Abstract
Progressively, most firms enforced multiple IT tools and processes that usually had a mixture of automated and manual steps that repeatedly required a lot of personnel, generated human errors, decreased motivation, degraded productivity, and a huge amount of operational expenses. The automated steps performed had their drawback; thanks to the implementation of multiple IT automation solutions increasing price and integration timelines, and continuous fixing of code to accommodate underlying business logic changes. If any organization changes its rules, it either must employ new workers who will work with new rules or it must offer coaching to existing employees to map the requirements of the latest rules. Both of these ways are labor-intensive. By the utilization of Robotic Process Automation, the corporate places effective employees who can also act like human workers. RPA is a widespread topic within the company world since it possesses the power to understand and adapt their user’s performance; better client satisfaction increased productivity and quality and reduces prices. The utilization of Artificial Intelligence is developing terribly and has already affected the lives of thousands of individuals. The increasing use of automation has changed many lives. From many homes to many offices, everything is automated, the automation is implied virtually to every static operation possible. With the assistance of RPA, one can bring automation to varied dynamic operations also. RPA has recently emerged as a game-changing technology. Since its beginning, it has found its application across multiple industry domains, extending the use cases, and continues to evolve with business necessities. This paper delves into RPA’s application in business, its edges, and future.
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Desai, D., Jain, A., Naik, D., Panchal, N., Sawant, D. (2022). CRM Using RPA UiPath. In: Jacob, I.J., Kolandapalayam Shanmugam, S., Bestak, R. (eds) Data Intelligence and Cognitive Informatics. Algorithms for Intelligent Systems. Springer, Singapore. https://doi.org/10.1007/978-981-16-6460-1_56
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DOI: https://doi.org/10.1007/978-981-16-6460-1_56
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