Josef M Kasera
So, what is robotic process automation (RPA)?
Generally, a good IT ecosystem has systems that efficiently handle operational challenges while also feeding the business insights to inspire better decision-making in real-time – all effortlessly.
But in many countries, including Namibia, information flows for decision-making are challenged due to many factors, ranging from having key legacy systems that can’t interface with new technologies, inaccuracy in existing data and mistakes in data-capturing due to user mistakes and limited personnel skills and ineffective processes.
In simple words, RPA is an artificial intelligence (AI) that systematically performs the work done by one or more users (people, system) through a robotic user(s) but much faster and accurately, without fatigue, which increases the quality and throughput.
RPA has rules and works with applications instead of replacing them or modifying code, the same way a human user does. It helps ensure effective information flow throughout the organisation.
Examples of tasks suited for RPA are data entry and validations, data manipulations, formatting and reconciliation. Some advanced applications are in the cyber security space. These tasks, when automated through a robot, will free up the employee’s time to focus on the more innovative part of their job.
Considerations for RPA implementations
RPA is not just a piece of software that does wonders after an installation. According to research, many RPA projects struggle to deliver the intended objectives, where 30% to 50% of RPA projects fail. Although there are considerable benefits to adopting RPA solutions, with human gaps, low data quality levels or insufficient business rules, RPA will make mistakes faster with certainty. The typical nightmare is when RPA is seen as a quick solution for poorly-defined processes. In this scenario, the problem is multiplied.
To determine if processes can be automated using RPA, first ensure the process activities are defined in a logical order and do not require professional judgement. Secondly, check the process’s maturity level, like is the process repeatable? Also, ensure that there is enough knowledge of the software and tasks involved. The third consideration is the availability of data required for the process. Usually, this can be found in system data stores like CRM, ERP etc. Lastly, determine the time taken to execute a process. If automated, that time can be used to produce a more significant benefit – business value.
The best way to prepare for organisational RPA is by first applying BPM initiatives – which cover process identification and classification, process analyses, process modelling, process improvement and process simulation and automation.
Opportunities and benefits
In an organisation with well-defined business processes, RPA transforms those business processes to be more agile and improve customer experience. RPA utilises tools that drive process flows and execute business processes through appropriate applications. They automatically identify information fields from one application screen, and apply the necessary functions or enter this information in the same or different application. There are benefits of cost reduction and improved profitability due to eliminating manual processes while enhancing service delivery. RPA also improves integrations, especially in heterogeneous systems’ ecosystems, where most applications are either connected through the development of systems interfaces or human activities.
Recommendation
For RPA to be applied correctly and achieve the desired performance improvements, there is a need to have detailed knowledge of the business process and business process management discipline. There is confusion about reducing a workforce just because RPA reduces the time for some tasks or steps. The recommendation is to apply a systematic restructuring of roles and appropriate workforce management. RPA implementations should be aligned with and support an already existing solid automation strategy instead of being pushed as a business demand. RPA comes at a cost, with a lot of changes, and just as with many other transformations, solid change management initiatives must be implemented to prepare, manage and help employees quickly and adequately adapt.
Indeed, RPA has many benefits that help an organisation improve existing processes’ performance and reduce associated costs. Although RPA has advantages, not every organisation successfully manages to reap these rewards. As such, organisations need to utilise a set of criteria to assess whether an organisation is ready for an RPA-based transformation and the change management process involved.
RPA is inevitable.
The question is whether your organisation is ready for RPA, already implementing RPA, or when your organisation is going to implement RPA. However, RPA benefits are not always guaranteed.
* Josef M Kasera is a solution architect, with specialisations in business process management and ICT management. He can be reached on josephkasera@gmail.com