RPA Thought Leadership Interview Series

Michelle Yurovsky: Global Lead of Analytics Products at UiPath

How did you get your start in tech?

My entry into the development world was untraditional, to say the least. That’s a story for another day, but let me just say that coming into your first job as a developer without a team, a mentor, or a computer science degree is not an ideal career kickoff.

I joined a small nutrition startup in NYC and was given the chance to create their mobile app. Admittedly, it was not an ideal situation for me as I had no one to ask for help, advice, or best practices. In fact, I’m quite sure that a lot of the code I wrote at first should just be thrown out. In spite of it all, after many long days and nights of debugging, testing, pacing, designs, redesigns, nightmares full of impossible coding problems, and admittedly, tears, the app was released and I could finally breathe a sigh of relief.

I can’t put into words the amount of valuable experience that I gained from creating an application alone from start to finish, and I still use that knowledge every day.


How did you make the transition to RPA?

Some business difficulties came along, and it became clear that I was going to have to figure out my next move.

As I was looking around for opportunities, I got a call from a recruiter asking if I was interested in working for a robotics company. The role required creating solutions for customers using this technology called ‘Robotic Process Automation’. I’d never heard of RPA before, but the role seemed like a great fit. I was so tired of spending my entire day programming and basically talking to a computer (and myself) for 10+ hours a day that I jumped at the chance to work with real people.

After my first interview, I was hooked. This was the company for me, and I was going to do whatever it took to cement a place for myself there.

What brought you into RPA analytics?

The RPA developer team was originally one core group, handling both the pre- and post-sales aspects of the software.

As our growth exploded, it became clear that the functions needed to split and focus on unique areas to better serve our customers. We were given the choice between pre and post-sales, and given my previous development experience, I was ready to be hands-on again.

The more time I spent on the post-sales dev team (which later transitioned to professional services), the more I kept hearing customers ask about reporting and analytics. In the back of my mind, I remembered learning about this thing called Kibana for a total of 30 seconds during my onboarding, but that was pretty much everything that I and all of my teammates knew. The overarching problem on the team, and most of the company, was that no one really knew how Kibana or any of the other reporting solutions worked.

Analytics was this big black box that was given little-to-no attention, which is shocking when you think about the power it can bring to an RPA deployment. I recognized the knowledge gap pretty quickly and decided that I would be the person to figure it out because, frankly, someone had to.

After a few months, I realized just how passionate I was about data, analytics, and solving customer problems with business intelligence. I had already created a set of out-of-the-box dashboards for Kibana, as well as worked on our dashboard integration with Power BI, but there were some core problems the integrations just could not solve. Little did I know, I was about to be given the chance to lead the creation of UiPath’s analytics solution from scratch.

When building UiPath’s analytics solution, what was that driven by?

RPA holds unmatched power, but without a way to measure it, how can you prove its success? How can you prove that you’ve now processed 5x more loans than before in the same time period? That you decreased patient wait time by 60%? That you’re now meeting all of your customer SLAs? Without RPA analytics, it’s almost impossible to get these answers. When embarking on the RPA journey, the main question every customer has is: “Is this worth it?” How can they know if the resources invested in automation have paid off in business benefits or goals?

The real way to understand the business benefit of RPA is to tie business goals (like time and money saved) back to what the robot actually accomplished. That data comes from a lot of sources, some being completely subjective. I have yet to hear the same answer from a customer when asking how they calculate ROI. One customer even wanted to include the price of air conditioning for their offices in the human cost side of the equation.

Understanding the kind of savings (in every form) that RPA brings to a business is more important now than ever before, but painstakingly calculating and trying to keep track of the benefits manually is nearly impossible. I’ve seen everything from spreadsheets that took over three minutes to load to extremely complicated databases that no one could decipher. Prior to Insights, customers were scrambling (and often guessing) for ways to prove the business benefits they were achieving from RPA, especially when it came to showing off their program’s successes and achievements to leadership.

Without the ability to show those KPIs in visually appealing dashboards, they found it really difficult to justify further investments even when they knew the value RPA had brought. We understood these challenges and created a product that merged together all data sources a customer could need when looking at UiPath data while still allowing them the ability to customize their calculations according to their business requirements.

