Why do RPA projects fail-
This is often caused by a lack of strategy and unrealistic expectations.
(PresseBox) - Automation has long been more than just RPA. While robotic process automation was originally seen as a solution for repetitive processes, the field has evolved: Process mining, business process management (BPM) and artificial intelligence are expanding the possibilities and pushing the boundaries of what is considered automatable. However, the euphoria surrounding these advances is often in stark contrast to the reality of many companies. Even today, numerous RPA projects fail or do not deliver the hoped-for added value. The causes are complex - from strategic omissions to unrealistic expectations.
This article highlights the most common mistakes in RPA projects, shows why they occur and provides concrete approaches on how companies can avoid them. noventum supports its customers in all aspects of digitalisation and has a wealth of experience in the RPA environment in particular.
Lack of strategic integration of RPA
Many companies launch RPA initiatives without a clear strategy. RPA is often viewed purely as an IT project without being embedded in the overarching digitalisation strategy. If there is no long-term vision, RPA remains an isolated tool that does not bring any sustainable added value. Successful implementation requires strategic planning in which automation is seen as part of a more comprehensive digital transformation.
Selection of unsuitable processes
Not every process is suitable for RPA. In particular, processes with many exceptions, frequent changes or a high dependency on non-standardised data sources lead to problems with automation. Companies should therefore carry out a detailed analysis in advance to ensure that the selected processes are stable, repeatable and rule-based.
Lack of success measurement and missing KPIs
Without a clear definition of success criteria and key performance indicators (KPIs), it is difficult to evaluate the actual benefits of automation. Companies often introduce RPA without defining how success will be measured. If metrics such as time savings, error reduction or cost reduction are missing, it remains unclear whether automation really adds value. Continuous success monitoring helps to identify optimisation potential and to further develop automation in a targeted manner.
Unrealistic expectations of RPA
RPA is often seen as a panacea for process problems, but it is not suitable for every type of process. RPA reaches its limits particularly in complex processes with many exceptions or a strong need for human decision-making. Companies should have realistic expectations and use RPA specifically for rule-based and standardised processes or revise their old processes. In many cases, a combination with other technologies such as artificial intelligence (AI) or business process management (BPM) can be a better solution.
Too many parallel automation initiatives
Another problem arises when companies try to automate too many processes at the same time. Without a step-by-step approach, the necessary resources for quality assurance, testing and optimisation are often lacking. Instead of rushing to roll out RPA, companies should start with a roadmap and pilot projects and develop best practices before expanding automation. An iterative approach ensures that previous experiences are incorporated into new automation projects.
No involvement of employees
Many companies focus exclusively on the technical implementation and neglect the human factor. Employees may perceive RPA as a threat to their jobs and unconsciously hinder its introduction. Involving the workforce at an early stage, transparent communication about the benefits and targeted training can reduce resistance and promote acceptance. In addition, there are often problems if attention is only paid to the technical implementation. Without involving the specialist department or the employee who will later have to work with the RPA solution, the automation may work technically, but it does not fulfil the actual requirements. This can only be ensured through cooperation between the developers and the specialist departments.
Inadequate technical infrastructure
RPA bots require a stable IT environment in order to work efficiently. A lack of server capacity, insufficient access to necessary systems or a lack of integration into existing IT architectures can lead to bots running unstably or even failing completely. An early requirements analysis ensures that there is clarity about what the IT systems need to be able to do. This allows the IT department to ensure at an early stage that the necessary technical requirements are in place to guarantee reliable automation
Lack of governance and security concept
RPA bots often operate with far-reaching system authorisations and access sensitive company data. Without clear guidelines for user administration, logging and access control, there is a risk of compliance breaches and security gaps. A comprehensive security concept should therefore be developed from the outset, taking into account both regulatory requirements and internal company security guidelines.
Neglect of maintenance and scalability
Many companies assume that once RPA bots have been developed, they will run permanently without any adjustments. In reality, however, business processes, applications and system landscapes change regularly. Without a clear maintenance strategy, a small adjustment in a source system can result in bots no longer working. The IT department should therefore ensure that RPA solutions can be continuously monitored, updated and adapted to changing conditions.
Conclusion
RPA offers enormous potential for increasing efficiency and reducing costs, but successful implementation requires a holistic approach. Companies should not view RPA as an isolated tool, but as part of a comprehensive digitalisation strategy. A clear objective, the selection of suitable processes and a structured introduction are essential in order to achieve sustainable success. It is equally important to have realistic expectations of automation and not to view RPA as a solution for every type of process failure.
In addition to technical implementation, organisational factors also play a decisive role. Employees must be involved at an early stage and informed about the benefits of RPA in order to promote acceptance and commitment. Companies should also ensure that they continuously measure and evaluate the effects of automation in order to identify optimisation potential.
After all, RPA is not a one-off project, but a continuous process. Through continuous adaptation to changing business requirements, clear governance and close collaboration between specialist departments and technology managers, RPA can create real added value for the company in the long term.
noventum consulting supports its customers in all aspects of digitization and has extensive experience in the RPA environment in particular.
noventum RPA Strategie
noventum Prozessautomatisierung
noventum IT & Management Consulting
Die noventum consulting GmbH ist eine international tätige IT Management Beratung.
1996 in Münster gegründet, ist noventum heute mit über 120 Mitarbeiter:innen in Münster und Düsseldorf vertreten. In Luxemburg arbeitet ein selbständiges noventum-Partnerunternehmen.
Geschäftsführender Gesellschafter ist Uwe Rotermund.
noventum consulting unterstützt seine Kunden bei ihren IT-Herausforderungen und in ihrem Bemühen um eine moderne Unternehmenskultur.
Kunden sind Dax-Konzerne sowie mittelständische Unternehmen und Organisationen mit großer IT-Infrastruktur.
Unternehmensinformation / Kurzprofil:
Die noventum consulting GmbH ist eine international tätige IT Management Beratung.
1996 in Münster gegründet, ist noventum heute mit über 120 Mitarbeiter:innen in Münster und Düsseldorf vertreten. In Luxemburg arbeitet ein selbständiges noventum-Partnerunternehmen.
Geschäftsführender Gesellschafter ist Uwe Rotermund.
noventum consulting unterstützt seine Kunden bei ihren IT-Herausforderungen und in ihrem Bemühen um eine moderne Unternehmenskultur.
Kunden sind Dax-Konzerne sowie mittelständische Unternehmen und Organisationen mit großer IT-Infrastruktur.
Datum: 12.03.2025 - 10:58 Uhr
Sprache: Deutsch
News-ID 718943
Anzahl Zeichen: 8676
contact information:
Contact person: Dr. Matthias RensingTom StroedterPia Simmes
Town:
Münster
Phone: +49 (2506) 9302-0+49 2506 93020
Kategorie:
Manufacturing & Production
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