Robotic process automation: strategic transformation lever for global business services?

Leslie Willcocks, Mary Lacity and Andrew Craig

LSE Research Online Documents on Economics from London School of Economics and Political Science, LSE Library

Abstract: The case presents a series of dilemmas facing senior executives thinking through the potential application of robotic process automation (RPA) into a human resource (HR) function and global business service (GBS) operations. The executives are pointed to successful RPA implementation by business process service provider Xchanging, operating in the back office of the London insurance market. The teaching case focuses on what can be learned from that experience, and how their own RPA use may differ in HR and GBS contexts. The teaching case requires important decisions to be made about the business case for RPA and cognitive automation, the type of automation to be deployed, how to implement effectively in HR and GBS contexts, and whether to use RPA tactically or strategically, and if the latter, the implications of this decision. Students and practitioners will gain insight into the service automation landscape, RPA risks, challenges, and effective deployment, and will lean how to plan for (a) service automation strategy and building a mature automation capability, (b) mitigate the risks, and (c) progress launch, change management and detailed implementation in multiple business contexts.

Keywords: robotic process automation; strategy; automation risks; RPA implementation; global business services; human resources function; business process outsourcing (search for similar items in EconPapers)
JEL-codes: N0 (search for similar items in EconPapers)
Date: 2017-03-13
New Economics Papers: this item is included in nep-ias
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Citations: View citations in EconPapers (6)

Published in Journal of Information Technology Teaching Cases, 13, March, 2017, pp. 1-12. ISSN: 2043-8869

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