Poorly-planned digital migration can prove just as detrimental to a business as no digital migration at all.
They still need to be able to service their clients, find more clients and ensure that they are not caught like this again. The smart businesses are the ones who had already embraced things like Robotic Process Automation (RPA) because they’re already an additional step ahead – they have the chance to examine their business and operational processes and ask how they can change things to be even better, rather than starting from zero, as so many companies are.
What can be automated?
On the micro-level, we have seen clients deploying RPA for process optimisation and to reduce the human error of processes. On the macro-level, RPA can enable the business to make better use of its human capital, to gain ROI’s in the form of profit, cost avoidance and by aligning the business with regulatory and compliance-related requirements, enabling it to better reach its operational goals.
We are seeing successful clients park their traditional management metrics like cost reduction, process efficiency and employee productivity in favour of a more digital scoreboard. These new metrics measure a combination of the productivity of humans, enhanced by the productivity of bots. Humans should be measured on their intellectual and emotional capabilities, while bots should be measured on cost reduction, process efficiency and productivity.
Using an intermediary
The BA’s role is to re-imagine the business – not just work with what’s in front of them and add a digital layer. They ask ‘why do it like that?’ and suggest ‘look at the benefit of doing it like this’. This skill, combined with the tools available for RPA, can drive rapid results, across the board. The BA in the age of RPA needs to be able to analyse systems in the way that humans use them – and see where bots can do things faster, to free up humans for other essential tasks.
Agility is important, but not at the expense of productivity. Automating a process that, for example doesn’t serve the company’s strategy, one that isn’t in an optimal state, or one that delivers no benefits such as low or no ROI or no cost avoidance, is a poor choice that won’t maximise the benefits of RPA – and the analyst is the best person to help a business navigate the shift, especially in times of such upheaval.