Robotic Process Automation (RPA) is a disruptive and game-changing technology that presents an opportunity to adapt, change and achieve marked results. But how ready are leaders to embrace the transformation that RPA portends?
As great as the opportunities are for RPA, practical application of the technology in banking, insurance, health care and manufacturing suggests that most companies do not do a great job of socializing RPA adequately among constituencies before launching their RPA initiatives. Before embarking on the RPA journey, leaders should assess the business landscape and the interests of key stakeholders, their current and desired states of operation, their existing talent pool and other resources and senior executive willingness to truly sponsor the combination of human and virtual labor. In terms of managing the change involved, RPA sponsors must be prepared to address these questions:
- How will work processes change?
- How will skills requirements change?
- How will the organization change?
This ISG white paper outlines a strategy for business unit and shared-services leaders to build an effective business case for RPA transformation. I discuss how a model of collaboration can address the disruptive challenges inherent in RPA by facilitating communication and shared interest between project sponsors, stakeholders and skeptics.
About the Author
Craig has brokered shared services ITO/BPO deals of $400M to more than $1B. His background in process redesign, vendor governance and performance optimization provides a unique blend of operational, transformational and vendor management (VM) expertise giving him a strategic perspective on outsourcing effectiveness.