Abstract
The teaching case addresses the governance of robotic process automation at Nordea, a large banking group operating primarily in the Nordic region. Nordea has deployed numerous software robots, for a wide range of business processes, from transaction-processing work and both internal and external reporting all the way to interaction with end users in handling of General Data Protection Regulation (GDPR)-related queries. The scene is set with a meeting where three people discuss the current state of robotic process automation implementation at Nordea: Group Head of Robotics Agnieszka Belowska Gosławska, Head of Robotic Process Automation Operations Piotr Stolarczyk and Acting Head of Robotics Execution Jaroslaw Motylewski. The presentation outlines several governance-related issues and decision points that must be addressed in connection with any deployment of robotic process automation at somewhat large scale within a company. The key issues are related to the software’s development and maintenance, robotic process automation governance and IT infrastructure. Students who have worked through the case should be able to (1) describe archetypal and hybrid governance modes for robotic process automation and (2) evaluate their advantages and disadvantages for solid infrastructure and effective software development and maintenance.
Highlights
On a sunny Monday afternoon in July, Agnieszka Belowska Gosławska (Group Head of Robotics), Piotr Stolarczyk (Head of Robotic Process Automation (RPA) Operations) and Jaroslaw Motylewski (Acting Head of Robotics Execution) sit down in a cool, air-conditioned meeting room overlooking Helsinki’s ‘Finance Valley’, Vallila
Group headquarters is in Helsinki, where we join our trio
Nordea perceives RPA as an enabling technology for implementation of its company strategy, one geared for efficiency of business processes, and it is the responsibility of the Strategy and Methodology Team to ensure a good fit between pursuit of RPA and Nordea’s strategy
Summary
On a sunny Monday afternoon in July, Agnieszka Belowska Gosławska (Group Head of Robotics), Piotr Stolarczyk (Head of Robotic Process Automation (RPA) Operations) and Jaroslaw Motylewski (Acting Head of Robotics Execution) sit down in a cool, air-conditioned meeting room overlooking Helsinki’s ‘Finance Valley’, Vallila. Nordea perceives RPA as an enabling technology for implementation of its company strategy, one geared for efficiency of business processes, and it is the responsibility of the Strategy and Methodology Team to ensure a good fit between pursuit of RPA and Nordea’s strategy.
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