Outsourcing has played a key role in helping companies cope with large workloads at a fraction of the cost of recruiting in-house over the past 20 years. Despite visible changes in this direction, outsourcing companies are no longer benefiting from the desired result. Customers are becoming more knowledgeable and willing to look beyond cheap labor. Customers across all sectors want to take advantage of a personalized experience and feel cared about while quickly and efficiently managing requests and demands.
Nevertheless, when people are needed to develop products or provide other services provided by a business, firing employees will not increase the profits of a company long term. This is where process automation makes the introduction. Through investing early in software and sophisticated devices, companies may transform their workforce without jeopardizing profitability. Unlike humans, robots don’t have a dilemma of operating 24/7.
Good customer support is needed in both IT and telecom companies, which can be accomplished through RPA (robotic process automation) software. For example, with its easy-to-control, business-led Digital Workforce Platform, Ntansa provides differentiated customer experiences, streamlining operational leaders. Armed with a variety of RPA-based services, Ntansa helps leaders to cut costs by automating requests for service and providing excellent 24/7 support.
Well crafted RPA strategy
Several businesses have been at the center of attention to exploit robotic process automation to streamline business processes as they join the race to succeed in a digitized environment that demands streamlined operations and measurable value from available resources. Through introducing RPA, companies can simplify processes based on rules with smart software that does not need a human touch to function. Although interest in RPA continues to increase, more clarification is needed on what the system means and how it can be successfully implemented.
Potential cost savings, speed of execution, enforcement, and accuracy are the key advantages that push businesses towards RPA adoption. Does that mean it will be left behind to outsource? Most likely, especially if traditional models of outsourcing fail to adapt. RPA offers tremendous opportunities, but to harness them, organizations need a well-crafted strategy. Six best practices are applied to deliver value throughout the automation process.
- Prioritization of RPA use case: defining suitable automation implementation processes through a comprehensive process to help measure value and allow projects to achieve viable outcomes. The best strategy is to start small, achieve small wins as quickly as possible, and build trust among internal stakeholders.
- Deciding on realistic ROI goals: The biggest challenge when introducing RPA is to settle for realistic ROIs. When variables such as regional differences and regulatory requirements continue to increase in complexity, business processes tend to become more complex. Companies with a large virtual workforce should consider centralizing control in order to be able to manage bots, monitor results, and track benefits.
- Developing an effective governance structure: identifying roles and responsibilities for active RPA projects is important. An RPA roadmap, together with a deployment system, will help to calibrate performance.
- Consider RPA tools that are capable: well-known RPA tools can handle common automation scenarios. For outstanding results, companies should look at determining and resolving resources that are simple to connect with backend systems, licensing, and cost options with pre-built automation and reusable parts. Working with service providers-such as Ntansa that provide end-to-end process support is equally important.
- Reengineering processes to improve the efficiency of RPA: organizations will reengineer business processes to produce desired results and achieve their digital transformation efforts. In tandem with RPA, techniques like Six Sigma can be the secret to maximum efficiency.
- Establish a successful partnership between IT and the business: failure to work together between IT functions and the company may lead to RPA frictions. Many leaders who can not decide how IT can be included in RPA preparation discussions believe that automation does not need IT support. This should be a combined effort that implements an organizational model that can identify roles and responsibilities for all involved parties.
RPA is better than outsourcing
It’s one market area that has been severely disrupted by RPA, it’s certainly outsourcing. While robotic process automation is a type of outsourcing, software does conduct the outsourced work. In fact, because of its increased usability and precise effectiveness, RPA has an impact on existing BPO relationships. Does that mean that the very essence of outsourcing is about to be disrupted? Absolutely! In collaboration with KPMG and the Everest Group, Deloitte Consulting argues that RPA could outsource costs by up to 70%. Nevertheless, the issue goes beyond cost reduction. Through transitioning to full automation and outsourcing, organizations such as:
- Better control over how businesses push and implement technology, maintaining the company’s mission, vision and priorities internally
- Increased flexibility since a variety of business processes can be added to RPA. Definable, governed-based practices are excellent RPA candidates
- Scalability assured to satisfy the different variations of the business model
- Compliance, as RPA, can be programmed to follow a collection of operating procedures prescribed.
The transition to RPA from BPO
Instead of blaming for BPO’s downfall on automation and RPA, enterprises should consider incorporating RPA systems into BPO-oriented activities. Technology should be regarded as an opportunity to achieve economies of scale for outsourcers. Better employee participation with less effort, but more reliable results are looking for by all companies. Mundane, routine activities can be done easily by automation, while workers can manage more sensitive operations that require deep thinking or creative skills.
Automation frees people in the simplest terms, allowing them to do their best: communicate on a personal level and perform duties that involve brainpower and analytical thinking. It doesn’t necessarily mean that BPO would hit rock bottom as daunting as that might seem to an outsourcing company; on the contrary.
For banking, to provide uninterrupted customer service, providers should incorporate RPA into their current BPO model. They can also automate tasks among employees internally, improving the immediate response to only the most relevant customer-oriented inquiries. Consistency is another positive because mistakes are made even by the most well-trained staff. The experience can be homogenized with RPA since it is truly unparalleled the precision of a machine to handle repetitive tasks.
Conclusion
As easy as demonstrating automation work may be, it is important to effectively implement and recognize ways in which it can provide transformational benefits within the business. It does not have to be a method of nerve-racking if there is a reasonable assessment of processes predicting a program to be practically executed. It is not about buying and installing software and making sure it works, contrary to popular belief.
Instead of concentrating on “proof of concept,” a first step would be to strive for “proof of value.” This allows businesses to define a market where the most profit is generated by automation. The next step is configuring a selected software, ensuring that it solves critical internal problems, and finding ways to gain a competitive advantage. Interestingly, RPA is not about computer control, but about collaborating with workers and deciding on applications that can overcome their pain points.
The third step is to seek experts for guidance after finding processes that need to be automated and to assess the complexity of the configuration. The fifth step is to chart the effect of using the expert’s insight and advice. Organizations will develop a custom model that best suits the expertise of their workers. It will not happen overnight to incorporate RPA in the business model of a BPO firm that has been outsourcing for decades. But it’s worth trying with a clearly outlined plan.
Organizations can leverage our smart technologies with Ntansa to automate operating processes, make them smarter, faster, and much more effective. Our outcomes-based approach built with partners and customers offers executive power that allows businesses and organizations to experiment with new technologies and fill the knowledge gap. The model focuses on the creation of open business networks that easily integrate with new technologies, thus accelerating digital transformation.
