RPA should not be ignored if executives want their organizations to realize value from their growing technology investments.
Executives are balancing investments in modern, customer-facing technology with aging back-office systems. While both are necessary to keep operations going today, the problem lies in connecting the systems together – and this process often requires manual work from humans, which frustratingly erodes the value of the technology.

Organizations struggling with this issue stand to gain significant benefits from robotic process automation (RPA) – a class of evolving technology tools that create interfaces between systems more efficiently and complete tasks previously performed by people.

However, many organizations have been slow to leverage RPA. One of the key challenges is the scope of organizational change required, often broader than most technology projects. Add to that the news media’s focus on potential job losses from RPA, and many executives are afraid to approach this technology out of concern for morale and resistance. But the fact is, RPA should not be ignored if executives want their organizations to realize value from their growing technology investments.

READ THIS PAPER TO LEARN:
  • How the impact of implementing RPA differs from other technology implementations 
  • Why it is important to incorporate change management before deciding when and where to introduce RPA
  • Common scenarios, changes, and challenges associated with key constituents, along with messaging tips for gaining their support

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