Driving Digital Innovation through Robotics
Robotic Refactoring the Workplace
The "Cambrian" Robotic Explosion has Begun
Position Sensors for Robotics
Robot-Proof: Higher Education in the Age of Artificial Intelligence
Joseph E. Aoun, President, Northeastern University
From Robotics to Big Data, What the Future Holds for Manufacturing
Karl Rosenblum, Head, Global Capacity and Risk Strategy, Alcon
Deep Learning and Future of Healthcare
Sanjib Basak, Former Director of Data Science & Artificial Intelligence, Carlson Wagonlit Travel
Robots: A New Source of Business Data
John Santagate, Research Director, Service Robotics, IDC
Three Tenets for Bringing about Change in RPA
Robotics Process Automation or RPA is on the rise with the potential to reach almost $9 billion worth by 2024. Every sector is attracted to the technology and Banking Finance Services, and Insurance (BFSI) is on the top. RPA is easy to adopt with quick turnaround time. RPA consists of a virtual workforce capable of fast outcomes with one-third of the cost of maintaining a human workforce for similar roles. However, for the same reason of repetition of menial jobs, RPA is perceived negatively in many organizations. However, there lies less truth behind this notion. The requirement of the skilled workforce is on the rise. Majority of the organizations teach new skills to their existing employees to boost productivity. RPA is a step towards creating a leaner, efficient and productive business process. Organizations have to put in work to ensure the employees understand the significance of the technology. Here are the three Cs that drive change in an organization:
Clarity of thought, plan, and execution is the core of communications in any organization. A very well laid out plan with clearly defined vision conveyed in comprehensible terms is critical. Employees must understand the change taking place in the organization. Business leaders must avoid jargons and must keep the message simple, condensed and relatable. The cons of not following the plan must be laid out as well. Clarity helps build an atmosphere of anticipation and excitement.
While planning and communicating change, information must come from a credible source. Rumors take place by the vacuum left behind by poor communication. Employees must not be confused because of data from multiple sources. They need the truth, and it must come from a respective and credible authority.
Communication is a repeated and continual process. Business leaders must keep the flow of communication smooth and validate it at every stage to keep it flexible according to the organizations need. The positive impact brought forth by RPA needs reinforcements at every step, and to do that information must be continuously updated. There is no such thing as excessive communication, but managers and business leaders must pick the messages and channels wisely. More importantly, managers must do the right mapping.