How have you and your team solved this need?

If you ask an IT manager what metrics are important to them when thinking about their RPA deployment, they’ll focus on things like the success rate of the automation, robot errors, execution times, mostly operational KPIs. If you were to ask a business leader the same question, they’ll come back with something regarding money or benefits to their business. These two audiences have a completely different set of criteria for measuring RPA, so how can we expect them to gain value from the same dashboards?

Insights include a set of out-of-the-box dashboards that are meant to cater to every flavor of the user. We have our operational dashboards – processes, queues, licensing, and robots, as well as an ROI dashboard that is meant to be used as a template for a business to calculate time and money saved.

You can view all of the dashboards as templates, they’re meant to be customized. Every user has the power to create their own go-to dashboards, either by dragging and dropping widgets from the existing set or just starting from scratch. Our data model covers the operational aspect (such as success rate) with our default schema, while also creating new custom tables for every process and queue that contains customer-created variables (like invoice processing-related fields).

We specifically included this functionality to break down the barrier between combining business and operations data, as we take care of the complicated data processing on the backend and leave users with the fields they need to build business dashboards.

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What’s next for you and the Insights team?

I’m incredibly excited about what's coming over the next few years. First and foremost, we recognize that the future of RPA is in the cloud so our key goal is making a cloud Insights product. Aside from just where the product is hosted, we want to expand measuring and reporting for our entire UiPath platform. Over the next few releases, you’ll see more and more of our products sending data and having dashboards inside of Insights.

If you want to further explore RPA analytics, check out the UiPath Insights webpage.

About UiPath

UiPath is a global software company that develops a platform for robotic process automation. Named a 2020 CNBC Disruptor 50 company, UiPath was recognized as the fastest-growing technology company in the Americas according to FT Americas’ Fastest Growing Companies 2020 and named the top company on Deloitte’s 2019 Technology Fast 500, a ranking of the fastest public and private technology companies in North America.

About Michelle Yurovsky

Michelle Yurovsky is the Product Lead for Analytics at UiPath. Her extensive experience in tech and RPA has made her a key resource speaker and panelist where she shares her passion and love for the industry.


How the Unix philosophy gave us Web Apps instead of more SaaS products

Apps aren’t just micro softwares. They’re software for a purpose.

The tipping point was in May of 2011.

For the first time, the same number of people searched for app-as-software ending software’s decades-long reign as the popular term for the stuff we run on computing devices.

Program, application, software, applet, all replaced with a three-letter-word.

When Steve Jobs unveiled the iPhone App Store in 2008, it not only changed mobile development, it also changed the way we talk about software. Suddenly software invoked the old, boxy, expensive desktop relegated to the office desk. App invoked the new, the future, the next big thing you downloaded and tell others they should try. Software’s never been the same.

Yet perhaps software was the branding misstep. Apps were the software we were supposed to have all along.

What is software?

Software vs app via Google Trends

Software is “the programs (or series of coded instructions) and other operating information used by a computer”, or so says the Oxford dictionary.

Applications, then, are “a program or piece of software designed and written to fulfill a particular purpose of the user.” And app is a shortened form of the word.

Software does everything, the more at once, the better. You wanted the most bang for your buck when you bought software in a box. Even a single program wasn’t enough—Microsoft Office, Adobe Creative Suite, and more came as a bundle. You installed one thing to do everything.

Apps do a single thing, something that makes perfect sense on mobile with smaller screens and lower priced programs. A clock program might seem ridiculous on a computer; a clock app that does nothing more than tell the time seems normal on a phone.

One app, one purpose.

You might then string them together. Text your friend about grabbing dinner, then open Yelp to find a good spot, tap a link to Google Maps to get directions, then tap their phone number to open your Phone app to make a reservation.

“There’s an app for that” wasn’t just a slogan. It restated an early philosophy that dated back before personal computers, to “make each program do one thing well.”

And with that, mobile apps brought computing back to the original Unix theory.

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For the first time, the same number of people searched for app as a software ending software’s decades-long reign as the popular term for the stuff we run on computing devices. Program, application, software, applet, all replaced with a three-letter-word.

