Robotic Process Automation vs Business Process Management — Two Solutions. One Goal.


For organizations around, achieving digital business transformation is not an overnight process. Success in business is tough.

Businesses do a lot to safeguard future revenues. One endeavor is to constantly explore ways to improve operational efficiency. Nothing is constant. From customer demand to technology, skill sets to different ways of financing — everything changes.

To maintain an edge over your competitors, businesses must constantly evaluate their processes, introduce change where necessary, and use technology with process management to improve existing processes.

Businesses define processes deliverable with desired Service Level Agreement (SLAs) or Product specifications that fulfill customer demands. And then they gear up their processes to fit into the customer satisfaction paradigm. Having great processes KPIs may be good, but there is always an opportunity to get better. And it isn’t about individual processes, it’s all about the orchestration of upstream and downstream processes to generate the desired outcomes.

Process management practitioners examine ways to streamline operations, reduce waste, and cut costs to improve and introduce discipline to the organization’s daily operations.

How the transformation is affected depends on several factors -

  • Process maturity
  • Technology landscape
  • Leadership

Business Process Modeling and Analysis in recent years has proved to be useful in the systematic effort to define a process specification.

Business Process Management — the Traditional Way

BPM is a deliberative discipline used to manage process improvement and includes the use of process discovery, mapping and modeling, metrics, key performance indicators (KPI), collaboration, decision-making, and process monitoring. BPM involves business activity flows (workflows), systems, and people such as employees, customers, and partners within and beyond the enterprise boundaries.

The key benefits of BPM are:

  • Businesses gain insights about the implications of how work is performed
  • Processes can be tested, issues identified and ironed out before real-world implementation
  • Improved cost-efficiency, productivity, scheduling, that positively impact service and product quality, time-to-market, customer satisfaction, employee competence, brand image, and overall business agility
  • Better reporting, process metrics, and business insights
  • Provides the basis to evaluate the new technology implementation

Processes are created with a need to execute a task. Customer-centricity is not the focus. BPM reverses this trend. BPM practitioners model the customer requirements and expectations into the process. The process metrics are benchmarked basis the requirement and expectations. Processes are formulated that are coherent with the organization’s business strategy, aligned to its resources, and that operate within the defined metrics. Any future technology implementation also refers to this process framework.

Processes vary from simple unstructured human-driven fulfillment flows over email, phone, or in-person to controlled workflows systemized and enabled by IT. Many BPM methodologies are applicable across the process spectrum; Case management, Event-Action-Condition rules, and Workflow automation. BPM today has evolved into a combination of process modeling, process automation, process orchestration, and continuous process improvement.

Businesses seek to improve operational efficiency by automating repetitive and time-consuming tasks. The business case for automation seeks efficiency and ROI by eliminating waste, improving process-cycle times, reducing errors whilst simultaneously improving data quality.

Robotic Process Automation (RPA) is an important technology in the Business Process Automation (BPA) spectrum which is non-invasive and works within the existing IT landscape, is easy and fast to code and implement, and is relatively less costly.


RPA and BPM do different things and are complementary. Both target digital process automation but solve different problems. RPA is a subset of BPM and some would argue BPM and RPA cannot be compared with each other. However, RPA has evolved in a way quite distinct from the usual BPM approach, and it is worthwhile to appreciate these differences.


Almost everybody agrees that organizations will have to embrace automation to be competitive, to survive. The need for Process discovery, standardization, workflow-integrations, and orchestration has increased to meet the objectives of a more automated workplace. The human workforce is increasingly being complemented by a digital workforce. Under the hoods what makes it possible is exceptional process governance facilitated by BPM methodologies, a set of fine technologies for automation enablement and leadership that can steer the organization through these groundbreaking times.

BPM can leverage RPA capabilities to automate and orchestrate a wider array of workflows. RPA complements BPM by bridging core business systems with disparate enterprise applications.

We’ll soon see some of the most successful automation deployments combine BPM with RPA for systems integration and digital transformation.

Get started on your RPA Journey — Talk to our RPA Experts and see how you can get started.



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