How to fully utilize the value of the RPA process in your organization?

If "data" is the blood of a company, then "process" is the skeleton of the company. The BP/IT (Business Process and Information Technology) transformation strategy implemented by Huawei back then also started from the process, using the process to regulate the management of the enterprise, end-to-end to pull through the enterprise process related to resources, organizations, positions, decisions, rules and other content, and then use IT means to solidify the process. Even for Huawei's six-level process system, the most fine-grained processes that can be cured by IT are only at the "task" level, which is usually the best that can be done by traditional IT systems.

RPA has the opportunity to bring IT curing to a more granular level, the "operation step" level, which not only cures, but also allows the robot to retain data on each operation detail, which is difficult for human employees to do. This granular process monitoring allows managers to analyze each step of the robot's operation, quickly identify bottlenecks in the process, get a clearer picture of the operation, and provide opportunities for continuous process optimization in the enterprise. And this granularity of records can also be used for auditing and reporting, meeting compliance management requirements.

RPA is not just a technical tool that passively supports the solidification of detailed processes, but also a concept and means to promote process standardization. For example, in the shared centers of some large conglomerates, there is often a phenomenon that the process cannot be completely standardized due to the subordinate member units' subtle differences in a certain business processing. The IT system in the backend has no way to achieve unified processing in the backend logical processing, and can only hand over this non-standardized process to the business personnel for flexible processing. In fact, this is commonly referred to as "physical sharing" rather than "logical sharing", i.e., only the back-office operation personnel are pooled together in the office, without really achieving the goal of centralized business processing in the shared center. At this point, if an enterprise reluctantly adopts RPA to realize automation, it will definitely lead to more complicated and greater workload for RPA implementation due to the differences in business.

However, a different strategy could be used to move the process forward, starting with one member unit that has a relatively high level of standardization and standardization, and then rolling it out to other members. During the rollout, the group needs to let other members see the benefits of automation firsthand and tell them that the prerequisite for automation is standardization of processes, and that if you standardize with the group, you can directly utilize the RPA robot that has already been implemented; if not, you will have to go back to the traditional manual way of doing business. Usually this "show-and-tell" model of rollout is better than the mandatory model of executive orders.

RPA is actually an effective supplement to the original process management idea and management system. With the help of automation, we can dig deeper into the potential of process management in enterprise operation, improve the process performance level, and open a new window for process managers.

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