When Steve Jobs unveiled the iPhone App Store in 2008, it not only changed mobile development, it also changed the way we talk about software. Suddenly software invoked the old, boxy, expensive desktop relegated to the office desk.

Apps invoked the new, the future, the next big thing you downloaded and tell others they should try. Software’s never been the same.

Yet perhaps software was the branding misstep. Apps were the software we were supposed to have all along.


One thing at a time.

The Gmail compose window—and the Unix Mail command

Long before there was a computer on every desk, much less every pocket, the Unix philosophy in the 1970’s declared, essentially, that apps should: 

  1. Do one thing well, so you build new apps instead of adding new features.

  2. Speak the same language, so one app's output can be another’s input.

  3. Iterate rapidly, so developers can test and discard anything that doesn't work well.

  4. Lighten tasks, even if that requires building new tools to support the original idea.

Original software was simple, partly out of necessity, partly by design. There wasn’t much need for folders and tags in the email app, the mail command that still lurks in Terminal today. All it needed to do was to send and and receive email.

The Unix philosophy said that was enough for one program. Imagine you wanted to send an email newsletter. Unix said don't add a feature. Instead, you could list your email addresses in a text file, your email body in another, and edit both with V1.

Then you could make a new program that would read both files, and send individual messages using the sendmail command.

You don’t need to reinvent the wheel; you only need to invent the one new missing thing. You’d move fast without breaking as many things.

Decades before there was an app for that, there was a command for that. You’d string commands together to get work done.

Software interfaces abstracted it all away. Perhaps internally, they would still use the same commands to send mail and do other tasks.

But to the user, the software was a monolith, a black box that did it all by itself.

Software that never sleeps.

Segment, Zapier, and other no-code tools let software talk to each other

Then Hotmail showed up in 1995, Salesforce in 2000, Google Docs in 2005, Dropbox in 2007. The web app race was on. Everything that could be done on the desktop could instead be a web app that worked on every computer.

Web apps took software back to their roots, again at first by necessity. They were simple tools focused on one thing at a time.

They started as a way to to build cross-platform software that worked equally well on Windows, Mac, and Linux (and mobile, once that revolution came along). But web apps quickly found their core competency as collaborative software that was better since it could be used together.

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The web apps built around collaboration took off and turned into positional software, business software that, for once, went viral.

Those web apps were, increasingly, built Unix style on the backs of other, simple apps. Code running on Amazon EC2 fetching data from S3, authenticating users with Google and Twitter, sending SMS messages with Twilio and emails with Sendgrid, accepting payments with Stripe, using Segment to send data to other apps, and on and on it goes.

It’s apps all the way down, one little service after another doing its part to keep the whole thing running. Some of the most valuable SaaS startups from the past decades haven’t been software consumers use directly—they’ve been the services that support the app ecosystem, Unix style doing-one-thing-best style apps that make the bigger apps possible.

Underpinning it all is the 2nd Unix philosophy of text outputs, so the data one app exports can be imported by another. That’s how you can export your address book from Outlook and import it into Gmail, and it’s the same principle that lets web APIs connect software with built-in integrations and connection tools like Zapier, IFTTT, Segment, and more.

Yahoo Pipes had the idea right in 2007, albeit a bit before web apps were ready to support it. It was based around RSS feeds and CSV exports, and let you remix the data into anything you wanted. Then as more web apps added APIs with webhooks and endpoints with JSON and XML outputs to share data, tools sprung up to translate each app’s APIs and connect web apps together.

And an entire field of no-code development blossomed around apps communicating on their own.

Web apps won at first by letting people communicate together. Then with APIs, they cemented their position and replaced desktop software by letting apps communicate, too.

It was easier than ever to build tools focused on doing one thing well, when you could outsource every non-critical function to other app’s APIs, and let your users expand your app by connecting it to any other tools they already used.

Software got back to where it’d started in Unix, just in time for a rebranding.

What’s in a name.

The word software had been under fire for years. Java applets started the trend; they weren’t software, they were something lighter, something simpler. Then came what were first called web applications, the newer software that ran in your browser.

