The importance of change management in RPA projects
Nowadays organizations are evolving their management methods by leaps and bounds, being in a globalized and interconnected economy, generates continuous changes: market conditions, technologies, variations in customer demand, input costs and competition, therefore, these points define whether a company adapts and stays in business, or dies trying. This is generated as a consequence of the fact that every day new emerging technologies are appearing, which companies are adapting to their operations to perform routine activities through a graphical user interface, in a similar way as a human being would do, in this case we are talking about RPA (Robotic Process Automation).
Currently, companies compete both nationally and internationally, in order to offer lower production costs and higher quality products or services. That is why in most companies there are often problems of departmental coordination, which are directly related to poor planning and management of internal communication. In this respect, large amounts of information have been produced throughout the new product development process in the different departments of the organization. Therefore, these large amounts of information are managed by different hands and departments generating interdepartmental barriers or silos, something common in the industrial sector, making decision making very difficult.
Change management in RPA projects
The process of change in each of the departments involved is complicated because everyone reacts differently. But change is inevitable, so you have to try to get used to it, to make the most of it and to be more competent in front of others. In order to be able to carry out the different phases with good planning and management of a transformation project, it is necessary to have the following elements for change management: team building, communication systems, organizational culture, leadership, clarity of objectives, performance measurement, continuous learning, recognition and rewards. Most of the problems that arise in this type of project are related to poor formal management of interdepartmental communication. Conflicts and situations are generated that damage efficiency, productivity and the work environment, so not acting in time in this type of circumstances end up affecting the business objectives and profits of the organization, as well as its communication, reputation and image of the company.
It is the responsibility of the project leader or the project sponsor to recognize the difficulties that arise during each phase of the project, so the management should intervene and improve such problems, always in coordination with other departments, as this improves communication and trust, increasing flexibility to new requirements.