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  /  Latest News   /  Here’s how you can successfully do RPA adoption
RPA adoption

Here’s how you can successfully do RPA adoption

RPA adoption can be tricky. You can tackle those challenges by following certain steps

Robotic process automation has grown significantly in recent years. When applied with precise planning, RPA adoption impressively improves performance and diminishes the cost of operations. Most processes of the organizations are manual, deterministic, and dull, and beyond 70% can be automated using software robots. Procedures that have more significant unpredictability and require human judgment can be automated by 15–20% through a solid collaboration between robots and human workers.

As automation advancement develops at an accelerated pace, organizations are getting dynamically aware of the need to align their technology investments to customers’ requirements and business results. For these organizations, value is captured by cutting over the most complicated systems and using intelligent automation technologies that truly imitate human action. In this context, process automation requires cognitive capacities, for instance, machine learning, natural language processing, computer vision technology, and speech recognition to fathom the huge amount of structured and unstructured data, learning on the go, and wisely automate processes. Let’s know about the best-prescribed steps to follow for a successful RPA implementation.


Plan Intelligently

In any case, it is ideal to start with an entirely clear overview of the objectives that you need to achieve for automation. RPA adoption can be challenging, as a result of the strife that it will make among your workers.

This makes it indispensable to plan for change management, which thinks about all of the significant nuances of the current circumstance, essentially more vital. As demonstrated by Porter Lynch (2012), the alleged change champions are crucial to a productive result of organisational change since they are instrumental in the real implementation of digital change.


Prepare your Team

In any case, the “move quick and break things” mantra is making itself heard across the organization, the management buy-in is a thing if you work for a gigantic company. Understanding the procedure to be automated and likely benefits from automation, you can develop a persuading case for organizational leadership. The expressions are RPA, AI and Return on Investment (ROI). The first two technologies make workers feel constrained to invest resources. As for ROI, an employee should know the ROI in any investment.

If it is an outsourced procedure, you are essentially getting investment funds and the team managing the outsourced procedure will presumably be happy to manage the automated procedure. Regardless, it is an absolutely novel condition with an in-house team. No one has to wake up one day and know that their job is redundant. It is imperative to have a straightforward conversation with the team about what automation will bring.


Set Realistic ROI Expectations

The time taken to achieve ROI is most likely the biggest challenge in RPA adoption. Organizational processes continue growing in multifaceted nature with more prominent seasonality, geographic variations, administrative requirements, or numbers of exceptions, which achieve longer improvement times and more user-acceptance testing. An opportunity to show up at a break-even could run from 6 months for standard methodology to up to two years for complex ones. The cost savings can then go between 10-50% depending upon the multifaceted nature.

Organizations should investigate robot use in a crucial way and use RPA platforms that empower robots to move between procedures during lean periods. Companies supervising colossal virtual workforces can think about making concentrated control to oversee bots, screen performance and track benefits.


Choose the Process to be Automated

Starting RPA implementation with those business processes that are most suitable for automation is essential for harnessing the massive potential of robotics. You can find here specific questions that are worth asking yourself so you can single out the right methodology before deploying RPA. Some strategy incorporates that you could be looking for are:

  • Steady, all-around, predictable reported methods, with defined operational expenses;
  • Processes with low exception rates, which don’t need complex human mediation;
  • Strategies that can be assessed as far as measurable savings, be those related to more important precision, quicker response times, cheaper base, etc.;
  • High volume/high-frequency processes, which consistently give a quicker ROI.


Strong Collaboration Between IT and Business

A significant number of RPA failures are credited to the shortfall of cooperation between business and IT capacities. Business leaders often disregard IT for RPA planning conversations as they believe that RPA systems don’t need wide IT support. On the other hand, because of IT-concentrated projects, IT leaders much of the time sabotage the value of a business function viewpoint and don’t consider procedure details.

RPA deployment should be a consolidated effort between the business and IT with a working model that describes the jobs and duties of each player. While the functions need to have the operational necessities, process design initiatives, and performance monitoring, aspects like reliability, identity and access control, risk management, compliance, and technological compatibility are for the IT organization to deliver.


A Core Team

You could consider this to be before the RPA Center of Excellence, which could be created after releasing the system to ensure a reasonable longer-term plan. The idea behind this proposal is that it is vital from the very starting point for automated procedures to remain good with the different processes of your business.

Someone with a raised view over all the significant perspectives supports effective implementation on a greater scale. The core team is also expected to pick the timeline of automation as per ‘what to automate, when, what for’.

Do whatever it takes but do not stop to include outside people in your team. Outside advising may bring a progressively objective comprehension of the situation, and this objectivity will be totally critical later on, especially when you are managing an enormous, goal-oriented task.