The Basecamp team shortened it to “web-app” in 2005.

Salesforce founder Marc Benioff perhaps did the most towards the switch, branding his tool as the end of software with a logo to match. He then registered AppStore.com as the original name for Salesforce’s AppExchange that launched in 2006. It was only a matter of time before web app became the default new term.

And it spread from there. One day apps were things on our phone; the next, they were everywhere. One day software lived on its own; the next, our apps were talking to each other, automating work together.

Software the word is still around, though increasingly hidden inside acronyms like SaaS and CMS. Apps won—it’s searched over 5 times as often as Software is today.

“You still make software; you just deliver it differently,” Benioff recalls press complaining about Salesforce’s No software campaign. The delivery, though, is what made all the difference.

It not only changed how we talk about software, it changed how we think about them, how we imagine they should work.

And now, there’s an app for everything.

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You can become a Maker. You can create anything.

The No Code revolution is making technicians out of non-technical people.


The increasing power of “no-code” tools will lead to an explosion in the number of niche, B2B software businesses. The current venture capital model isn’t a good fit for these businesses, however. As a result, there will be an increase in demand for alternative funding models. As these businesses mature, more and more players will seek to acquire them to benefit from their consistent cash flows, leading to a boom in micro private equity.

A new era of entrepreneurship

It’s easy to discount the power of new tools (especially any referred to with the easy-to-dismiss misnomer of “no-code”), so let me start by grounding this prediction in a recent conversation I had with the owner of a small design and architecture firm.

Over the past 15 years, this firm has developed some stunning technology that enables them to construct homes five times faster than a normal developer. They design every part off-site on the computer, manufacture it with a CNC machine on-site, and fit the pieces together like a puzzle. The technology is a marvel.

Which is why I was surprised when the owner lamented that the biggest challenge facing his firm was something so mundane: budgeting.

Construction is a complicated business with tight margins, and construction budgets need to evolve alongside shifting client expectations and real world realities (weather, missing parts etc.). The team had looked everywhere for a budgeting software solution that would meet their unique needs. They finally found one that almost worked, but it was imperfect, bloated with additional features, and cost $160/user/month.

Then, somebody at the firm came across a few “no-code” tools, namely Airtable (disclosure: I work for Airtable) and Zapier. They used these tools to build a budgeting solution that fit their needs. Once they got it working, they cancelled that other software subscription and haven’t looked back.

During our meeting, the owner demoed the budgeting system they had built and it was truly impressive. It was hacked together, no doubt, and somewhat fragile, but the fundamentals of the solution were all there. What was particularly impressive was that there were no software engineers on the team. Just some entrepreneurial-minded people with a deep understanding of their unique problem and access to the tools to build a solution.

My immediate reaction:

I wonder how much they could charge other design and architecture firms for this solution?

Realistically, they couldn’t sell it as is. As is often the case with “no-code” solutions, they would need to add some additional features with…dare I say it…code. But with these tools they had done a lot of the hard work. They had already designed the underlying database schema and the business logic required. They had de-risked the solution by using it, and evolving it over time, in their own business. They knew their target market.

They were so close.

That’s when I realized that I was seeing the model for a new era of software entrepreneurship playing out in front me. And these entrepreneurs exist in every industry, in every department. They’re hiding in plain sight.

This is where others may disagree. But experiences like the one described above have me convinced — the increasing power of “no-code” tools means we’re moving from a world where only programmers can build software to a world where any knowledge worker can build software.

So, what’s scarce in a world where everybody is empowered to build software? Design/UX, go-to-market, and deep industry expertise. In particular, I imagine industries that are undeserved by software will be fertile ground for the next cohort of entrepreneurs. Just like the owner of this design and architecture firm, there are countless entrepreneurial-minded people who deeply understand the problems their industry faces, but just haven’t had the tools to build solutions until now.

Many of these people will build solutions for their companies, take the promotion, and keep working. However, some of these builders will recognize that they can sell these solutions, and will seek to start companies to capture the value that they have created.

This is what will lead to an explosion of niche B2B software companies.

