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UiPath, one of the largest RPA players, filed its S-1 on March, 25, 2023 to get listed on the New York Stock Exchange under the ticker PATH. UiPath is expected to raise $1 billion. After 2023 first quarter, UiPath raised their initial IPO range from $43 to $50 per share, to $52 to $54 per share.

UiPath’s initial public offering (IPO) filing includes important information about the company and the market trends shedding more light on how it became one of the fastest growing software companies in enterprise software. We summarized the highlights:

UiPath’s main activities

UiPath has created an end-to-end automation platform enabling customers to build, manage, run, engage, measure, and govern automation programs. Integrated Computer Vision capabilities, an AI platform, low code development capabilities and a free community edition are prominent features in the market for UiPath.

UiPath’s revenue comes from licenses for its proprietary software, maintenance and support, and professional services. License fees are based on the number of its software users and the number of automations running on its platform.

IPO timing

UiPath is expected to go public sometime between June-September 2023.

Control will remain with the founder, Daniel Dines, .

Through the fundraising rounds, Daniel has kept Class B shares while investors have picked Class A shares. Due to 35 votes assigned to each Class B and 1 vote assigned to each Class A share, Daniel will be controlling ±%91 of votes.

This is similar to the models followed by Facebook and Google where founders retained control in public companies. So far, this has generated significant value for shareholders in the case of mentioned companies. However, one person rule checked purely by stock market regulations and laws is not a very diversified or democratic model of corporate control.

Finally, even though the company is controlled by a single individual, it has not chosen to get listed as a “controlled company” which would have exempted it from certain requirements about its boards and committee.

Stakeholders Customers

UiPath is focused on large enterprises. As of January/2024,

75% of revenues were from 13% of customers (i.e. 1,002 / 7,968). These customers have an ARR of $100,000+

35% of revenues were from 1% of customers (i.e. 89 / 7,968). ARR of these customers was $1.0+ million

Most large enterprises seem to be trying UiPath with limited budgets or using it limited scenarios. Its customer base has exceeded ±8,000 customers including 80% of the Fortune 10 and 63% of the Fortune Global 500. Its large enterprise clients include:

Adobe

Applied Materials

Bank of America

Chevron

Chipotle Mexican Grill

CrowdStrike

CVS Health

Deutsche Post DHL

EY

Generali

KDDI

SBA Communications

Takeda Pharmaceuticals

Uber Technologies, Inc.

Most of its revenues (61%) are from outside the US which is not surprising given that was started in Romania.

UiPath also released a version of its software as a community edition which helps with growing its visibility in the market.

Partners

Though we couldn’t find the numbers in the S-1, we expect most of UiPath’s customer relationships to be initiated by its partners.

UiPath has more than 3,700 business partners including BPOs, System Integrators (SIs) and consultants including Accenture LLP, Capgemini SE, CGI Inc., Cognizant Technology Solutions Corporation, Deloitte & Touche LLP, Ernst and Young LLP, KPMG LLP, and PricewaterhouseCoopers LLP.

UiPath also underlined 3 types of tech partnerships:

Integrations to tech platforms like Adobe, Alteryx built either by these platforms or in partnership with UiPath team

OCR/ NLP and custom ML and AI solutions

Cloud tech providers like AWS, Google, Microsoft Azure

Target market size

UiPath’s market potential estimate relies on the revenues of its best performing customers so it seemed optimistic but not surprising for us. Companies tend to overestimate their addressable market to investors.

UiPath estimates its current market potential to be $60 billion. Underlying assumption is that all companies can spend on RPA in similar levels to UiPath’s highest revenue customers. UiPath’s rationale is that these customers have had the time to implement RPA and gain significant benefit from it and that other companies will also achieve the same.

Their methodology is:

Identification of number of companies with minimum 200 employees in all sectors

Grouping those companies into three segments according their total number of employees

Multiplication of the companies in each segment with their estimated revenue potential. To estimate this, UiPath team segmented their own customer base into three segments as described above. Then, for each segment, they take the 90th percentile of customer Annual Recurring Revenue ARR as of December 31, 2023, among customers with at least $10,000 in ARR. They take this ARR to be representative of the market potential for that segment

Summing the results from each of these segments

UiPath is active in the below markets and based on their total, we estimate their current market to be worth $2-3 billion in 2023:

RPA including AI enabled RPA applications: Current market size is expected to be $1.9bn by Gartner

Process mining: Less than $1 billion since in 2023 this market was still estimated to be ±160 million.

