Insights & Thought Leadership

This is my last video in this series. Here I explain the correct place for RPA in an organization. You can read further in Chapter 2 – RPA is Not a Remedy for System Automation, in my book “A Quick Guide to a Successful Robotic Process Automation (RPA) Strategy.” In it, I explain the differences between planned systems automation and RPA and how both can complement each other but have their own processes.

Now that you are thinking about RPA, you need a plan for RPA Implementation. In this video, I will give you some ideas for your plan. I present the need to think about whether a vendor or an in-house strategy will suit your enterprise better.

Where does RPA fit in your organization? In this video I discuss the strategies, processes, and solutions of RPA. You can also delve further into this area by reading Chapter 7 – “Your RPA efforts: Do they slot into the organization’s automation road map?” in my book “A Quick Guide to a Successful Robotic Process Automation (RPA) Strategy.”

Who gets the RCoE? Within organizations who needs to be the main driver in the introduction of RPA? In this video we discuss how RPA will succeed if it is not top down or bottom up- rather a joint approach is ideal. You can read more in Chapter 20 “Active Sponsorship for RPA Projects” in “A Quick Guide to a Successful Robotic Process Automation (RPA) Strategy”

In this video, I touch upon the fear of hashtag#RPA. We have all heard about ‘Robots replacing jobs’, let’s bust the myth. You can also read more on this topic in Chapter One of my book, “A Quick Guide to a Successful Robotic Process Automation (RPA) Strategy” – ‘Why Business Users Still Struggle with RPA.’

The bottom line for decision makers is usually – how much will it all cost? In this video, I discuss what is needed to make a realistic RPA budget. This is also discussed in Chapter 13 (The Hidden Costs of RPA may Tamper ROI Benefits) of my book, “A Quick Guide to a Successful Robotic Process Automation (RPA) Strategy.” Here I take a detailed look at the costs involved in setting up and operating RPA technology.

The PMO, like any other function in a corporate organization, has manually intensive processes that can be automated with the right technology, allowing humans to focus on more meaningful work.

Is it project, portfolio, or program? I discuss why – and how – the PMO needs to learn to play politics.

Any function for an organisation should not be imposed. It must be met organically; there must be a need.

You don’t want to win every battle; you want to win the war. If you pick the wrong fight, it can be detrimental for the longevity of the PMO.