The rise of venture capital alternatives

Venture capital firms aren’t well set up to fund these types of businesses. Given the limited addressable market that these businesses will be going after, they won’t bring the potential for billion dollar outcomes that makes the venture capital business model work. That doesn’t mean these won’t be amazing, life-changing businesses for the founders! But, as my former team over at Founder Collective reminds entrepreneurs again and again, venture capital is a hell of a drug and it’s not for everyone, rightfully so.

As a result, I expect we’ll see an increase in demand for alternative funding models in the next few years. Here are a few interesting models that I expect will start to (or continue to) gain prominence:

  • “No-code” startup studios: Turning these solutions into businesses won’t be trivial, and the startup studio model may actually work well here. The “no-code” founder could bring the de-risked solution and industry expertise. The studio could augment that with a bit of funding, go-to-market expertise, cheap dev resources, and design/UX chops. I haven’t seen any of these studios crop up yet, but would be very interested to talk with anyone thinking about this space.

  • Revenue-based financing: Indie.vc and Earnest Capital are both experimenting with new forms of revenue-based financing, that trade cash for a fixed multiple and residual equity. This isn’t a new model, revenue-based financing has existed for a long time, but they are the first players that I know of who are explicitly targeting early stage entrepreneurs with riskier business profiles.

  • Debt: Businesses with predictable, recurring cash flows are also the perfect vehicle for debt (as Alex Danco and Ali Hamed have both written about recently), especially if you can fund an investment that has predictable return (e.g. Clearbanc’s model of funding performance marketing).

In short, I predict that “no-code” tools will empower a new type of entrepreneur, enable a new model for entrepreneurship and catalyze a renewed interest in alternative funding models. Downstream of this, micro private equity shops will rise to acquire these cash flowing businesses at a scale we haven’t yet seen.

However, it’s still early. I may be wrong. And I’d love to discuss and debate these ideas more! In particular, here are some questions that I’m interested in digging into:

  • What other alternative funding models exist today? Who is doing this particularly well? Where are there gaps?

  • The transition from — “I built this great solution” to “I turned this solution into a thriving company” — is not simple, though I do think “no-code” tools make it easier than before. The startup studio model may help here. Who is working on this? What other opportunities exist in this space to help these entrepreneurial-minded folks turn their solutions into companies?

  • As the barrier to creation lowers, I imagine we’ll see more and more copycats. How does that dynamic factor in?

  • How will these changes impact the micro private equity environment?

This article was originally seen on Medium by David Peterson (Partnerships @ Airtable).



Also, these each deserve their own post, but here are some other ancillary predictions and opportunities for new entrants:

  • Software development / product design consulting firms will get disrupted: at the lower end of the market, software development firms will be disrupted by “no-code” consulting firms that can build “good enough” solutions faster and cheaper. If you’re starting one of these (or thinking about starting one), I’d love to chat.

  • ‘“No-code” operations’ will be the next hot job at early stage companies: if you can hack together quick solutions to problems with “no-code” tools, your time has come. I don’t know what the right title is for this role — “operations” seems too generic to me — but I wouldn’t be surprised if every early stage company is trying to hire somebody with this skill set in 2021.

  • “No-code” bootcamps will explode in popularity: there will continue to be demand for coding bootcamps, but I can imagine “no-code” bootcamps competing quite handily for students who aren’t sold on coding as their ultimate career path and are after the “operations” jobs mentioned above. Makerpad.co is an early example of what this might look like.

Why 95% of Fortune 100 Companies Have Adopted Robotic Process Automation (RPA)

Accountants and Finance Professionals need to be ready first

Most organizations in the current society thrive in automation to improve their performances through enhanced efficiencies and productivity. The customization of the automation is through the Robotic Process Automation (RPA) which is the basis for the internal audit professionals.

RPA is a major form of digital optimization assisting in the enhancement of next-generation digital technologies. The purpose of this article is to explore how Robotic Process Automation through upskilling impacts culture.

RPA enables productivity improvement and is going to change the fundamentals of how businesses operate. The accounting system requires computational skills for processing of various accounting tasks such as ordering Cash and Record to report Cycles, and Pro to Pay.

The intelligent automation implementation through the application of Artificial Intelligence (AI) helps in the promotion of the entire RPA process.

