Change Management within RPA

Change management is often the most difficult part of any software implementation, regardless of the technology. Many organisations struggle with; getting buy in from key stakeholders, encouraging adoption within their organisation, changes to staffing needs and training as well as changes in day to day operations.

Implementing RPA is no different, and the conventional change management topics above are covered and addressed by the Blue Prism Robotic Operating Model (ROM) and the implementation of an RPA Centre of excellence (COE). RPA also has another very important change management aspect focusing on IT and business change, here we consider these additional aspects.

Due to the nature of the processes that are automated using RPA – seen below in Figure 1, they reside in the “long tail of automation”. This means that they require a combination of both people and technology to perform these tasks. This is because the underlying technology can’t be adapted, evolved or developed at the speed at which the business needs to effect the changes of these volatile processes.


the long tail of automation

The long Tail of Automation

When we introduce RPA to a “long tail” process we need to consider that we are using a Digital Worker to automate a business process that is currently being performed by a human, using software (or a combination of different software) on a PC in an organisation. Therefore, there is a large dependency on the following:

  • Business process changes
  • Changes to the underlying software applications
  • Scheduled changes and updates to the personal computer the operations are being performed on
  • Changes in regulations or by laws.

These changes can pose a risk to RPA if they are not effectively controlled by a robust change management procedure.


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