Page 25 - Bizmod Thought Leadership Articles 2020

Most clients think it is communication and training, but few clients pay attention to the impact of the changes they are implementing and the effect it has on the company culture in the long run.
“What we are finding is that organisations are embarking on RPA exercises with vastly opposing philosophies about their intent to the human resources. For some it is simply an exercise to automate and reduce human intervention with the ultimate objective to reduce costs.
“For others, the underlying philosophy is more empowering with a firm belief that those capabilities that are uniquely human like – creativity, innovation, imagination, collaboration and emotional intelligence – are the assets that need to be protected and grown during this process of transformation,” says van den Berg.
Despite being implemented in an agile manner, with definite requirements for stakeholder communication and management, van den Berg says that there is an increasing requirement for change impact with a specific focus on structure, workforce requirement and capacity planning. Implementing an IA could comprise of multiple smaller initiatives that impact the same business area and users over a period of time.
Incremental changes
“Because of the variety of smaller incremental changes, the biggest challenge from a change management perspective is to create a consolidated view of what the end state will look like and then work backwards on a scenario basis. This sounds logical but is easier said than done. The reality is that each project team only focusses on their specific initiative and the end state view across multiple teams and multiple sprints is left up to the business to determine,” says van den Berg.
To avoid reactive communication, van den Berg lists the following elements as key to developing a Change Management programme for robotics and IA projects:
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