Top level guidance and performance tracking
The success of any Digital Workforce Journey (DWJ) is defined by the ability of the organisation’s leaders to make the right decisions based on data and insight made available to them. Stakeholders in the automation project will look to senior management for guidance all along the way so it is crucial that they have a clear idea of where to go, how to get there and of course, how to determine whether the process remains on track and everybody is collectively going in the right direction. Our two previous posts highlighted the steps required to ensure the right planning and preparation is done and the technical conditions in place for the DWJ to begin, but both these elements of the START phase are dependent on support and leadership from the top and the capacity to make the right decisions.
For this they must first be clear on and agree with the DWJ’s mission and vision. They are the ones who will sign off on the definition of what automation means for the organisation and where the journey will take the business – the automation project’s Mission and Vision Statement, in other words – as well as inspiring all levels of the organisation to embrace RPA and Hyperautomation from the very beginning.
As with many other digital transformation initiatives, automation projects often necessitate a rethinking of the old ways of doing things, which in turn means that existing governance structures need to be reviewed and analysed in order to be able to define the correct new governance protocols for automation. This can be through a series of workshops organised by Ciphix with senior management teams from all the relevant departments across the organisation, as well as IT and Compliance, to create a governance report that lays out the framework for monitoring progress throughout the DWJ and making sure it remains compliant at all times.
So now that management know the path to follow and what is needed to guide their teams along that path, all they need is a means to be sure that they are going in the right direction – a benchmark, if you will, that enables them to track and compare the progress of the RPA deployment within a framework of the projected benefits of automation. Is it achieving its goal? The parameters can be different according to the nature of the use case – some organisations look for return on investment, others for increases in efficiency, productivity or customer satisfaction. Maybe it’s all of these.
Whatever the KPIs the organisation wants to use in order to track the deployment of RPA, one thing is certain is that, during the Digital Workforce Journey, circumstances will change – opportunities for other automations that were previously not thought of will open up as the project moves into the SCALE Phase, or external market forces might necessitate changes in business objectives either at a departmental level or across the whole enterprise. WithCiphix’s support to create a clearly defined framework to measure the benefits of the automation, the KPI data can be used to enable the right decisions to be made, and redirect the decision-taking process across the enterprise if necessary.
And now the Digital Workforce Journey has truly begun – the pilot was well defined and planned, proved to be a success, and all stakeholders across the organisation from top down and bottom up have seen for themselves the benefits of automation – a phase that normally takes around a year. You are now ready to move to the next stage of the journey – SCALE. In our next posts we will examine what an organisation needs to do to take RPA to the next level, from a human, technological and leadership perspective.