HfS recently published an article highlighting the ’25 tenets’ the big three (Blue Prism, UiPath, Automation Anywhere) should adhere to as they make the transition from RPA to a truly digital workforce.

We’ve analysed the article and picked out 4 points we particularly resonated with, as well as add one of our own.


  • Stop Counting Customers

True, but think about what metric you will be using instead. You could use # of bots built but how many of those are sitting in the metaphorical basement of your client, collecting dust, due to bad configuration/analysis/business case? Instead look at the hours you have saved for end-users as a true metric of success.

  • Stop amassing as many partners as possible

Also valid, as is the focus on quality over quantity through well thought out partner programs. What we see today however is an overpopulation of RPA(-ish) technologies claiming to have true one-size-fits-all artificial intelligence on their platforms. Our experience by contract has highlighted the need to tailor this intelligence very specifically to each client’s varying needs and maturity.

For that reason, we believe the key is correctly identifying and integrating those technologies that have the necessary blend of customizability & maturity to be able to deliver value combined with RPA beyond highly specific Proof of Concepts.

  • Make the gap between unattended and attended seamless

…Because customers don’t actually want to decide what flavour of automation they need, they just want automation.

The technology itself is never a goal, and always a means to an end. Our vision is to deliver digital transformations, and RPA, both unattended and attended, should be slotted in to deliver quick wins wherever possible. Clearly explaining the benefits and drawbacks of each method to crucial stakeholders early on is key in driving adoption.

  • Focus on actual business transformation

…We are using RPA to run ineffective processes cheaper and faster.

Automating garbage means you’ll get your garbage even faster. One of the main goals is always adding value to the client. Optimizing and re-engineering processes before they get automated is an underutilised option to increase the value of your offering. This means sometimes pushing back against the client for their own good.

  • Build a robust robot performance management framework

You have to make sure your robots keep up their performance after the honeymoon.

Robotics projects that grow out of small Proof of Concepts aim for rapid operational efficiency improvement but fail to report this effectively. Time & effort needs to be spent on follow-up and reporting. This also keeps a tight focus on robot performance, ensuring that their value doesn’t drop off as changes are postponed or delayed.

Not taking this aspect seriously leads to stopped projects once the initial enthusiasm settles down. Being pro-active with reporting also allows sharing of results throughout the organization, creating crucial goodwill to scale automation.


Those were our five key take-aways! Do you agree? Would you add something else? Let us know!