Before a process is automated and executed by robots, it should first be checked whether it can be further optimized in advance. RPA cannot compensate for faulty processes - the automation will therefore also be faulty.

When implementing RPA in particular, it is essential to identify the right process and the right task for the robots. One of the most common mistakes when starting to use RPA is choosing a process that is unsuitable for getting started with the technology. Complex processes in particular prove to be difficult to get off to a smooth start. Simple processes that involve a high volume and affect many employees are more suitable. In addition, the work that the robots will perform for employees in the future should have a negative connotation. If the software takes over monotonous, strenuous or tedious work, staff will be more likely to accept it. The advantages of the new technology can be communicated more easily and prejudices and inhibitions can be reduced.

Starting with simple processes does not mean that their complexity should not increase as the implementation progresses. However, it is advisable not to automate more complex processes until initial experience has been gained with RPA and automated modules are already in place that can be used for more complex processes. If you wait until then, you will also have established whether the RPA provider is suitable and whether cooperation will work.

The initiative to use RPA in the company does not necessarily have to come from IT, but can also be initiated by other departments. RPA can be introduced without IT due to its increased user-friendliness: This relieves the burden on IT and accelerates digitalization as well as the optimization of processes. Nevertheless, there are overlaps for which the expertise of IT is important. It therefore makes sense to integrate them into the RPA process at an early stage in order to benefit directly from their expertise. The project owner can be the business side, while IT is involved in the provision of resources, application licenses, application release changes or security issues.

The right partner for anchoring RPA in the company must have the right technology on the one hand, and the know-how and intuition to integrate it into the respective company and tailor it to individual needs on the other. It is worth critically examining the technology and selecting a partner based on their skills, services and experience: If a company wants to manage RPA independently, the provider must be able to train and educate employees. If the company wants to outsource parts as a service, the partner must offer this as a service. sw