5.0 Sustain RPA Benefits and Results – Overview

Once an RPA enabled process is executed in the daily business, it is important to keep on managing the value realisation and adjust the process as well as the enabling automation components. This management discipline is crucial for the overall success of the new process and the delivery of related benefits. Hence, an appropriate process governance is required. Figure 12 shows a high-level example of a process governance organisation.

This process governance plays a key role for digitally enabled processes. RPA, as well as other automation approaches, impact different departments and functional organisations. Hence, the decision on changes of the processes and underlying technology requires well defined governance processes and appropriate roles to realise the expected agility, sustainable cost reductions and other benefits (Kirchmer, 2018a).

Process governance is part of a larger business process management discipline (BPM-Discipline) that manages the digital transformation of an organisation towards value creation and aligns the different improvement initiatives (Kirchmer, 2015). This BPM-Discipline, executed through the process of process management, can be set up or expanded during RPA or other automation and improvement initiatives. It should be functional once the first business processes go live using new digital technologies and business practices.

Figure 12: Example of a process governance organisation

Value-driven RPA is about adding a new process improvement and transformation option to the toolset of the BPM-Discipline. This integrated approach and thinking makes RPA at the end successful.

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