RPA operating model: evolve to succeed

This post is not about presenting multiple options and debating on which operating model is the best (every organisation will surely have a valid reason for adopting a specific one). The intention of this post is to describe what in my view is the path to a successful RPA deployment.

In simple terms, an operating model provides details on how resources should be organized to operate RPA activities. You can have the best technology and processes in the world but if you don’t have the right operating model at the right time, the overall RPA environment will just don’t reach its optimal level.

The operating model in the context of RPA deployment should be an evolving dynamic that adapts as lessons are learnt (and maturity level increases).

Define key areas and user groups involved during RPA deployment

I have highlighted below 10 key areas and 6 groups.

Without any doubt the "Delivery Management" and "Operation Management" areas are the 2 critical ones in any RPA deployment (and where a lot of time/effort will be spent there).

• By delivery, I mean the development lifecycle from technical development to scheduling of the bots. There is no need to say here that RPA delivery should go hand in hand with Agile (delivering automation incrementally, early and often).
• By operation, I mean the business as usual activities from technical monitoring to process exception handling/ incident management. There is no need to say here that dedicated Robotic Operation Centre(s) should be established to ensure rapid and effective response.

These are the 2 areas where roles and responsibilities should evolve during the RPA deployment journey.

A few guidance here:

• Including a "Functional Design Management" area is key given that many of your RPA opportunities will require process optimization or transformation initiatives. You will need to manage a wide range of IT and Business stakeholders.
• Including a "Compliance Management" area is very important and early engagement with your IT and Business compliance functions is a must-do. Risk and compliance oversight functions need to be part of the journey from the beginning in order to ensure a smooth RPA deployment.
• Including a "Security Management" area is key given that your bots will require access to the transactional systems. You will need to socialize the concept with system owners and get the support from a wide range of security teams. Ensuring that the RPA system is secured is also paramount if you want your risk and compliance oversight functions to place reliance on bots.
• Including a "Demand Management" area is key given that you will need to put in place a clear process (from screening to business case) and ensure that relevant demand channels and agents are in place. This is very important in order to ensure that the right opportunities are identified and prioritized in a timely manner.

Establish who is doing what during RPA deployment

The above depiction seems quite obvious (and simple) but the tricky part now is to define the activities within each area and roles/functions within each group. The best way of presenting this is via the traditional RACI matrix.

You will need first to identify all relevant activities under each of the 10 key areas. You can see below an illustrative example of activities under the "Delivery Management" area.

You will then need to identify key roles/ functions supporting each of the 6 groups. You can see below one illustrative example of roles/ functions under the "RPA CoE" group.

The final RACI matrix should be aligned with your RPA deployment stage and should naturally evolve when you move from one stage to another. Below an illustrative example of RACI matrix for the "Security Management" area in a given RPA deployment stage.

Putting together this matrix is not an easy exercise but the end result is well worth the investment. Everyone will know who's doing what at the different stages of RPA deployment.

Move through the different stages during RPA deployment

RPA deployment usually go through 3 gradual and sequential stages. I will call these stages the "3 Ds". The operating model reflected in the RACI matrix will be evolving, driven by two main factors: decentralization and scalability.

• Discover (maturity level 1): the initial stage where the level of centralization is high and scalability of the RPA environment is still low. You have at this stage a central team (generally the RPA CoE) provisionally playing multiple roles/ functions and managing most of the activities. This stage is essential in order to build the RPA framework and create the "momentum".
• Devolve (maturity level 2): the next stage where delivery and operation activities are transferred from CoE to relevant IT functions (global and local). At this stage, the organisation gets ready to scale. Development capabilities increase and RPA is gradually embedded into existing operations. IT functions are aligned and processes are operating effectively. Business units and IT functions are now working in symbiosis: RPA opportunities are quickly translated into technical requirements ready to be developed. IT functions are now ready to open the gate to get external support. This stage is essential in order to institutionalize RPA (operationalize policies and procedures at the organizational unit and/or team level).
• Distribute (maturity level 3): the final stage where delivery and operation activities are extended beyond IT functions. This stage is essential in order to democratize RPA. The organisation is scaling RPA at this stage. RPA operation has been decentralized to provide more targeted coverage and on-time support. The organisation is leveraging all relevant strategic service providers (IT and Business) in order to bring more firepower to the development engine (through dedicated development hubs). Let's be honest, who else is better placed to automate your processes? Well, service providers who run them. They have developed serious expertise in automation (and can quickly provide an army of developers and operators). Keep in mind here that by strategic service providers, I really mean strategic: you need to transition from a T&E to an outcome based model.

What does the "Distribute" stage look like?

The final stage can be summarized in one dashboard showing the involvement of each of the 6 groups against the 10 key areas.

I would be very interested in hearing your thoughts. If you would like to receive my future posts then please follow me.

Opinions expressed are solely my own and do not necessarily express the views or opinions of my employer.