Robotic Process Automation RPA bots have the corresponding digital skillset as humans. Think of RPA bots being a Digital Workforce that can communicate with any conformity or application. For illustration, bots can copy-paste, connect to APIs, make calculations, open and move files, scrape web data, parse emails, log into programs, and extract unstructured data.
Moreover, bots can adjust to any interface or workflow; there’s no obligation to improve business systems, applications, or existing processes to automate.
Robotic process automation (or RPA) describes business process automation technology based on bots or artificial intelligence (AI)/digital operators. Therefore, it is sometimes attributed to software robotics.
A software developer generates a list of actions to automate a business and interface to the back-end system operating internal application programming interfaces (APIs) or dedicated scripting language in popular workflow automation tools. In contrast, RPA systems expand the action list by following the user to complete that task in the application’s graphical user interface (GUI) and create the automation by repeating those tasks directly in the GUI. Consequently, it can reduce the barrier to mechanization in products that might not otherwise feature APIs for this purpose.
RPA bots are straightforward to set up, control, and share. If you know how to record video on your phone, you’ll be ready to configure RPA bots. It’s as intuitive as hitting record, play, and stop buttons and using drag-and-drop to move files around at work. RPA bots can be scheduled, cloned, customized, and shared to execute business processes throughout the organization.
Put RPA into Action
Automation Anywhere suggests the most intuitive RPA resolutions that anyone can use with ease—enterprise-grade technology with the intuitive experience of a consumer application. Our RPA+AI platform of products has automated business processes for some of the biggest brands in the world.
One of the most meaningful boundaries for organizations considering using process automation technologies centers around alignment. 20% lack clear strategy and priorities, indicating the importance of planning and discussing how the technology will be used before deployment.
Change management was highlighted as an apparent concern and a barrier to starting their automation projects among the potential users. The results confirmed that potential users grapple with a change management problem often just covered over rather than approached directly.
Ways to Enable Change Management with RPA
Here are four steps for companies to enable change management to plan for process automation and, fortunately, deploy the technology to empower digital transformation.
Align Departments
This contradiction between activities is nothing new when it arrives in digital transformation schemes. A lack of collaboration among departments is a common problem.
The power of process technology is that the teams can apply the process as a common language. As a result, business and IT units can promote a mutual understanding and effectively use business processes and workflows to strengthen the two departments to determine problems collaboratively.
Educate employees
Automation technologies can perform workers redundant by arranging their jobs for them. It is far from the truth. But organizations require to encourage a culture of education and knowledge so that process automation can be encompassed.
Employees must be induced into an RPA implementation even higher than other process automation technologies. The goal should be to understand RPA as a ‘humans augmented by automation’ proposition instead of one represented as ‘automation instead of humans.’ In addition, clarifying capture and executing its potential as a service is required to standardize business inputs decisive to optimizing the advantages of RPA.
Get Executive Buy-in
It can be hard to notice all employees on board with a unique strategic technology project. However, if you start at the summit and get an executive to back your project, then the rest of the system is more likely to sit up and get noticed.
You should acquire buy-in from senior management and ensure all employees understand the bigger picture and are empowered to drive change themselves. That means helping them see how it will be advantageous to the business and encourage them personally by making life more comfortable and stimulating growth.
Demonstrate the benefits
To help your administrators develop the good word about your project, you can manifest the ROI and advantages you’ve seen from your design. The best manner to do this is by operating in agile races, which deliver results swiftly. Rather than the conventional big bang approach favored by so many organizations, serving in a short, iterative series has meaningful decisions rapidly. You can iterate methods quickly, as and when needed. As well as explaining benefits, you get to see what works best before you fully commit. You can then scale quickly once you know something has value. This approach is also practical for executives who need to show success to get funding. When budgets are tight, small victories are essential to continued sponsorship.
Demonstrating the tangible outcomes of process automation can also alleviate the concerns of those who still believe that automation technologies threaten their job rather than stimulating their productivity. However, given the change management concern about job loss, Potential Users need to balance this concern with a critical benefit realized by those who have already deployed these technologies – better allocation of staff resources.