RPA Implementation strategy: Classic approach VS Rapid cycle projects
𝐼𝓂𝓅𝓁𝑒𝓂𝑒𝓃𝓉𝒶𝓉𝒾𝑜𝓃 𝓈𝓉𝓇𝒶𝓉𝑒𝑔𝓎: 𝐵𝒾𝑔-𝒷𝒶𝓃𝑔 𝑜𝓇 𝒸𝓁𝒶𝓈𝓈𝒾𝒸 𝒶𝓅𝓅𝓇𝑜𝒶𝒸𝒽 𝒱𝒮 𝑅𝒶𝓅𝒾𝒹 𝒸𝓎𝒸𝓁𝑒 𝓅𝓇𝑜𝒿𝑒𝒸𝓉𝓈.
RPA -Robotic Process automation according to predictions from McKinsey, BCG, and Gardner, it is expected that its utilisation will increase between 18–29 % per year. How the implementation process could be activated is not currently fully discussed.
Implementation strategy: Big-bang or classic approach VS Rapid cycle projects
Vendors use diverse approaches today, and companies must consider change, adoption, and learning.
From examples and case studies, I thought that the implementation approach could increase awareness for firms of the aspects that can support the evaluation of future activities to grab the benefits of RPA. It is a binary choice. Follow the link to know more.
The first step to consider is not related to choosing the right technical solution for your company: It is the strategy you choose to implement with its crucial implications.
Implementation strategy for RPA
Why strategy? Because of the transformation impacts are on a budget, people, organisation, change efforts, customer centricity, and listed last but not least in terms of relevance: change and culture shift which can be a double edge sword
· Big bang project à single solution- or classic implementation strategy
Or
· Rapid cycle projects with prototyping and then Scale up initiatives
How can this choice influence technological implementation?
If we allocate the two strategies in a matrix, we can see the benefits and risks of each option.
The infographic is an obvious generalisation, but it is helpful to understand effectiveness vs risks.
Technological Solutions may change according to the products or not. However, what is important to remember is that RPA is an adaptable solution that, to be effective, should exploit Middle managers and employees who become citizen developers- they know the processes. They activate customisations to improve efficiency and productivity
Highlights for culture and its critical impact on learning and competencies
It is fundamental to highlight the change and culture shift, competencies and learning between the two approaches.
Why do these elements matter, and why are culture-change the double-edged sword to reach a successful digital transformation?
Learning through experience
It supports or and simultaneously allows a cultural shift. And prepares to manage the changes more flexibly: it is called the normalisation of digital change for the future adaptations to the VUCA environment
If rapid projects aim to reach identifiable break downed goals with small teams, it is to create proof of the feasibility for the scale-up phase and become transferrable skills when scaling up.
Training to create competencies by experimentation,
Training for citizen developers is reinforced by activating simple coding for automation. The experimentation and the conclusion of the process reduce the fear of technology and build skills/competencies to be transferred during the scale-up phase.
New Change agents
Create internal new change agents who will engage and support the rest of the employees during the scale-up and the normalisations. And for future adaptation activities. During the scale-up, technical consultants will be involved more in assistance and by exceptions, compared to what already has been set successfully.
What is you strategic implementation choice?
