Efficiency is not the only benefit of Robotic Process Automation - it significantly allows increased process quality, and it avoids human errors that may result from manual work.
Furthermore, use of RPA typically results in high customer satisfaction, both internally and externally. As an example, reduction of loan application processing times from days to hours is not impossible with the help of Robotic Process Automation.
Additionally, staff members, though somewhat critical at the beginning, become supportive of this technology as it allows them to minimize time spent on dull, manual tasks, and instead focus on more interesting and challenging projects.
The path to reaping all RPA benefits, however, has some issues. If you are considering introducing this technology in your organization, there are seven common mistakes to avoid.
RPA Mistake #1: Not engaging senior leadership
Every strong project starts with strong leadership. Robotic Process Automation initiatives are not an exception, and you should secure leadership from both sides: business and IT.
Business leaders will champion the effort, build a business case, and ensure that necessary resources are available (e.g. investments, subject matter experts, etc.)
IT leadership must be involved early on because RPA relies both on IT infrastructure (e.g. servers) and IT access to various applications. IT leaders can help to quickly resolve any unexpected IT issues along the way, such as issues with IT security policies, IT infrastructure upgrades, etc.
Want to get additional support for your initiative? Engage with audit and risk leadership early on. They will quickly grasp all the benefits RPA offers them, such as auditable processes, reduction in operational risk (due to reduction in manual work), and improved security.
RPA Mistake #2: Not choosing the right processes
It is easy to get into the trap of automating small and simple pieces that nobody wants to touch. The real benefits of this technology are in the end-to-end automation of processes that tie up significant human resources. At the same time, these processes should rely on some kind of decision logic and should be executed in IT applications.
Examples of such processes are: credit decisions in banking, underwriting decisions in insurance, processing of account changes, or setting up new customers across various industries.
Furthermore, use of RPA typically results in high customer satisfaction, both internally and externally. As an example, reduction of loan application processing times from days to hours is not impossible with the help of Robotic Process Automation.
Additionally, staff members, though somewhat critical at the beginning, become supportive of this technology as it allows them to minimize time spent on dull, manual tasks, and instead focus on more interesting and challenging projects.
The path to reaping all RPA benefits, however, has some issues. If you are considering introducing this technology in your organization, there are seven common mistakes to avoid.
RPA Mistake #1: Not engaging senior leadership
Every strong project starts with strong leadership. Robotic Process Automation initiatives are not an exception, and you should secure leadership from both sides: business and IT.
Business leaders will champion the effort, build a business case, and ensure that necessary resources are available (e.g. investments, subject matter experts, etc.)
IT leadership must be involved early on because RPA relies both on IT infrastructure (e.g. servers) and IT access to various applications. IT leaders can help to quickly resolve any unexpected IT issues along the way, such as issues with IT security policies, IT infrastructure upgrades, etc.
Want to get additional support for your initiative? Engage with audit and risk leadership early on. They will quickly grasp all the benefits RPA offers them, such as auditable processes, reduction in operational risk (due to reduction in manual work), and improved security.
RPA Mistake #2: Not choosing the right processes
It is easy to get into the trap of automating small and simple pieces that nobody wants to touch. The real benefits of this technology are in the end-to-end automation of processes that tie up significant human resources. At the same time, these processes should rely on some kind of decision logic and should be executed in IT applications.
Examples of such processes are: credit decisions in banking, underwriting decisions in insurance, processing of account changes, or setting up new customers across various industries.
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