Robotic process automation ( RPA) is increasingly distributed through markets, regions, and market sizes. Companies seek advantages such as lowering costs, optimizing processes, enhancing consumer experiences, lowering mistakes, straightforward control and tracking, and fast rollout and efficiency. This leads to higher RPA investment: Gartner forecasts RPA tech investment this year at $1.3 billion, and Forrester expects that RPA is projected to be $2.9 billion in 2021.

Without a robust digital transformation platform, however, an enterprise would adopt RPA. However, most digital transformation projects would not necessarily be feasible without intelligent robotic process automation capacities.

RPA Has Delivered Value Beyond a Short-Term Fix

Initially, organizations can see RPA as a short-term fix; however, it may be the catalyst for further digital change and advancement of business processes. We have seen increasing interest and deployments in South Africa, Nigeria and Ghana as a result of COVID-inspired digital transformation. 

The way a person communicates with some program or device is repeated by an RPA software bot and then automated. Implementing RPA is one of the first (and easiest) automation methods on their digital transformation journeys across many organizations.

While many businesses can see robotic process automation as a simplistic automation mechanism or a fast fix initially, it can be the guiding force behind more improvements in a larger Digital Transformation Plan. Specifically, as businesses in South Africa, Nigeria and Ghana look to formalize workflows and data management policies. 

“The need to simplify manual, recurring operating activities results in most RPA implementations generating the sense that RPA is better suited to helping IT system inefficiencies as a tactical level,” says Emmanuel Tackie, Managing Director, IT Operations Ntansa.

“However, when incorporated with other emerging technology such features as AI, machine learning, intelligent workflow software, and digital assistants, companies achieve the most benefit from RPA deployments,” added Mr. Tackie.

Enhanced the value of human workforce with process automation

The Value of RPA is Beyond Simple Automation

Many RPA solutions begin to integrate cognitive capabilities and increase their value and focus to the business operations.

RPA is not a smart solution by itself.

The RPA is “a deterministic approach considered to be RPA as a result, mainly used for transactional operations and structured procedures,” as Everest Group notes in its RPA first. Some typical RPA relevant cases include order data collection, monitoring, funding for IT, and data consolidation and reconciliation.

However, the fact that multiple RPA technologies continue to incorporate cognitive skills increases their value proposition as companies move through their digital transformation journeys.

For example, RPA can be paired with Smart Character Recognition (SCR) and OCR. Applications in RPA Contact Center could combine the processing of natural languages (NLP) and the generation of natural languages (NLG) for chatbots.

“All of these elements are elements of a smart automation continuum which can transform digitally,” says Tackie. “RPA is one component of a long series of intelligent automation technology that combines and integrates the operating costs and speed of a company very dramatically while improving compliance and reducing costly bugs.” 6 factors to plan for: RPA as part of digital transformation Indeed, according to Sharad, RPA can be a vital part of the technology toolkit that businesses can use in driving transition. “Any other emerging technology is allowed by RPA [can] run,” said Tackie.

IT Teams take full advantage of process automation to service and manage computer systems

The simplicity with which automation can be applied is part of the appeal of RPA. Top RPA providers provide a range of quick solutions that help to simplify simple everyday activities for anyone with a few hours of preparation and little or no programming experience. That’s the most comfortable RPA taste, though. IT leaders need a more detailed roadmap for RPA, as for every other component of digital transformation. Addressing problems include:


RPA Process Automation Projects Are Most Successful When

  1. Alignment Strategic
    It is essential to match program priorities with the overall DT Approach when developing an RPA Programme. “It is necessary, for example, to prioritize RPA opportunities, which influence customer engagement, if the customer experience is an improving priority for an organization,” says Tackie. “Maintaining an RPA policy by DT criteria will help ensure the required management emphasis and scale of resources.”
  2. Management
    “We saw companies struggle with scaling. With a few dozen bots, they tend to achieve limited early success.” As RPA’s interest in the business process rises, IT leaders need to prepare to scale these process automation projects on the digital journey. “I saw companies battling scaling. With several hundred bots, they appear to achieve small early success, but fail to achieve the more significant effect, “says Tackie. RPA and smart automation are thought to be easy to scale, but according to Wagner, it needs good governance and a plan to support massive software bot fleets.
  3. Stability of structure and operation
    In a secure system and process climate, RPA fits best. “RPA implementation can often be redundant through modifications of program,” says Sharad. “It is critical for companies to evaluate the viability of the RPA in alignment with their overall DT roadmap and avoid systems and processes which undergo major short-term transformations.”
  4. Management of organizational transition
    One of the critical reasons RPA deployments stall is the lack of correct change management preparation and implementation. RPA and knowledgeable RPA will allow workers who have done their jobs for some very new ways of operating. “This degree of transition can lead to extreme employee distress and uncertainty, leading to resistance and decreased momentum over time,” Tackie says. “Effective organizational change and cultural transition management, with direct and open communications that drive employee understanding and acceptance, are required for the effectiveness of RPA initiatives.”
  5. Fully established measures of performance
    The quantifiable benefits of RPA implementation and evaluation and report achievements must be identified. “Undertakings run the risk of generating falsified standards and underpinning stakeholders without adequate performance steps,” says Tackie.
  6. Concentrations
    RPA systems should not be a retroactive or digital transition reserve or data management. “RPA projects need professional personnel, a comprehensive governance model and control system and well-defined execution and management processes to ensure progress,” said Sharad. “A well defined and disciplined RPA governance template with frequent steering committee meetings is one way of ensuring sustainable support and emphasis.” The capability takes time, effort and attention to create and carefully discuss preparing a digital transformation strategy.