Every week we get the chance to ask one simple question. And then sit back and watch all week as the questions come in. In fact, what really happens is that every question we ask makes us want to ask another 100 questions. But you are busy and we are not a research business, so you are probably just glad that we keep it simple.
The one thing I want to emphasise from last week’s results is this. You can choose to sit back and feel that expectations are wrong. That’s fine. But you have arrived at an incredible time for your personal development and your career. RPA is still relatively new - and has many years of evolution and growth. You can complain about the project you are working on, or you can step up and lead, taking your knowledge and perspective, and using it to really make a difference. And that difference will make a huge difference to your career path, in and around RPA.
This week’s absolute headlines are:
RPA projects are trying to do too much! 75% of you say that it was a significant issue; a further 17% said it was a bit of an issue!
Knowing that most of you are still in the early days of your RPA project, this is a major, major issue. You can blame the marketing that RPA is cheap, easy, fast and anyone can do it. But that doesn’t help you.
What we can advise on is that you apply your professional judgement and ensure that your voice is heard. One of our clients was recently reflecting on their first 6 months, and said that, at the start the leadership had said “we’ll deliver by November”. The developers had said “it will likely be February”. And guess who ended up being 100% correct!!!
In the early days, it is all about getting a few internal “stories” up and running. Processes that are real to your organisation, that you can use to say “hey, this stuff really works”, using language and examples that your internal audience can relate to and, fundamentally, believe.
Next up is not enough resources. 86% of you said that this was some kind of an issue.
This is maybe just part of the market - there are not that many of you with RPA experience. If your organisation is in its early days of RPA, then chances are you’re doing the pioneering, and are unlikely to have a team or peers who know much more than you do.
Obviously, we’re going to recommend leveraging somewhere like The RPA Academy, where you can get expert-led training AND support. If not us, make sure you can find help. This problem is not going to be solved by throwing resources at it - because those resources don’t exist.
On the flip side, this is a huge opportunity for you to embed yourself as the expert, and carve out a space for yourself that will grow and evolve with your RPA platform and the ecosystem around it.
Inexperienced leadership and limited expertise really aren’t a surprise - don’t let these factors become excuses for you. It will be the same in almost all organisations around the globe, so the grass is not going to be greener on that. As I said above, take advantage of it to build your own leadership role, based on your growing expertise and the answers you can drive.
Hidden at the bottom of the results table are two gems - Scope Creep and Targets Not Clear.
This is absolutely project management 101. Certainly it opens up warning signs to anyone, at any stage in their journey. You need to have the team 100% clear on the objectives. I like the idea of pioneering, but that doesn’t mean just wandering around until you’ve done “something”.
Clear objectives, clear targets, and realistic but flexible timelines (this stuff is new to you, remember) should be the bedrock of anything you are doing. To repeat what I said above, if they are not there, it is your job to ensure that they are there. Simple. Don’t pass the buck to anyone. This is what leadership is made of, and leadership is as much your responsibility, at any level of the organisation, so don’t rely on someone with a bigger title for this.
ROI too high? Fascinating!
I wonder how many people actually know the financial targets of the project they work on. Certainly, from my personal experience, this is something that is usually vague and often kept pretty private. Great if you know the target ROI and then don’t agree with it - that’s a step in the right direction. Now you just have to influence it a bit.