We did not estimate the market potential since it not a measurable figure.

Before new companies adopt RPA, there will be alternatives to RPA which will be preferred by some of these companies.

The companies that have the potential to implement RPA will also be growing along with the overall economy.

Due to the dynamic nature of this, we do not find market potential to be informative. Market size and estimated growth rates are more relevant for estimating growth of industry participants. While the market growth is harder to estimate, UiPath grew its total revenue from $336M in 2023 to $608M in 2023, achieving 81% annual growth*.

Financials Profitability

The company significantly reduced its operating loss from $517M to $110M in 2023*. Keeping losses at these levels, the $1 bn that is planned to be raised would give them a 10 year runway. However, the company will probably want to increase its losses and expand its revenues since it can raise funds relatively easily as a public company.

The reduction in operating loss was mostly driven by

$272M increase in revenues

$103M reduction in sales & marketing spend mainly due to reducing headcount via restructuring and limited conference related costs

$21M reduction in R&D

$18M reduction in G&A

Revenue growth

UiPath is one of the fastest growing companies in the history of enterprise software. It took them ±13 years to reach 1M ARR and just 2 years to reach 100M ARR.

Future

UiPath has been expanding the scope of its offering while other players have been making acquisitions. We expect more activity in the industry since this is still a fast growing industry which attracts the interest of numerous tech giants

UiPath has made acquisitions including these:

Cloud Elements, an API integration platform in 2023.

Process Gold a process mining platform in 2023.

Other acquisitions & partnerships in the RPA space include but are not limited to:

Service Now’s acquisition of Intellibot in 2023

Microsoft’s acquisition of Softomotive in 2023 and its launch of Power Automate as part of its Office 365 offering

Google Cloud & Automation Anywhere partnership

SAP’s acquisition of Contextor in 2023

Impact of Covid-19

As any other automation company, UiPath claims that the pandemic accelerated the adoption of automation and created more opportunity for RPA market. This is hard to confirm quantitatively because the company

was already in a high growth phase at the time of the pandemic. In such cases, impact of events like pandemics are harder to observe when compared to companies more stagnant financial growth.

did not share quarterly revenues before 2023 Q4.

SOURCE: UIPATH s-1

However, based on the available data, it seems that pandemic has not significantly accelerated UiPath’s already impressive growth. As seen above from their S-1, they have quadrupled (i.e. from 700+ to 2,800+) their number of customers in a year (2024-2024) before COVID-19. However, post-pandemic, they have doubled their number of customers in a similar timespan (from 2023 to 2023). However, it is also worth noting that as companies get larger, their growth rates dwindle as it is harder to grow a larger company. Therefore, it is not clear whether the pandemic had a positive or negative impact on UiPath’s growth.

To see all RPA companies, feel free to check out our prioritized, data driven list of RPA companies.

For more info on RPA:

* These are 2023 and 2023 fiscal year figures. Their fiscal year ends in January 2023 and they call that as fiscal year 2023 revenue. We simply called it as 2023 revenue since 11 months of that fiscal year was in 2023.

Sources:

Cem regularly speaks at international technology conferences. He graduated from Bogazici University as a computer engineer and holds an MBA from Columbia Business School.

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Building Better Clouds: Four Lessons From Thefiasco

When your website has become a running joke on late-night talk shows, you know you have a problem. Yet, as CIOs move to cloud architectures, many are worrying that they’ll have a chúng tôi experience themselves.

Of course, website launches fail spectacularly all the time. It’s not uncommon for new apps and sites to crash, hang and frustrate users in a million and one ways. Eventually, the kinks get ironed out, but those ROI projections you presented to the CEO are now a complete fiction.

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This is one of the reasons risk-averse CIOs are hesitant about moving from tried-and-true on-premise systems to cloud ones: fear of the unknown. If an on-premise system goes down, it’s not hard to figure out whose neck to choke. When a cloud application breaks, do you even have the visibility into the infrastructure to know what went wrong?

Here are four lessons you can learn from the chúng tôi fiasco to help guide you as you adopt, migrate to, and build cloud applications.

