![]() C-suite awareness of, and support for, RPA, in particular, has increased since our last survey. Think highħ2 percent of respondents indicated the C-suite and functional leadership as the most supportive stakeholder groups, while only 31 percent indicated IT as supportive or highly supportive. Other benefits that met or exceeded expectations, and ranked higher than cost reduction include: improved compliance improved quality/accuracy timelines/ability to work 24/7. Think benefits…and beyond cost reductionĬost reduction in the target processes is typically achieved through attrition, freezing recruitment, and through moving people into higher value roles however, the evidence yielded by this survey underlines and amplifies what we have learned through experience implementing RPA–that top line and productivity benefits can outstrip cost benefits: 86 percent of respondents indicate that their expectations of productivity improvement from RPA were met or exceeded, while the same is true of 61 percent in relation to expectations on cost reduction. Those implementing at scale believe their digital workforce will exceed their human workforce in terms of delivery capacity, for administrative and repetitive tasks. However, among organizations that are already scaling robotics, the average target was as high as 52 percent of capacity. This was in line with the expectations of organizations at proof of concept or pilot stages, which were targeting just under 20 percent of capacity in their operation. In terms of targets, on average, respondents who had implemented RPA estimated that 20 percent of capacity in their operation could be delivered by robots. Once proven, they can then showcase this to other parts of the organization and help leaders “think big” about the broader opportunity across the enterprise. Not all RPA journeys start off with an enterprise-wide scope and organizations should “think big, start small.” Many of our clients have started small, in a specific functional area, where there is stakeholder support and clear opportunity, for example Finance or HR, or in a shared services or global business services organization. In 2017, the figure had risen to 64 percent–organizations that have embarked on the RPA journey have RPA as either an enterprise-wide or strategic initiative. ![]() In 2016, just 15 percent of respondents reported that their RPA program was part of a wider corporate initiative. In all cases, sponsorship has risen to the executive committee. Organizations that achieve scale in RPA set out a bold ambition for their digital workforce and make conscious choices to achieve it. Implementing RPA: Start with a bold ambition ![]() We see three keys steps to achieving RPA adoption at scale, and our report goes into each with more detail: Given the relative immaturity of the automation market, it is taking time for large organizations, in particular, to learn about and to adopt RPA at scale. In making this change, organizations must make the right strategic choices-laying the right foundation to enable a "premium" digital workforce to support their drive for competitive advantage. Maximizing the impact of RPA requires a committed shift in mindset and approach from experimentation to transformation. While a few early adopters are already moving from experiment to scale, process automation using RPA is still in its infancy and many organizations have yet to fully realize its benefits. ![]() Compared to last year, there has been a relatively small increase in the number of organizations investigating RPA or building a proof of concept, and only a tiny minority (3 percent) of progressive leaders have reached any form of scale with more than 50 robots in service. Yet there remains a large core of organizations that are, at best, slow to benefit from RPA. Given the high impact of RPA on these top-three priorities, continued investment in its adoption is not surprising. Develop analytics capabilities (17 percent).Increase level of automation (24 percent).Focus on continuous improvement (35 percent).When asked about their top strategic priorities, the following rose to the top: More than four hundred executives responsible for running transactional operations such as global business services, shared services, finance, procurement, HR, marketing, and operations, responded to this year’s survey. Addressing strategic priorities through RPA ![]()
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