On paper, executing Robotic Process Automation sounds like an easy task. The instruments for programming bots can make it as easy as doing a job while a bot looks over your shoulder. But, in practice, there are many ways that individual bots can collapse, and RPA programs can run fail that IT leaders in the businesses must address.
RPA is a great fit for repetitive and monotonous processes, but it will not fix a process that is fundamentally broken, or people do not completely understand. That is a straightforward and repeated misstep that often leads to an RPA Challange failing to achieve its planned goals.
Here are some of the common failures businesses run into when introducing RPA programs and ideas on how to avoid them:
- Selection of automation candidate: Sometimes RPA projects fail to produce expected return on investment because businesses select the incorrect automation candidate. It is often easy to find straightforward tasks that can be automated quickly. In the excitement to drive automation in the business, many executives do not assess the benefits. The automation bots for easier tasks create only incremental value applicable to a single user. Instead, businesses must adopt a value-driven method that considers automation as an enabler to complete process transformation.
- Getting on board the automation journey with impractical expectations: This means believing that RPA will be ready at the outset, with modest customization and adjustments. To put it candidly, this is just incorrect, as professional services are needed along the way, for onboarding, deployment, and further scaling.
- Scaling robotic process automation challenges: Bots are terrific stopgap measures for numerous scenarios, but they often have to confront scaling challenges compared to direct API integrations. Bots can be deployed more quickly, but it is also important to have a more forward-looking monitoring and administration policy to ascertain when moving from a bot to a more integrated process makes sense.
- Keeping the IT team in the dark: This basically means placing the project entirely in the domain of business initiatives. Nobody must refute the key roles of business operations teams in meeting the accuracy, customer satisfaction, and cost reduction standards. However, effectively fulfilling the same standards involves participation of the IT team. Their technical knowhow in general and data security expertise in particular are the reasons why they must be part and parcel of the execution process.
- Lack of governance: When a firm points to an inability to deliver adequate ROI, it is because it did not invest in suitable oversight and management for the program. When RPA was launched, it was besieged by substantial hype, instigating firms to wrongly believe it would be a universal remedy. This led to the failure of firms in approaching the program with the objectivity it required, assuming the workforce have to attend only a few training courses and they would produce enough extensive automations to scale a program without the support of the IT group.
From the reasons mentioned above, it is clear that the RPA must be used for procedures that can be automated through an intuitive user interface.
Published by Zinnov