In most enterprises, automation can easily provide value in the spaces between a business function’s IT systems and the company’s business processes. These spaces include people: the employees or contractors who perform the repetitive work required to process data and shuttle information from one system to another. Legacy systems that do not work well with newer technologies are another common space where automation can be applied to improve systems and processes.
But IPA is not a quick-fix, set-it-and-forget-it solution. It is, rather, a significant initiative that requires thoughtful planning, application and expertise to ensure optimal return. Companies must develop a keen understanding of how automation will be applied to the current and future state of their processes and systems. Even in ideal circumstances, an IPA initiative requires careful oversight. And if it is applied atop broken processes or unstable systems, companies will quickly find themselves in a continual change management cycle, jeopardizing stability and value to the business.
Here are six obstacles that can slow or derail a successful IPA project. (In part two of this series, we’ll explain how to address these impediments.)