Robotic Process Automation (RPA) is the automation of repeatable and redundant, rule-based human action through the use of software bots.
These software robots are installed on a user’s machine or as a standalone self-managed automation, that can amimic a worker’s actions and replicate these activities on their own. Once the bot has performed its designated tasks, they can then report, notify, or handoff to another bot.
While RPA provides a breadth of opportunities for organizations to streamline mundane tasks and reallocate resources to focus on more complex endeavors, one of the biggest obstacles to adopting this technology is human nature itself. In any workplace, there are those who embrace change and those who reject it.
According to a 2010 study in the Journal of Applied Psychology, four factors predict a resistance to change in the workplace: Routine seeking, stress and tension, short-term thinking, and cognitive rigidity. In order to address this resistance, most organizations put a change management plan in place, but only 25 percent of change management efforts see success in the long run, according to Willis Towers Watson. Failure can often be attributed to training, communication, and lack of engagement among stakeholders.
RPA requires organizational transformative change on a great level, and this involves changing the culture of an organization to one that embraces and manages change and engages stakeholders and employees every step of the way.