It is critical to understand what you want to modify in order to achieve a long-term and successful robotic process automation transformation. The transformation will have the greatest influence on three pillars: people, processes, and digital employees (also referred to as robots). In this blog, we talk about an enterprise-wide digital transformation.
Robots are not here to replace us; rather, they are here to take over the repetitive, banal, and monotonous work that we despise. They are here to help us transform our work by allowing us to focus on innovation and impact. RPA connects decisions and actions. It is the skeletal framework of a digital process that transports data from A to B.
Define Objectives and Success Metrics
From a strategic approach, success metrics for automating, optimizing, and redesigning work should not be concentrated primarily on indicators such as decreasing fully loaded costs or FTE reduction but should instead prioritize people. To measure improved customer and employee experiences, pay special attention to metrics such as reduced throughput time or rework rate, identifying vendors who deliver late, tracking down missed invoice payments, and determining loan requests from individuals who are more likely to be paid back late. These provide more precise success indicators for certain business units.
First, Learn about the Individuals
For a complete digital transformation, companies must put people first. Understanding the skill sets and abilities of the company’s employees helps provide a clearer understanding of how well each individual can contribute to the organization’s automated economy. A continuously retrained and upskilled workforce learns how to automate and flexibly execute jobs with robots, and is better suited to deliver transformation at scale. The time saved by automation can be redirected to this purpose. This highlights the need for having a deliberate citizen development approach in your organization to enhance automation adoption.
Recognize the Procedure
Manual decision steps that are hidden and unrecorded, memorized actions, undocumented process stages, and erroneous KPIs are the standard in every organization. Data is the new oil, so gather as much information about your processes as possible before digging into optimization, redesign, and automation.
Process mining (the use of event logs from many IT systems to construct a system flow) — Process mining reveals the active steps of a given process by mapping digital footprints and routes. The resulting data enables the transformation of complex processes into simple visuals, laying the groundwork for company-wide optimization. Process mining has numerous advantages, including identifying pain areas, optimizing processes, and lowering operational expenses. It can be applied to any process that leaves a digital trail.
Task mining (uses computer vision to recognize user activities on the screen and application windows in order to generate a user story) — Contact centers are a good example of how task mining can be used to record process stages and pertinent KPIs. One of the most essential indicators for demonstrating customer and employee experience is decreasing the average handling time in phone contact. Capturing various process flows can result in both process-related metrics and maps.
Automate in Order to Innovate
Intelligent document processing: The most prevalent manual processing in the world is extracting information from scanned papers, handwritten texts, photos, or forms. IDP alone has an influence on many firms in HR, finance, IT, and supply chain, whether it is for invoices, background checks, purchase-to-pay, or revenue recognition processes. IDP plays a critical role in your automation journey by reducing manual effort, minimizing errors, and decreasing throughput time, resulting in faster reaction times and better customer service/experience.
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