The process enables the accountants to gather much knowledge in the current technological changes in society to help them perform their tasks. The need for different skills depends on how the technology is going to change the human culture to make the young generation updated to the technology else no compatibility or understanding of the technology by the generation. Artificial intelligence influences future work both positively and negatively.

Positively it increases the productivity of various organizations within the implemented automation motivating the employees’ productivity. The negative aspect of AI is the deletion of more job opportunities for employees in various organizations since most of the tasks would be automated cause a lack of job opportunities in the future.

Organizations within the Advanced and Maturing Stages in their application of RPA for Business Activities

The reskilling or upskilling process in society is an important initiative enhancing the current workforce to gather various soft skills. It helps in the fulfillment of automation’s productivity potential holding the key to unlocking organizations responding to the exiting current technological adjustments. The massive knowledge of the soft skills by the workforce makes them more customer-oriented and focused that being computer savvies. The technique enables individuals to get more information on its positive impacts and vitality to the existing business operations in the current information technology-oriented technology.

Most business in the society needs to adopt the current change in technology by embracing the Robotic Process Automation (RPA) to compete with the market because of the shift in the major business operations (Moffitt, Rozario & Vasarhelyi, 2018). Upskilling assist in the automation, process which greatly drive the workforce productivity in various organizations in the society.

Most of the organization's ambitions include increased productivity through embracing the current technology supporting RPA showing the improvement of workforce productivity as the major objective.  Organizations with high up-skilling initiatives have a greater level of workforce productivity and the potential future expansion in their areas of specialization.

According to the recent survey about the organizations with advanced upskilling programs versus the ones at the early program phases, the organizations with high up-skilling techniques are highly productive. This reflects the improvement workforce and future productivity through the upgraded business skills provided by RPA. The research reveals 46 percent of increased productivity within organizations with improvement in upskilling techniques while 35 percent for the ones with developing up-skilling techniques.

There is high success in RPA through full up-skilling initiatives productivity gains for most organizations since it is a form of elevating the employees’ morale.

The positive influences of full-scale up skilling initiative

How up skilling improves employees’ performance

Upskilling is a vital progress program for most organizations as it supports the automation process while improving the organization's productivity and workforce improvement. It is ineffective if the organizations fail to recognize the process because of its appropriate techniques to streamline business operations (Crummenerl, Buvat, Ghosh, Yardi, & Khadikar, 2018). Recent surveys suggest the requirement for space for maneuverability and improvement of upskilling programs as an international success. However, 54 percent of junior-level employees do not feel that upskilling are great success attributing it to partial success or unsuccessfulness. Most of the employees complain of no chances and opportunities to exhaust the new technological implementations to improve their skills. There is a high need for soft digital skills within the current society to enhance the digital world and define how the future would look like. Therefore, upskilling is vital in every organizational aspect. Individuals need resilience and the ability to shift from one thing to another easily to promote learning and organizational developments which is massively a better option for organizational progress.

 The process helps in the development of the human and society through a long-term perspective assisting in overcoming natural constraints. The new-found skills through the process help in unearthing the unexplored organizational potentials making the employees gather new skills and strong knowledge in various fields of operations. Up-skilling helps the organizations to possibly adopt new performances and roles which immensely motivate the available workforce by elevating their confidence for high productivity and job security. It enables the organizations to invest more in technology and automation leading to their massive success trajectories in the current information technology era.

Conclusively, expansion and high productivity is the goal of any business venture or organization. Both the RPA and upskilling, techniques assist many organizations in their missions towards development initiatives. The technologies advance the operations of the organizations improving their productivity and workforce motivation enhancing the future work types. The techniques enable organizations and employees to get more information on their positive influence and vitality to the existing business operations in the current information technology-oriented technology. RPA is a tool for productivity through its utilities and wider support to the current digital changes in the organizations. It motivates automation reflecting the possibilities of future work improvement with major organizations and a boon for productivity increment (Vainio, 2019). RPA helps in the facilitation of the creation of a digital-enabled workforce focusing on the enhancement of human skills and capabilities of the analog-based work structure. It functions through taking repetitive tasks offline resulting in more fulfilling job opportunities by the creation of real-time access to data and computational tactics.


