People are apprehensive about robots for many reasons, and this is no different when implementing Robotic Process Automation in an organisation. In this video from our series, The Naked Truth About RPA, our panel discuss the robotic fear factor and how their organisations overcame it.
Madonna's humiliating tumble at the Brit awards has something to tell us about collective responsibility and service orchestration. Whether the designer, the knot, the yank or the choreographer was to blame, it was the derrière and dignity of the grande dame of pop that were bruised...
In this article and video, from our event 'The Naked truth About RPA', we explore the importance of getting the right people involved when implementing Robotic Process Automation.
Organisations often bring in external expertise to help with their RPA implementation, but they can also build their own internal team. Experience suggests that utilising a partner in the early phases will help develop the necessary skill sets. Over a period of time it may make sense to develop an in-house capability to improve on process automation – the external party can support this until the internal team is able to stand on its own two feet.
This external/internal approach will offer flexibility and breadth to deliver multiple processes quickly.
All of the panelists agreed that appointing the right internal people into the roles was very important; getting the right balance between subject matter expertise and ‘technical knowhow’ is a fine line. Although it was understood that some technical knowledge was important, having a good understanding of the business processes and having the appropriate skills, such as process mapping and continuous improvement techniques, were more important. The technical knowledge can be taught over a period of time with support from software vendors but process knowledge is invaluable.
The timing of when roles are introduced is also very important with RPA as it is important to ‘learn on the job’; recruiting people without a viable pipeline of work will mean employees losing what they have learnt very quickly. Getting this timing wrong could mean additional expense in terms of support from the software vendor and delaying the self-sufficiency.
Further roles and responsibilities will also be needed along the journey. The balance between developing processes for implementation and identifying new opportunities is important, ensuring that there are enough people in the team to keep the momentum going.
As a pipeline of processes is developed a scoring matrix will become invaluable to ensure that the focus is on the highest priority processes. It is important to continue to deliver positive outcomes through proper prioritisation, rather than to spend too much time analysing every process that is presented.