RPA and Emerging Technologies

Too many organisations rush in to select technology, and start their projects.

RPA has become a method to re-evaluate whether humans need to be in the process - not always the endpoint. 

Business stakeholders are excited by potential of a tool to reduce costs, increase accuracy, improve compliance and automate the work in a fraction of the time; those expectations around RPA, are as much of a reason for the confusion about the technical capabilities, as the tools themselves.  Understanding the functionality of RPA versus artificial intelligence can be challenging - and many businesses (and IT) can muddle the intent, terminology, potential (and reality) of a swath of these new tools.  

No one tool alone can solve every unautomated activity in organisations, now multiple layers more of machine learning, artificial intelligence and automation tools are on your doorstop to consider.  

Automation dramatically improves organizational productivity

We help innovation leaders and IT understand RPA and AI's suitability in the context of their own organisations, in conjunction with building of the broader enterprise automation roadmap (EAR).

To uncover, transform hidden data to automate business processes faster, more efficiently and eliminating much of the human error simultaneously.

Business Case for RPA Tools

RPA contributes to generating desired outcomes quicker than before.  In next 12 months: new revenue opportunities generated, ability to perform activities previously either too expensive or difficult to achieve.  Companies collecting more revenue than they thought possible previously.  But many businesses will be disrupted beyond the point of no return too. 

Sure, automation (RPA and other) projects can improve quality, decrease activity cycle times, assist or remove labour in or from activities (lead to cost reduction from lower headcounts) - as your team/s move onto other tasks, this is going to create entirely different sets of issues to deal with.  So much so, precious cost reduction you planned for, may not even materialise.   


Proof of Value rather than Proof of Concept

Why is your business embarking on RPA?  What is to be accomplished?  By when? How will your teams achieve this (and at what cost on them, as a result?) Are there a clear list of the benefits/ limitations of tools proposed? Outcomes for the organisation?  Savings opportunities sufficient to warrant distraction / cost such a journey involves?  Going with a commercial off-the-shelf (COTS) software solution for activities your business is trying hard to automate?  Might well deliver quicker deployment, over having to invest 6-8 months in capturing / rethinking process rules and then trying to put these into an RPA tool? Where exactly are your people in this process?  As this can mean you need an entirely different solution!

Top level strategy and key transformational considerations, inquiries into your internal challenges, and the top level scenarios for process improvement.  How the business can cut costs, eliminate need for re-keying digitized data, remove errors in structured data, achieve higher-quality processing and increased level of customer engagement/ satisfaction in the process.  

We help businesses with top level strategy (corporate, growth or operational) focused on the strategy (why) so projects and people maximise business benefit.   Advise process leaders on business process maturity models, awareness of technology capabilities and to rethink processes and optimal process execution.  

Top level strategy and key transformational considerations, inquiries into your internal challenges, and top level scenarios for process improvement.  How the business can cut costs, eliminate need for re-keying digitized data, remove errors in structured data, achieve higher-quality processing and increased level of customer engagement/ satisfaction in the process.  

Things are dramatically changing - will continue do so over the next twelve months with advent of AI and digital business.  

Aligned to enterprise automation roadmaps, considers key transformational elements, like functionality, quality, time to working solution, price, preparing your people for uptake and interactions with the tech.  Along with our consortium AI partners - we guide companies to plan & prepare for how work will get done in the future.           

  • Optimally support, evaluate, deploy RPA for quick short-term wins;
  • Scenarios for selected (and deployed) RPA solutions to enable the most critical business capabilities and to balance IT and business steps;
  • Use cases best solved by RPA and emerging technologies;  tools working with direct access to your business’ data and applications;   
  • Advisory your innovation leaders need to map automation needs to software available on the market / through partner service providers;
  • Evaluation in parallel with RPA, hybrid solution and/or a future of AI-based options for your business; learnings about RPA suitability/functionality in conjunction with our input into the build of your broader enterprise automation roadmaps (EAR).  Potential as revenue-generating or revenue-recouping tools; (evolving functionalities, linkages to other AI tools in vendor product suites.) 
  • Strategy to maximize use (no one-size-fits-all solution for every organisational challenge)  
  • Means to overcome risks associated with emerging tech deployment. choice of approaches that are more effective in your organisation. 
  • Security and deployment plans using existing user interface pathways.
  • Equally as important -  your people's involvement in the process (redeployment, cultural impact,  communication of the impending change).  Identified political obstacles in the business - navigation around these  - esp. if automation plans lead to your people's roles changing.
  • Enterprise architecture advice -  how companies can better prioritize efforts for different automation types.  Continuous monitoring strategy; business implications of managing master data and tackling the areas in the organisation with sub-optimal business performance.
  • Visualizing the cycle  > typical deployment stages, and start point on the tools (high transaction throughput of structured digitalized data, with relatively fixed processing paths and/or user interfaces and rule-based activity.)  
  • Support you need around Vendor choice:  which system integrators/business process outsourcing (BPO) companies can perform ideal actions to trigger downstream activities.  Assessed strengths in attended or unattended modes, capabilities, links to artificial intelligence tools - sort of parameters companies have to pay attention to.  
  • Advice on already existing tools or services (with significant functionality at suitable price points.)  Cautious approach/ advice on new tools coming onto the market too, those with ability to sequentially run multiple processes - but do they meet all the same criteria, or similar functionality, how/ where they are to be deployed?  
  • RPA tools with GUI easier for your business people to use with limited training and IT involvement.  Light touch (IT access to virtual desktops etc) to full, deeper integration.
  • Hosting the planning sessions, with support materials you need.  Surveys, questionnaires, process discovery tools typically completed by business units and heads of corporate functions.  Workshops with key stakeholders; global business process owners,  internal auditors etc to explain the most important criteria.