Towards the war of accountants against robots?

CHAPTER 2: Rapid and agile implementation of RPAs

The implementation of Robotic Process Automation tools, or RPAs, is relatively fast and is done in agile mode. From a few days to a few weeks depending on the complexity of the process and the IT infrastructure.

Projects begin with a step of evaluating the different processes to estimate the associated potential gains and risks. It is about defining the adjustments to be applied to the processes, in order to maximize what can work according to well-defined rules (Eliminate, Optimize, Automate, Robotise).

The objective of this evaluation is also to select the functional areas most relevant to the use of the RPA, in order to broaden its areas of application in its operational activities.

Then, programming a robot is usually done on ergonomic interfaces that can visualize the process and simply select the inputs and objects to automate. Learning is not necessarily done by a computer scientist but by a “superuser” who has a very good knowledge of the business process and the data to handle.

Once the tools have been put in place, monitoring indicators are activated to monitor the robots’ operation and to be alerted when they need to be assisted.

Known implementation difficulties that must be anticipated and followed

But a project to set up RPA is not always a long calm river.
The tool confronts itself as in all IT projects, with complex or non-standard user interfaces; as well as security issues, or licensing pitfalls.

The anticipation of the impact on the workforce is added to these constraints of implementations of classical IT tools. The middle and back office teams consider these developments to be more as a threat (unlike front office teams) because the scope of their scope is much greater at their level. Therefore, it seems essential to think about the best approach to secure the adhesion of all.

Ensure a good transition to robotization

Governance topics appear with these new tools: how to manage robots and their maintenance? Who has the “managerial” responsibility for the transactions made by the robots? How are job descriptions of employees changing and what new tasks should they perform?

Companies will have to answer all these questions and create robotic skills poles in order to create, maintain and administer the robots internally.

IN2 consulting accompanies you on your business and IT innovative projects of transformation.
We recommend dealing with the implementation and deployment of a robotization approach, such as a strategic transformation project with several structuring steps:
1. Identify the appropriate processes: assess what are the repetitive and regulatory processes that can be automated,
2. Establish a roadmap: identify areas of high gain / easy accessibility (“quick wins”) and longer-term transformation areas where organizational impacts and needs for support and change management will be greater,
3. Select the technical solutions to address them: Design the new system(s) and interactions in the existing IT architecture to deploy and maintain it,
4. Define the accessibility of the project in terms of HR impacts: number of positions and organization of work.


Contact us to let us know about your projects! julien.reillac@in2.fr