RPA – Should Be Your Next Strategic Move

Robotic Process Automation enables companies to develop virtual workforces that drive business productivity and efficiency. A virtual workforce, comprised of RPA bots that can execute business tasks on business applications, shown to be an integral part of a functional workforce.

RPA bots operate just like any other team member in the organization and can interact with people just as other team members would interact with each other.

Our virtual workers (bots) own business processes, just as your team currently does, but in less time, with high accuracy and at a fraction of the cost. RPA impact business outcomes, resulting in significant and swift ROI.

As published by the Institute for Robotic Process Automation (IRPA), virtually any organization, even those with complicated systems that need to mesh together, are good candidates for RPA. RPA is being used to create virtual workers to automate onerous, high volume, and laborious business processes.

"A tireless digital robotic workforce that puts in work 24/7 can bring companies’ return on investment (ROI) up to 600% to 800% in three years"

London School of Economics

"RPA tools are up to 65% less expensive than offshore-based full-time employees."


"92% of business leaders want to increase the speed of innovation and improve employee empowerment and engagement."


"45% of activities individuals are paid to perform - including activities by the highest-paid jobs in the economy such as financial managers, physicians and senior executives – can be automated using current technologies."



This first step goes beyond proving how RPA can be a game changer. It also allows the organization to define the role they should play in the implementation model, helps to define the full scope of the rollout.

Key activities include:

  • Running the POC
  • Building an automation team,
  • Developing the frameworks for change management, governance and support.

An automated process is deployed into production for the first time, after the defined requirements, development, testing, and cutover/handover and training is executed successfully.

Pilot performance is monitored in accordance with its success criteria. In addition key stakeholders are surveyed for feedback. This input is the basis for lessons learned before advancing to ramp up.

The primary focuses of this step are:

  • management of the newly deployed virtual workforce,
  • qualify additional processes for automation,
  • continuing growing the internal automation team and its expertise.

During the ramp-up phase, champions should lead the work to identify further RPA opportunities within the organization.

The final step is to establish best practices for RPA as a baseline service within the organization. Specific examples include governance teams to manage the process automation pipeline demand and continuous improvement plans.

Key to Success with RPA

  • RPA is about transformation and much more capable than simplifying day to day tasks.  Therefore, leverage RPA as part of the organizations overall digital transformation journey.
  • Look beyond cost reduction as the sole benefit of RPA.  With RPA companies are able to dramatically reduce errors, increase cash flow, build resource capacity, provide better customer service and delivery on more targets.
  • As with any digital transformation, RPA presents the opportunity to challenge the status quo.
  • Scope and adoption are important.  Therefore ensure opportunities for automation are scoped out with experienced consultants and include the appropriate leadership sponsor team adoption.