There is a lot of excitement and interest in Robotic Process Automation (RPA) these days, and for good reason. Intelligent automation helps improve flexibility, response and service; all distinguishing capabilities in the age of digital transformation. As a result, business owners and executives from all industries are taking notice. According to one AIIM research study, 55% of organizations plan to implement some form of robotic process automation in the next 6-12 months. Over 80% say they plan on automating over the next 1-2 years.
The Difference Between Intelligent Document Processing and RPA — Or Is There One? For many businesses, content and data capture tools are highly sought out, particularly in the banking and insurance sectors. With so many different types of documents required to operate and adhere to compliances, the need for capturing data accurately and quickly, especially unstructured data, is ever growing. As a result, businesses are looking at sophisticated data capture solutions to achieve this. For a while, the biggest player was intelligent document processing (IDP), which used to be known as “capture.” However, now robotic process automation (RPA) is matching the features IDP tools offer and throwing their hat into the data capture ring.
Making an ECM implementation successful requires planning and attention to detail. The best way to create the right solution is to identify organizational goals and priorities. Learn how to manage a successful implementation in our free guide.
Growing up, my parents taught me that there are some questions that aren’t appropriate to ask. Generally, it’s safe to avoid asking people their age, their salary, their weight, their politics, etc. Some questions can make the people being asked feel uncomfortable and so should be avoided.
I’ve been involved in some way or another in the world of business process automation (BPM) for over twenty years. I was the author of AIIM’s first BPM training course back in 2006. I’m a big fan of the idea of reengineering business processes, but there is no getting away from the fact that BPM projects are complex and scary – they require buy-in from the top (which is always difficult) and are seldom inexpensive undertakings.