the digitalization of companies spell the end of human labor? Regardless of responses that analyze the ethical implications or the skills required for the near-future world of work, the growth of the Robotic Process Automation , i.e., the development of intelligent software designed for back-office automation, is undeniable.
This technology is widely used in the finance sector, where numerous administrative tasks, which could otherwise require repetitive and time-consuming human intervention, are completed by a robot more quickly, systematically, and sometimes more accurately.
In the vast world of digitalization, RPA and business process management can overlap and intertwine to optimize a company's operations . The decision to implement software to automate certain activities must be made within a broader, innovative framework. This requires first analyzing processes , perhaps redefining them with a lean perspective, and balancing workloads. It's then necessary to decide which procedures can be entrusted to machines.
Next, issues related to security and access, as well as reducing verification and approval activities, need to be addressed. An automation plan therefore requires BPM and could yield optimal results if considered within a renewed vision of corporate work that questions existing processes and designs new ones .
RPA and BPM can be considered two sides of the same digitalization , as long as the similarities and differences between them are considered. Both technologies, for example, address automation , but in the case of Business Process Management integration takes place between activities entrusted to machines, technologies already in use, and the work of the humans involved in the process, which is optimized and made more efficient.
Robotic Process Automation technologies deliver faster results in terms of returns on investments, but entrusting your company's digitalization solely to RPA can mean implementing plans that are only half-innovative .
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