When I first heard about Robotic Process Automation (RPA), it sounded like magic. Automate the boring, repetitive tasks, and let the bots take over the heavy lifting. Who wouldn’t want that? I was hooked. But as I dove into the world of RPA, I quickly realized that it wasn’t all smooth sailing. It’s not like setting up a fancy gadget where you just press “start” and watch the magic happen. The reality? It’s a bit messier, but also more rewarding, if you know what you’re doing. So, if you’re planning to bring RPA into your organization or you’re already in the middle of the process, buckle up because the road can get bumpy. Here are the five mistakes I’ve seen organizations make when adopting RPA and the lessons I’ve learned along the way.
1. Automating Before Streamlining: The “Ready, Fire, Aim” Approach
I’ve been there myself, trying to fix everything in one go. I recall one of my first RPA projects. We had a process that was chaotic at best. Invoices were being handled manually by several departments, and each department had its own unique way of doing things. We thought, “Let’s automate this mess!” But there was a huge issue: the process itself wasn’t streamlined. So, naturally, when we implemented automation, the bots inherited all the chaos.
What happened next was predictable. The bots started to fail. One department would send invoices in a format the bot couldn’t recognize. Another department would enter information wrong, and the bot would either freeze or send out incorrect data. We were stuck in a loop of troubleshooting and fixing instead of improving.
This is one of the biggest mistakes companies make: automating a process that hasn’t been cleaned up yet. Before you rush to automate, take a step back and ask yourself, “Can we make this process more efficient first?” Streamlining should always come first. Only after you’ve addressed inefficiencies should you think about automation. Think of it like cleaning your desk before trying to organize it with fancy tools.
2. Overlooking Change Management: The “If You Build It, They Will Come” Fallacy
In my early days with RPA, I was so focused on the technical side, setting up the bots, configuring the software, and testing, that I completely overlooked the people side of things. I assumed that once we implemented RPA, everyone would love it. After all, who wouldn’t want robots to take over repetitive tasks, right?
Well, here’s what I learned: people don’t always share your enthusiasm, especially when they feel threatened by new technology. We didn’t prepare our team for the changes, and it created resistance. Some team members felt that their jobs were on the line, while others simply didn’t trust the bots to do the job properly. The bots weren’t seen as helpers; they were seen as intruders.
This experience taught me that RPA isn’t just about technology; it’s about people too. Change management is crucial. You need to involve your team early on. Give them the training they need, address their concerns, and make sure they feel part of the process. I’ve seen firsthand how a lack of buy-in can cause delays, pushback, and a lot of frustration. Communication is key.
3. Ignoring Governance and Maintenance: The “Set It and Forget It” Trap
Here’s another pitfall I’ve encountered. After implementing an RPA solution, it can be easy to just step back and think, “Job well done!” But, here’s the thing: RPA isn’t a “set it and forget it” kind of deal. It needs regular maintenance. Bots need to be updated. Processes change. Data structures evolve. If you leave your bots unattended for too long, you’ll end up with broken automation that causes more problems than it solves.
I remember a time when we thought our bots were running smoothly, only to discover months later that they had missed some key updates. They weren’t integrating well with new software updates, and our processes had changed just enough that the bots couldn’t keep up. What followed was hours of troubleshooting, fixing bugs, and rebuilding parts of the system. It was a mess, and it could have been avoided with a proper governance framework.
Make sure to set up a clear maintenance plan. Your bots should be monitored and updated regularly, just like any other piece of software in your organization. You wouldn’t let your website run on outdated plugins, so don’t do the same with RPA.
4. Underestimating the Talent Shortage: The “Finding Unicorns” Dilemma
Another surprise I faced when diving into RPA was the talent shortage. You can’t just hand RPA to your IT team and expect everything to fall into place. RPA requires specific skill sets, and the demand for skilled RPA developers far exceeds the supply. I found myself scrambling to find qualified people who not only understood the technology but could also implement it in the context of our business processes.
It’s no secret that finding skilled RPA developers is tough. I remember the hiring process being a bit of a wild goose chase. We went through numerous candidates, but finding the right fit took longer than we expected. I eventually realized that trying to hire someone with both RPA expertise and deep knowledge of our business processes was like searching for a needle in a haystack.
One lesson I learned was to consider training existing employees or working with RPA service providers. If you can’t find the right talent, train it. I’ve seen many organizations successfully upskill their IT teams, turning them into RPA champions. You don’t always need to look outside for talent, sometimes it’s about nurturing the people already in your organization.
5. Failing to Align RPA with Business Objectives: The “Lost in the Woods” Syndrome
I think the most critical mistake I made was forgetting the bigger picture. I was so focused on implementing RPA that I lost sight of the broader business goals. Our team was focused on automating processes, but we didn’t clearly define how this automation would contribute to the overall success of the company.
This misalignment led to wasted time and resources. For example, we automated a process that was important but didn’t add much value to the business outcomes we were aiming for. It was like trying to get from point A to point B, but somehow, we kept taking the wrong turns. The automation was good, but it wasn’t aligned with where we wanted to go.
RPA should always be in service of business objectives. Whether it’s reducing costs, improving efficiency, or enhancing customer experience, your RPA initiatives should directly contribute to these goals. Before jumping into automation, sit down with your leadership team and define clear objectives for RPA. This will guide your decisions and help you stay on track.
Conclusion: The Road Ahead
Adopting RPA can be incredibly rewarding, but it’s not without its challenges. By avoiding these common mistakes, automating before streamlining, overlooking change management, ignoring governance, underestimating talent needs, and failing to align with business objectives, you can set your organization up for success. From my own experience, I can tell you that RPA is a journey, not a destination. It requires constant attention, adaptation, and collaboration. But, when done right, the benefits are worth the effort.
If you’re starting your RPA journey, just remember: it’s not a one-size-fits-all solution. It’s about understanding your organization, your processes, and your people. Once you get that right, the automation magic happens.
