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RPA Change Management: People Still Matter

When thinking of RPA implementations, we conventionally focus our attention on devising the best strategic and tactical plans for automation.  You could say that we are focusing on the robots’ best interest. But to succeed, we must also consider the human element — the alignment of the company’s culture, values, people, and behaviors — to encourage the desired results. In other words: people still matter.

While RPA’s benefits reach far and wide, the value proposition achieved from RPA deployments can’t be realized without the sustained, collective actions of the people who are responsible for designing, executing, and living with the changed environment. Leadership teams that fail to have a change management plan in place may find themselves wondering why their best-laid plans have gone awry.

Here are 4 change management principles to help everything come together smoothly and ensure successful RPA implementation:

1. Start at the top

An RPA deployment’s ultimate success, especially if it is enterprise-wide or global, requires the full cooperation and support of top level staff and management. Because changes that accompany implementation of a new technology can be stressful for employees as they might experience shifts in their responsibilities, eyes will turn to leadership for strength, support, and direction.

Frequent communication from leadership to ensure employees are fully informed about what is expected of them throughout the implementation process is essential to successful adoption. Fostering a culture of trust within the company will only further accelerate this adoption.

2. Make the formal case for change

Every RPA journey begins with a compelling strategy and strong roadmap regarding the technical aspects and expected business outcomes, but a formal case for change is just as invaluable.  This plan should include organizational and cultural aspects that can help employees understand the benefits of RPA, lessen fears, and provide the guidance and support to help them cope with the organizational impacts.

A best practice is to organize a Centralized Robotics Council, comprised of fully dedicated and well-rounded team of individuals from all departments that can understand the challenges, opportunities, and benefits for the entire organization.

3. Create ownership

Ownership is often best created by involving people in identifying problems and crafting solutions. For an RPA project, this requires ownership by leaders that will be deeply involved throughout the implementation process to determine functionality, monitor progress and share in the responsibility and decision-making.

Building an RPA Center of Excellence provides a better way of gathering, assessing, and managing the necessary knowledge and capabilities of an RPA solution, as well as ensuring that the scope, direction, and outcomes are in line with your needs and expectations on both an organizational and employee level.

4. Engage in extra help

As we allow robots to take over repetitive, boring tasks, and move forward to more challenging roles that involve problem-solving, creativity, and interacting with customers, organizations need to think about how to provide employees with the support and training to succeed in their new roles.  Some robotic process automation technologies, enable you to leverage the same platform to deliver desktop automation that helps people navigate business applications and accomplish any task, quickly and error free.

For example, Kryon’s intelligent RPA platform can be deployed to work ‘unattended’ on a virtual machine (traditional RPA) or it can be deployed on an employee’s desktop to provide ‘attended’ automation.  With ‘attended’ automation employees can trigger automation processes right from their desktop, at the time of need.

Do you have any change management tips you’d like to share? Please leave a reply below.

Topics: Robotic Process AutomationRPA, Change Management



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