018, September 3). What is RPA? A revolution in business process automation. Retrieved from https://www.cio.com/article/3236451/what-is-rpa-robotic-process-automation-explained.html
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