Really, our new application will solve all our process problems!? No...not really!
When is the last time you said or heard, “all we need is the new application”? Too, often organizations try to justify the acquisition of a new Application as the solution to a business problem. The acquisition of an application is never the solution. Process, Process, Process…these are the keys to improving the business outcomes.
The only time an application can provide insight or improvements is after the process has been aligned to a degree that it cannot provide any more improvement. But, how do you know what the processes are that need enhanced? Simple 40% of an entire “program” needs to be dedicated to establishing some key points for the end user…pain points, delighters, nice to haves.
Sure the teams have to get the applications and processes working behind the scenes, but that MUST be transparent to the end users. The key to meeting the key points for users is to Keep it simple. Don’t over-bake a solution, and as a business unit, accept that we must pick the high hitters and begin to work through the complete solution. If a function is fundamental and not working, attack it! But figure out an absolute edge case delighter to deliver at the same time. Delivering at both ends of the spectrum will help get response and buy-in from the users that they see the vision of the organization.
Balance “catch-up function, with edge innovation.
Leaders also need to prepare C-suite, Senior executives and Business Unit owners for the length of time it takes to get Process Automation functional (RPA). Unless your organization has a very mature process automation program, the average time to create enough function in RPA to realize a reduction in total process time, is 26 months. The better planning n priorities, the better off the program implementation will fair.
The single highest resistance to implementation of RPA in both development and operations is the commitment of time not focused on the primary tasks of revenue generation or helping the business lines complete their outcomes. You can avoid this trap by planning to bring specialized skills on board via contracting or as an outsourced program that is part of the implementation. SMEs in this area like to get started before the project starts. A great SME team starts off by considering the scope of implementations and the security requirements that are an integral part of the RPA process.
SNC has been working in the process automation industry for over 15 years with SMEs in Operations RPA, Development RPA (DevOps) and in SecOps optimization. Trying to get RPA off the ground is a monumental task, let us help get your “spruce Goose” program in to the air.
Plan that to reach the end goal takes longer than expected.