One thing overlooked as we discuss how profoundly chúng tôi failed as a site is that contractors were not able to tap in to the efficiencies of cloud providers like AWS, which until very recently was considered too insecure for federal purposes. Thus, legacy providers such as Oracle, Quality Software Solutions, Booz Allen and CGI Federal were tasked with building a patchwork chúng tôi system that hearkens back to the late 90s.

You know that old IT saying: “No one gets fired for choosing [Big Name IT Company].” True enough, but, unfortunately, chúng tôi missed its chance to create a streamlined, agile, cloud-based infrastructure, believing instead that this approach would be too risky.

Most organizations fear moving too quickly with new technologies. Sometimes the truly risky option is moving too slowly and sticking with the status quo, especially when the status quo is quickly disappearing in the rearview mirror (unless you’re stuck in the slow lane, of course).

It’s been more than a dozen years since a few top-tier software developers met at a Utah ski resort and came up with the Manifesto for Agile Software Development. Yet, the very term “agile development” seems to be one that doesn’t translate into chúng tôi development-speak.

“It’s important to engage service providers with experience in agile delivery methods that can effectively act as a catalyst for transforming delivery capabilities,” said Craig Wright, a principal at consulting firm Pace Harmon. “Ensure that outsourcing agreements include meaningful expectations around agile service delivery performance structures and relevant provisions to hold service providers responsible for quickly responding to changing needs, aggregating their services into an ecosystem-wide, seamless end-to-end service experience for users.”

A lingering question in my mind is: didn’t anyone see this coming? Good developers know about the bugs they ship. They may not have caught them all, but they know they’re in there and that they’ll have to fix them sooner or later. Typically, the product has reached “good enough” status, so shipping even with some bugs isn’t that big of a risk. Let’s just call this the Microsoft model, and that’s not a slam on Microsoft.

However, the Microsoft model dictates that the product is “good enough,” or that it actually works. It may not work perfectly, but if they’re shipping a browser, you can actually browse the web with it.

Judging from all of these chúng tôi “glitches,” you have to conclude that QA engineers must have all been furloughed during the government shutdown.

“It is clear to us, by the types of issues consumers are experiencing with chúng tôi this past month that the site was not fully tested,” said Tom Lounibos, CEO of SOASTA, a provider of test automation and monitoring tools. “One of the most common problems in website development is the focus on the speed of delivery versus the quality of the end-user experience.”

One of the rumors circulating this week is that Verizon will be tapped to fix chúng tôi But there’s a problem buried in that solution. It’s not always easy to jump ship this far into a project. The existing contractors, including GCI Federal and Booz Allen, will have to release their proprietary code to Verizon (or to whomever the fixer ends up being). That fact alone makes the repair more complicated and difficult.

As you evaluate various cloud providers, platforms and tools, it’s worth putting “open source” on your list of selection criteria. Then, if something goes wrong, it’ll be much easier to throw the fools causing the problem overboard and bring someone else in who can take the helm without a lengthy transition period.

Jeff Vance is a technology journalist based in Santa Monica, California. Connect with him on LinkedIn, follow him on Twitter @JWVance, add him to your cloud computing circle on Google Plus, or just shoot him an old-fashioned email at [email protected].

Four Marketing Lessons From Consumer Inbox Behavior

UK DMA’s survey reveals key insights for email marketers

One of the challenges for email marketers is to stop thinking like email marketers.

A lot of assumptions about best practices are based on our collective view of just what’s going on inside consumer inboxes. But this view is biased by what’s going on inside our own inboxes.

If you’re an email marketer, you’re probably an online regular with a heavy duty email account or accounts. The same can’t be said of the proverbial man and woman in the street: the people who typically get the actual emails.

Our email experience is not their email experience.

Or is it?

Truth is we don’t really know.

Surveys of end users can, however, help correct our misconceptions. They provide important insight into how we might adapt our email campaigns to the reality of end-user chúng tôi the benefit of the email bottom line.

The UK DMA, chúng tôi and Alchemy Worx recently released the 2011 edition of the Email Tracker Report, which surveyed 1,800 UK consumers on their inbox activity and habits, responses and attitudes to commercial email, use of mobile email, and their social sharing behavior.

The numbers include a few surprises. For example, it turns out most people do not use email during their working day.

Lesson 1: The wider relationship is important

Survey result: Over 60% of respondents are signed up to 10 or fewer senders.

