This is the second part on an insightful best practice webinar in collaboration with HFS Research. Sebastian Zeiss from Deutsche Telekom services and Arjen van Berkum, COO at Another Monday, came together to discuss the implementation and adoption process of robotic process automation (RPA) at the telecom company Deutsche Telekom. In the first part we looked at the current status quo and the benefits of their digitisation efforts. In this article we will highlight some crucial issues regarding the organisational change that is needed to make an RPA journey succeed.
A proof of concept clearly reveals RPA benefits
The automation journey Deutsche Telekom started out with a proof of concept (POC). What was remarkable, was that they did not do a small POC, but a relatively big one. It showed the significant difference between automating and not automating processes and the effect it had on the business, which mainly had to do with cost efficiency and better customer service.
The RPA proof of concept resulted in a success and gave Deutsche Telekom a clear picture of it’s potential. Zeiss was convinced of the empowering force of RPA, but he still needed to convince the rest of the company. Zeiss emphasised the importance of getting leadership aboard in this particular case. Because, like in most big corporations, the board of management at Deutsche Telekom is rather risk-adverse and not always too keen on trying out new things. However, RPA provided them with enough incentives to give it a go.
Cost efficiency does not mean job loss
As for the rest of the company Zeiss stated that in the beginning it was quite hard to convince the employees of the benefits of automation, because they believed they would lose their jobs if too many tasks would get automated. But this was definitely not the objective; the goal was to get rid of the work the people did not like, and to enable them to spend more time on much more satisfying work. Only when the employees were convinced and contributed in the automation process, the RPA journey really started to take off.
A happier workforce instead
Jumping forward to January 2019, Deutsche Telekom has reaped great benefits from RPA. First of all 70% of ticket-based work was taken out by RPA since they started in 2014. The employees who executed those tasks are now part of the core business and are dealing with real customer issues. Especially in the year 2017/2018 they grew tremendously, they almost doubled their RPA transactions from 20.000.000 to 35.000.000. A transaction can vary from easy one-minute tasks to complex 45 minute operations. But above all, Deutsche Telekom’s employees are more satisfied with the job that they do and their customers are a lot happier.
Want to get into detail of this joint journey? Watch the video!