Advertisement

Enabling Digital Transformation Through Robotic Process Automation at Deutsche Telekom

  • Manfred Schmitz
  • Christian Dietze
  • Christian Czarnecki
Chapter
Part of the Management for Professionals book series (MANAGPROF)

Abstract

  1. (a)

    Situation faced: Due to the high number of customer contacts, fault clearances, installations, and product provisioning per year, the automation level of operational processes has a significant impact on financial results, quality, and customer experience. Therefore, the telecommunications operator Deutsche Telekom (DT) has defined a digital strategy with the objectives of zero complexity and zero complaint, one touch, agility in service, and disruptive thinking. In this context, Robotic Process Automation (RPA) was identified as an enabling technology to formulate and realize DT’s digital strategy through automation of rule-based, routine, and predictable tasks in combination with structured and stable data.

     
  2. (b)

    Action taken: Starting point of the project was the aim to implement DT’s digital strategy. In an early stage of the project, it was decided to utilize RPA as enabler, in particular to drive digitization and automation of transactional activities. From a methodical perspective, the set-up and conduction of the RPA project was structured into (1) organization and governance, (2) processes, and (3) technology and operations. From the content perspective, the RPA project defined and implemented a multitude of detailed RPA use cases, whereof two concrete use cases are described.

     
  3. (c)

    Results achieved: Within less than 6 months from the project start, the first transactions were performed automatically through RPA. In March 2016, approx. 229 thousand automatic transactions were successfully realized. Since then, the number of automatic transactions through RPA per month has been increasing significantly. The increase of automatic transactions per month was realized through a growing amount of usage of RPA in different process areas of DT. Within 1 year, the number of automatic transactions per month has been increased to more than 1 million.

     
  4. (d)

    Lessons learned: The case provides an example for a concrete technology-induced change as part of a digital transformation. The concept of RPA provides an opportunity to automate human activities through software robots. The lessons learned utilizable for future RPA projects are: (1) Agile design and implementation are important for a successful digital transformation. (2) Understand technical innovations as enabler of the digital transformation. (3) Investigate technical and organizational interrelations from the beginning. (4) RPA is more than a pure cost cutting instrument. (5) The impact of RPA on the people dimension should be managed carefully from the beginning.

     