Crummenerl, C., Buvat, J., Ghosh, A., Yardi, A., & Khadikar, A. (2018). Upskilling your people for the age of the machine: Why a workforce upskilling strategy is key to unleashing automation’s productivity potential.

Moffitt, K. C., Rozario, A. M., & Vasarhelyi, M. A. (2018). Robotic process automation for auditing. Journal of Emerging Technologies in Accounting15(1), 1-10.

Peck, J. (2017). Offshore: Exploring the worlds of global outsourcing. Oxford University Press.

Vainio, J. (2019). Developing procurement processes with RPA in a large international procurement organization: case study in an energy utility company.

Inevitable Disruption caused by RPA

Organize for the Future is a newsletter post brought to you by RPA Tools: The Leaders in Automation for the SME marketplace. Reach out to see how we can help your business be successful.

Given the inevitable disruption caused by RPA, business leaders should focus on a few key implementation principles: automate as much as possible, focus on front-end processes, maximize productivity, and aim for 100% auditability.

RPA can help companies organize themselves for the future. It is a foundation for machine learning, artificial intelligence and a more autonomic enterprise.

Infographic of the Week

How Might RPA Improve Business Processes?

How Might RPA Improve Business Processes?

Leaders in RPA Interview Series (VIDEO)

New Billionaire Daniel Dines Is Boss Of The Bots | Interview with UiPath CEO

New Billionaire Daniel Dines Is Boss Of The Bots | Interview with UiPath CEO

UiPath recently garnered a $7 billion valuation by selling bots-blocks of code that automatically carry out repetitive tasks and known as “Robotic Process Automation,” or RPA. Companies are vying for RPA, and the demand has made Dines a billionaire.

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How Accountants will be affected by Technology

How Accountants will be affected by Technology

The rise of Robotics and AI | Part I (Scroll Down For Part II)

The rise of Robotics and AI | Part I (Scroll Down For Part II)

Redefine Banking with Artificial Intelligence | Whitepaper

Redefine Banking with Artificial Intelligence | Whitepaper

The digital revolution is transforming nearly every industry; affecting the way we serve our customers, manage our operations, engage our workforce, and grow our businesses. Yet, much of our work is still being done. through antiquated processes and legacy systems that are failing to deliver on the new levels of business agility and efficiency that are the key drivers of success for today’s modern enterprise.

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The RPA Digital Workforce Guide

The RPA Digital Workforce Guide

According to IDC analysts, within the next two years, two-thirds of Global 2000 enterprise CEOs will have digital transformation at the center of their corporate strategy; over the next three to five years, the percentage of enterprises with digital transformation strategies and implementations will more than double.

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The rise of Robotics and AI | Part 2

The rise of Robotics and AI | Part 2

Become an RPA Tools Expert

The Five Senses of Intelligent Automation | RPA Tools

The Five Senses of Intelligent Automation | RPA Tools

Are You Prepared for the Automated Workplace?

Are You Prepared for the Automated Workplace?

Robotic Process Automation 2019 Use Cases

Robotic Process Automation 2019 Use Cases

The impact of Robotic Process Automation on a company’s operations and competitive positioning is significant on a number of fronts: economic value, workforce advantages, quality and control improvements, and flexible execution. In fact, a couple of RPA’s greatest benefits are often overlooked: its ease of deployment and the speed and agility it confers on the enterprise.

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Most Interesting Research We Found

Industries Will Thrive Thanks To Millennials | Weekly Insights Report

Industries Will Thrive Thanks To Millennials | Weekly Insights Report

Millennials are one of the largest generations in history, and they’re on the cusp of their prime spending years. These industries will thrive because of them. This is the “Interesting Research Find of the Week”!

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More Interesting RPA Content...

Refind: A New Category of Content

We read the news to see what’s happening in the world right now. We check our social network to see what’s happening among our friends. We search when we know what we’re looking for. And to see what has happened around the web that’s most relevant to us, we go to our relevance place.

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Share An RPA Newsletter - Contrarian and Optimistic

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