8 Principles to consider before an Organization embarks on RPA Journey

Robotic Process Automation (RPA) has seen substantial growth in demand over the years, and businesses have recognised it as a valuable tool for improving efficiency and effectiveness. So far, the RPA journey has been tough but also gratifying on many levels, providing a fantastic opportunity to learn and build skills. We have learned various lessons from our wealth of experience working on several projects to share in this blog as guiding principles for preparing an organisation for the RPA journey.

1. Have a clearly laid RPA objective in tandem with the organization’s strategy and Vision

Digital transformation is a marathon with the goal of creating frictionless, simplified processes. To completely fulfil this goal, small-scale digitization may not be enough; firms should consider streamlining the majority, if not all, of their procedures. We know from our considerable experience deploying RPA CoEs that firms who automate the majority, if not all, of their processes, achieve better results and higher ROIs than companies that automate only one or two of their pain processes.

Organizations must also consider how to align with all of the other internal changes. For example, if a company is planning a significant ERP rollout in the near future, it is not a good idea to use RPA on the ERP-affected operations.

Once a business has determined an RPA goal, it must gain leadership support. The RPA objective, its viability, and how it will benefit the organization’s strategy and vision should all be obvious to the leadership. This is unquestionably the first step.

2. Have all the organizational functions/employees aligned in the RPA strategy

When a company decides to use automation or other technology, it must verify that all internal processes are in sync. RPA is a practice that has an impact on people, processes, and technology, and everyone should be aware of it. Before implementing RPA, all aspects should be evaluated. Above all, employees should be assured that they will not lose their jobs but will instead advance up the value chain. Otherwise, when the transformation process begins, the company may be forced to cope with employee resistance.

3. Understand the potential changes in the future and plan for it

People will be freed up from their existing job activities once RPA is introduced, and there should be a proper plan in place for how to use those resources for more value-added jobs. In brief, each firm embarking on the path of RPA transformation must develop and implement a change management strategy.

4. Conduct an RPA Consulting study to develop an RPA roadmap

A thorough examination of the organization’s processes would aid in the identification of processes for reengineering and standardisation, as well as the identification of possible candidates for automation. This can be accomplished in stages by departments or functions within an organisation. Stable processes are made possible by re-engineered and standardized processes. For RPA programmes, organisations should always endeavour to avoid “Garbage In, Garbage Out.”

5. Go with an implementation partner who can walk with you on the journey

Although a business may be able to establish an RPA team internally, which is also suggested for a successful automation journey, it is always preferable to take baby steps with an RPA professional team that will listen, understand, and provide results. The expert team may assist in educating and training the employees, as well as sketching up an rpa roadmap and implementing the first few procedures, as well as assisting the staff team in building the rest. They’d also be able to advise on which RPA tool is ideal for the company, how many licences to buy, and how to make the greatest use of the licences available for the company’s operations. They are particularly good at orchestrating these procedures in a structured delivery approach.

6. Start small and scale it up to RPA COE

RPA always advocates a three-phase journey: incubate the concept within the company, institutionalise to witness the impact in real-world circumstances, and industrialise solutions for use across companies. This means that any business should start with a Proof of Concept (POC) that can be realised in a matter of weeks, then pilot it to assess the merits and cons of practical adoption. This would also aid in the continuing development of the sector and business-specific solutions using the best RPA tools and a variety of implementation methodologies, as well as the measurement of success and ROI through the use of specialized Centres of Excellence (COEs)

7. Have all security aspects considered while implementing RPA

It’s critical to be aware of all potential cyber threats and controls before implementing RPA. To ensure Robotic Process Automation security, a security evaluation by a Cyber Management specialist throughout the creation of RPA solutions is a prerequisite.

8. Conduct Post Implementation Review (PIR) on a periodic basis

Conducting a review aids in determining the degree of automation success, evaluating if the project has accomplished its objectives, and managing stakeholder expectations. It also aids in assessing the efficiency of all aspects of the system in order to find potential areas for improvement and optimize the benefits offered, as well as assessing any risks to the business following deployment and developing controls.

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