People enter relatively few email relationships when you consider the total number of brands (i.e. potential senders) they interact with.

Many email marketers conceive campaigns on the assumption that the recipient’s inbox is flooded with great deals from their many competitors. This may not be the case, offering more scope for alternatives to the ever-increasing-discount wars, including content-oriented, loyalty and branding messages.

Senders face a challenge to crack what Merkle have long called the “inner circle” of senders (they say the average email user subscribes to email from just over 11 companies). The key here may be to exploit the wider, existing (hopefully positive) relationship with the recipient to capture the opt-in. For example by placing sign-up CTAs at key points of contact (like the point of sale in stores) or promoting the email list in transactional communications.

Loren McDonald has a good list building overview, where he emphasizes the need to exploit heightened interest caused by the forthcoming holiday season. It’s a similar principle: exploit the existing brand relationship to get the opt-in.

Lesson 2: Email drives many out-of-email responses

Alchemy Worx’s Dela Quist sums up nicely in the report’s introduction:

“Email makes things happen in other channels and at other times too. Many consumers hold on to email to refer to for later use, which is vital for attribution and a valuable growing trend: a consumer who returns a week later to retrieve a commercial email demonstrates very high purchase propensity, for instance.”

The recognition that emails are having a significant impact on attitudes and responses outside of the actual email itself changes everything, as I’ve written before. To summarize:

it tells us we need to reassess how we measure email success, so our investment in email reflects it’s true value

it encourages us to create specific campaigns to exploit the out-of-email response, driving action now through other channels or driving action in the future through branding and awareness impacts.

“Organizations need to do a better job at defining an inactive”

Lesson 3: You might be able to send more emails after all

Survey result: 94% of respondents are signed up to email from trusted brands, but over half are getting less than 3 such emails a day total.

Most inboxes are not overflowing with commercial email from trusted brands. This is confirmed by benchmark reports which show UK email frequencies at long-term lows.

Email marketers have long been wary of increasing email frequency for fear of triggering excessive spam complaints. Sending “too much” email is chúng tôi nor do you want to miss out on responses by sending “too little”.

Just under 1 in 10 respondents cited “too many emails” as the primary reason for marking a message as spam. So it’s still an issue, but many senders may be well under the threshold for what constitutes “too many”.

My conclusions:

1. Consider carefully testing broad-brush increases in frequency

2. Explore ways to deliver more value, which lifts both responses and upper thresholds for acceptable frequency

3. Treat frequency changes as another option for specific segments or individuals. Your list is not an amorphous blob: some subscribers might resent more email, some will welcome it. The challenge is identifying the subscriber preferences, characteristics and/or behavior that lets you know who falls into each category

Lessons 4: Social sharing is not a global panacea

Survey result: 33% of respondents use no social network at all. Only 12% of respondents said they shared commercial email content into their social networks.

There is much interest in exploiting the interaction between social networks and email to the benefit of both.

That interest is justified, but needs to be tempered by realism: content and CTAs involving social networks are not relevant to many (most?) subscribers.

Rather than clutter up emails with “share with your network” links as a matter of course, marketers may benefit from using social CTAs more selectively. One option is to target by social network use, placing stronger focus on social calls to action with subscribers identified as potential sharers and influencers.

A second option is to reserve sharing efforts for specific contexts. Gretchen Scheiman, for example, recommends three reasons to keep (or not) sharing links in emails:

When the email content is newsworthy

When sharing is central to the message

When sharing is the way you increase your audience

We shouldn’t forget, of course, that what consumers say and what they do are not necessarily the same. Yet this kind of research does alert us to the key differences between our biased perceptions and inbox reality.

If you want to find out more about the way the email consumer thinks, as well as the DMA study, you might also want to check out surveys by e-Dialog, ContactLab, ExactTarget, Merkle. Or have you conducted your own study recently? What did you learn?

Top 7 Rpa Applications & Use Cases In Real Estate In 2023

Real estate and property management involve multiple data processing tasks, including management of documents, inventory, and other key processes (no pun intended), such as, procurement, accounting, reconciliation, etc.

These data-heavy, documented, and rules-based processes in real estate can reduce the productivity of employees and the business.

Thanks to Robotic Process Automation (RPA) technology, 70-80% of rules-based processes can be automated, thus making the real estate industry, which is ridden with rules-based workflows, ripe for automation. Delegating mundane tasks to bots can allow realtors to focus on more important tasks, such as closing deals, providing personalized support to home-buyers, and helping them find the best accommodation with respect to their budget and needs.

