Organising Operating Models
To help organisations scale up to hyperautomation and exploit the opportunities the technology offers, we can work with in-house Automation teams to set up an operating model that defines the way of working to ensure that their organisation can constantly and securely produce and support its own RPA and AI robots.
Developing and deploying RPA solutions, usually in 2 or 4 week sprints, is after all the best way of validating the Centre of Excellence’s structure because it helps the organisation determine what is the optimal path to bringing RPA robots to life and consequently how the CoE can and should operate. It’s a key element to the SCALE stage of the Digital Workforce Journey and similar in many ways to all digital transformation processes in a corporate environment.
As with physical robots in an industrial plant. There’s little point in having robots installed on the factory floor, and staff trained to configure them to carry out tasks, if the team is not exploring and developing ways to deploy the robot arms, extract value from them and improve productivity and efficiency on the production line. Practise makes perfect, as the expression goes.
Sticking with the industrial robots analogy, of course, the safety and the risks of operating them always needs to be carefully analysed and assessed before putting them into operation. So too with RPA. Scaling up the deployment of RPA solutions requires clearly identifying any risk or security issues that could impede compliance or impose stoppages in the development process.
Here Ciphix can host workshops with the IT and Data teams to compare the current RPA Risk & Security practices against the organization’s own risk and security requirements and make sure they match the needs for automation. It should also result in the delivery of a Risk & Security report which can be used by all the players involved as a benchmark for existing and future RPA robot developments.
Of course, developing and launching new robots is not an end in itself. There’s no guarantee that they are going to work all of the time, for everyone and without any problems so it’s important to set up an internal ‘aftercare’ structure within the Automation team whereby trained staff are assigned to the task of supporting the new and already produced software robots and guaranteeing not only their smooth operation but also continuous improvement.
With this operating model in place, the CoE structure will be validated and enhanced to the extent that it will be ready to enter the expansion phase of the Digital Workforce Journey with the experience, knowledge and support it needs to help the organisation reach its long-term hyperautomation goals.
We will see in the next post however, that the SCALE stage also requires strategic and organisational steps to be taken to ensure that senior management, sponsor groups and other stakeholders across the enterprise can understand and monitor the progress and benefits of the move towards hyperautomation.