Organization Background:

 A major health-payer company launched its RPA program and executed the initial project in the claims area. The IT department was able to successfully get 12 bots up and running on-time and on budget. There were growing challenges regarding the real business impact of the RPA investment, as there were no cost, people or cycle time reductions being realized by the business. In addition to the disconnect between business and IT, after 12 months of operating the program, there were no more demand for the RPA team within the company.

Business Challenges and Opportunities:

The company began to experience growing frustrations regarding the overall value of RPA. The leadership of the business units did not see any real value and quantifiable benefits of the technology. RPA started to get a negative image and there was a growing disconnect between business and IT. Even though all the automation was functional, the business ascertained that the project was unsuccessful as it did not deliver the expected business results. This also caused other business units to lose interest in the automation program.
The BPM-D team and a technology partner were brought in to perform an RPA Health Check so that potential improvement areas can be identified and provide a roadmap for successful RPA initiatives and alignment of business and IT.

Figure 1 | Maturity Assessment Overview — In-depth analysis of the five dimensions

BPM Enablement:

An RPA maturity assessment in the 5 dimensions (people, process, technology, strategy and governance) was applied. The assessment revealed that the automation program made good progress from a technology point of view. The challenges are in releasing value to the business, which stemmed from the way processes are targeted and how the RPA lifecycle was governed. Improving the automation program required:

  • Value-driven BPM Process Repository
    Cross organizational view to understand the E2E process context, enabling quick identification of the RPA impacts to the business both upstream and downstream
  • Targeting Automation through BPM Lens
    Better prioritization to target high impact, low maturity processes for RPA intervention and overall process improvements
  • Effective Governance Structure
    Defined roles for Business and IT as part of a governance organization to provide strategic alignment and accountability throughout the RPA lifecycle
  • Workforce Management
    Effectively combine RPA robots and human workforce to release full value

 Figure 2 | Targeting Automation through BPM Lens — Using BPM-Application to target and prioritize high impact, low maturity processes

Results:

  • Alignment of Business and IT to realize full value of RPA technology and initiatives through an integrated transformation organization and governance
  • Reorganization of transformation and automation capabilities to focus on business outcomes and identify value-driven automation opportunities
  • Comprehensive view and increased transparency of business processes through process model-based approach and process repository

Figure 3 | Value-driven BPM Process Repository — Enable quick identification of the RPA impacts to the business both upstream and downstream

  • Enhanced prioritization and value targeting to improve project selection
  • Set realistic expectations for benefits, aligned with the agile RPA development approach
  • Increased accountability and value delivery approach across the RPA lifecycle

To find out how BPM-D can help your Process Automation and Digital Transformation journey, contact us now at:

Email: info@bpm-d.com

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