Position of Robotic Process Automation within Enterprises

As enterprises undergo digital transformation, it is of interest to assess the position of RPA in this aspect. In this research, the aim is to explore and weigh the immediate and long-term effects of RPA to enterprises, and to the management of IS/ICT Strategy. Thus, the researcher developed a framework focusing on the (a) enterprise’s vision for RPA, (b) their immediate financial and operational targets and realized value to measure immediate impacts, and (c) their RPA’s operating model focusing on RPA maturity and scalability to measure long-term impacts as well as impacts to the management of their IS/ICT Strategy. Using this framework, the researcher analysed three enterprises with offices in the Philippines. Results showed that looking at immediate impacts alone, RPA efforts have met if not exceeded expectations such that financial and operational targets have been realized by the enterprises despite heavily prioritizing those with high cost savings. However, it is worth noting, that despite this priority, enterprises have process assessments in place that account for several factors, and that simplify and standardize processes such that processes are not automated as-is. Results also showed that while there can be differences in how the operating model of enterprises are organized, RPA in enterprises can still mature and scale. Additionally, depending on how the operating model is organized, impact to the management of IS/ICT can vary such that governance and delivery of RPA projects may be in the scope of IT or business.As enterprises undergo digital transformation, it is of interest to assess the position of RPA in this aspect. In this research, the aim is to explore and weigh the immediate and long-term effects of RPA to enterprises, and to the management of IS/ICT Strategy. Thus, the researcher developed a framework focusing on the (a) enterprise’s vision for RPA, (b) their immediate financial and operational targets and realized value to measure immediate impacts, and (c) their RPA’s operating model focusing on RPA maturity and scalability to measure long-term impacts as well as impacts to the management of their IS/ICT Strategy. Using this framework, the researcher analysed three enterprises with offices in the Philippines. Results showed that looking at immediate impacts alone, RPA efforts have met if not exceeded expectations such that financial and operational targets have been realized by the enterprises despite heavily prioritizing those with high cost savings. However, it is worth noting, that despite this priority, enterprises have process assessments in place that account for several factors, and that simplify and standardize processes such that processes are not automated as-is. Results also showed that while there can be differences in how the operating model of enterprises are organized, RPA in enterprises can still mature and scale. Additionally, depending on how the operating model is organized, impact to the management of IS/ICT can vary such that governance and delivery of RPA projects may be in the scope of IT or business