References

  1. Allweyer T (2016) Robotic process automation–Neue Perspektiven für die ProzessautomatisierungGoogle Scholar
  2. Bandara W, Guillemain A, Coogans P (2015) Prioritizing process improvement: an example from the Australian Financial Services Sector. In: vom Brocke J, Rosemann M (eds) Handbook on business process management, vol 2. Springer, Berlin, pp 289–307Google Scholar
  3. Becker J, Uthmann CV, zur Mühlen M, Rosemann M (1999) Identifying the workflow potential of business processes. IEEE Comput Soc:10Google Scholar
  4. Bruce G, Naughton B, Trew D et al (2008) Streamlining the telco production line. J Telecommun Manag 1:15–32Google Scholar
  5. Bub U, Picot A, Krcmar H (2011) The future of telecommunications. Bus Inf Syst Eng 3:265–267.  https://doi.org/10.1007/s12599-011-0178-0 CrossRefGoogle Scholar
  6. Carter L (ed) (2013) The change champion’s field guide: strategies and tools for leading change in your organization, 2nd edn, and updated edn. Wiley, San Francisco, CAGoogle Scholar
  7. Czarnecki C (2018) Robotergesteuerte Prozessautomatisierung. In: Gronau N, Becker J, Kliewer N et al (eds) Enzyklopädie der Wirtschaftsinformatik – Online-Lexikon, 10. Auflage. GITO Verlag, BerlinGoogle Scholar
  8. Czarnecki C, Dietze C (2017a) Domain-specific reference modeling in the telecommunications industry. In: Maedche A, vom Brocke J, Hevner A (eds) Designing the digital transformation. Springer, Cham, pp 313–329.  https://doi.org/10.1007/978-3-319-59144-5_19 CrossRefGoogle Scholar
  9. Czarnecki C, Dietze C (2017b) Reference architecture for the telecommunications industry: transformation of strategy, organization, processes, data, and applications. Springer, New YorkCrossRefGoogle Scholar
  10. Czarnecki C, Winkelmann A, Spiliopoulou M (2010) Services in electronic telecommunication markets: a framework for planning the virtualization of processes. Electron Mark 20:197–207.  https://doi.org/10.1007/s12525-010-0045-8 CrossRefGoogle Scholar
  11. Dumas M, La Rosa M, Mendling J, Reijers HA (2013) Fundamentals of business process management. Springer, BerlinCrossRefGoogle Scholar
  12. Groover MP (2008) Automation, production systems, and computer-integrated manufacturing, 3rd edn. Prentice Hall, Upper Saddle River, NJGoogle Scholar
  13. Grover V, Saeed K (2003) The telecommunication industry revisited. Commun ACM 46:119–125.  https://doi.org/10.1145/792704.792709 CrossRefGoogle Scholar
  14. Lacity M, Willcocks LP, Craig A (2015) Robotic process automation at Telefonica O2. The London School of Economics and Political Science, LondonGoogle Scholar
  15. Legner C, Eymann T, Hess T et al (2017) Digitalization: opportunity and challenge for the business and information systems engineering community. Bus Inf Syst Eng 59:301–308.  https://doi.org/10.1007/s12599-017-0484-2 CrossRefGoogle Scholar
  16. Matt C, Hess T, Benlian A (2015) Digital transformation strategies. Bus Inf Syst Eng 57:339–343.  https://doi.org/10.1007/s12599-015-0401-5 CrossRefGoogle Scholar
  17. Maximini D (2015) The scrum culture. Springer International Publishing, ChamCrossRefGoogle Scholar
  18. McKenna D (2016) The art of scrum. Apress, Berkeley, CACrossRefGoogle Scholar
  19. Peppard J, Rylander A (2006) From value chain to value network. Eur Manag J 24:128–141.  https://doi.org/10.1016/j.emj.2006.03.003 CrossRefGoogle Scholar
  20. Picot A (ed) (2006) The future of telecommunications industries. Springer, Berlin/HeidelbergGoogle Scholar
  21. Plunkett JW (2016) Plunkett’s telecommunications industry almanac 2017: the only comprehensive guide to the telecommunications industryGoogle Scholar
  22. Pousttchi K, Hufenbach Y (2011) Value creation in the mobile market: a reference model for the role(s) of the future mobile network operator. Bus Inf Syst Eng 3:299–311.  https://doi.org/10.1007/s12599-011-0175-3 CrossRefGoogle Scholar
  23. Rosemann M, vom Brocke J (2010) The six core elements of business process management. In: vom Brocke J, Rosemann M (eds) Handbook on business process management, vol 1. Springer, Berlin, pp 107–122CrossRefGoogle Scholar
  24. Scheer A-W (2017) Performancesteigerung durch Automatisierung von Geschäftsprozessen. AWS-Institut für digitale Produkte und Prozesse, SaarbrückenGoogle Scholar
  25. Schmitz B (2017) Robotic process automation: Leistungsübersicht über am Markt verfügbare Softwarelösungen. Hochschule für Telekommunikation Leipzig, LeipzigGoogle Scholar
  26. Telecommunications Industry Association (2015) TIA’s 2015–2018 ICT market review & forecastGoogle Scholar
  27. Willcocks L, Lacity M, Craig A (2015) The IT function and robotic process automation. The London School of Economics and Political ScienceGoogle Scholar
  28. Willcocks L, Lacity M, Craig A (2017) Robotic process automation: strategic transformation lever for global business services? J Inf Technol Teach Cases 7:17–28.  https://doi.org/10.1057/s41266-016-0016-9 CrossRefGoogle Scholar

Copyright information

© Springer International Publishing AG, part of Springer Nature 2019

Authors and Affiliations

  • Manfred Schmitz
    • 1
  • Christian Dietze
    • 1
  • Christian Czarnecki
    • 2
  1. 1.Detecon Consulting FZ-LLCDubaiUnited Arab Emirates
  2. 2.Hochschule für Telekommunikation LeipzigLeipzigGermany

Personalised recommendations