Five Things Enterprises Need To Do To Scale Robotic Process Automation

Bruno Stefanile

Many business enterprises are implementing robotic process automation (RPA) pilots, deploying one or more robots in their operations. One of the biggest challenges for IT departments and shared service centers in pursuing RPA is creating industrial scale. How do you go from one robot to 100 or more? The processes, tooling, and infrastructure that organizations need in order to develop in-house robots cannot simply be incremented at scale. To be successful, enterprises must redesign their entire approach.

Here are five ways to meet the primary challenges involved in scaling RPA:

  1. Start looking at an operating model strategy that supports the bots where they will eventually be running, beginning with the end in mind. Once the decision has been made to scale robots – whether you manage the bots from agents’ desktop computers or a centralized production environment – the IT department should manage the configuration, software distribution, and robot scripts; make support staff and technical resources available; provide and maintain security access; and track and respond to incidents. It takes time and effort to configure these processes, but presenting a clear operating strategy can help the IT department move the project forward.
  1. Devise a business continuity plan if there isn’t one in place. If systems go down, the entire software stack and the bots need to be restarted. Some enterprises create mirrored environments so they can switch to them in the event of extended system failures.
  1. Leverage the cloud. The cloud is the way forward for large-scale RPA operations. For example, it makes it possible to provision extra bots with a single click to address sudden peaks in transactions. The cloud enables consumption-based, efficient models.
  1. Bring corporate security policies into force. Bots typically do not have an ID badge, manager, address, office, or birthdate – which may be mandatory to comply with existing corporate security policies. These policies should be updated to reflect the new complexity of requiring robots to access corporate systems that traditionally required a human being’s credentials.
  1. Realize that constant change is the rule rather than the exception for bots. In some companies, IT is responsible for technical changes related to bots, and the business units (finance, human resources, etc.) are responsible for functional changes for the business process that involve bots. This approach provides more speed to resolution. However, things become more complex when third parties – like RPA consultants, business process outsourcing providers, and/or tool vendors – are involved. Governance is often a key challenge in these situations. RPA projects may not progress past development and test phases due to governance roadblocks. The preferred approach is establishing a center of excellence – typically within the enterprise shared-services center organization – with responsibility over the governance, policies, and tool/vendor selection for RPA. Just as organizations design bots to interact collaboratively in cooperation with humans, providing training on how to best use bots is instrumental in ensuring the human workforce’s understanding of how the bots operate.

RPA is currently a very hot topic. While a lot of the hype is focused on enabling technologies to accelerate the development of robots, the real challenge in scaling your digital RPA workforce lies in having a flexible cloud-based platform, better operating model design, and, most importantly, better appreciation of human nature.

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This article was previously published in TechHQ, Five ways enterprises can scale robotic process automation. It is republished by permission. Connect with Bruno Stefanile on Twitter and LinkedIn.


About Bruno Stefanile

Bruno Stefanile is a regional offering solutioning lead, Business Process Services (BPS), at DXC Technology. He manages the BPO-dedicated solutioning practice team of about 40 senior sales/presales consultants. Bruno also contributes to the DXC BPS strategic plan and individual client business cases for selected opportunities. Connect with Bruno on Twitter and LinkedIn.