In this article, we discuss the top 7 use cases and applications of RPA in the real estate industry.

What is RPA in real estate?

RPA is the technology to automate processes that have a high degree of standardization and repetition rates. 

RPA’s ability to perform and automate tasks such as:

What are the applications and use cases of Robotic Process Automation in real estate?

We have spotted 60+ RPA use cases, and almost half of them applied to real estate since these processes include daily, back-office activities every business needs to perform.

Here are the common real estate processes RPA can automate:

Real Estate Operations 1. Tenant onboarding

A tenant’s onboarding process has various manual and time-consuming tasks that could result in a negative customer experience. The subsequent disillusionment might lead them to pass on the opportunity and sign a deal with a competing landlord.

RPA bots can be programmed to extract and process information to handle rule-based tasks in the tenant onboarding process. Specifically, they can:

Create a new tenant application

Run criminal background checks

Verify income, employment, and references

And approve or disapprove the applicant based on whether they’ve passed the aforementioned preliminary checks.

2. Payment reminders

Late payments are a common, repetitive, and emotionally taxing part of real estate management. Automating rent payment reminders include setting up a bot for checking incoming payments to verify the payee’s information, and sending email reminders to non-paying tenants.

3. Portfolio Management

Portfolio management, the same as traditional asset management, is the process of managing real estate assets to preserve, optimize, and increase their value. Real estate portfolio optimization is offloading underperforming properties and purchasing those that are in demand or have room (no pun intended) for growth.

Visibility into the specifics of a portfolio’s assets can make portfolio management more efficient and streamlined. For instance, RPA enables realtors to automatically list the sold-out/rented properties from the ERP systems, and update the data on multiple websites simultaneously to offer high visibility into the existing properties.

4. NAV calculations

The net asset value (NAV) is one of the useful metrics for assessing the value of a real estate investment trust (REIT). Net asset value (NAV) in private real estate investing is the total value of an asset, minus any outstanding debt and the cost of any fixed or planned capital expenses.

Real estate investors should understand NAV because asset prices are what drive current and future investor returns. For example, an increase in NAV correlates with an increase in distributable dividends to the investors who had invested in the property.

Real estate investors can automate some of the NAV calculation steps by using RPA solutions. NAV calculation consists of manual and labor-intensive steps such as collecting, validating, and processing market data and applying this to the funds to calculate a complete and accurate NAV.

For example, Maitland, an investment and fund administration company, automated the NAV processes for 500 of their 700 funds with an RPA solution1.

5. AML/KYC Compliance

RPA bots can validate existing customer data on transactions by extracting customer data from various internal ERP sources. Customer info can be verified autonomously or transferred to an employee for review. RPA also can automatically send emails with alerts to frontline staff requesting necessary KYC documentation.

RPA also minimizes human contact with sensitive data which reduces the probability of fraud and compliance issues. This allows a detailed audit in case issues arise.

See our articlea about:

Financial Operations 6. Accounts Payable (AP) / Accounts Receivable (AR) automation

With the further augmentation of RPA with machine learning and document extraction technologies such as Optical Character Recognition (OCR), businesses can automate most of AP and AR sub-processes, such as data verification, balance sheet forecasts, invoicing, and more.

7. Bank & Account Reconciliation

RPA can automate the extraction of bank statements from different banks, that the real-estate firm works with, in order to reconcile their account, and cross-match them with their general ledger entries.

RPA simplifies this process by uploading downloaded bank statements to a shared drive or financial application for account reconciliation.

For more on RPA

To learn more on RPA, feel free to read our comprehensive research on the topic:

To get a more in-depth look into RPA, download our RPA whitepaper below:

And if you still have questions on RPA applications in real estate, don’t hesitate to contact us:

If you feel like you would benefit from RPA in your business, you can check out our prioritized, comprehensive list of RPA vendors to choose the right RPA vendor for your business.

Sources

NAV calculation case study

Cem regularly speaks at international technology conferences. He graduated from Bogazici University as a computer engineer and holds an MBA from Columbia Business School.

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How To Transition From A Manager To A Leader

Five ways to frame our thoughts and actions as leaders

As marketers, there will inevitably come a point in many of our careers when we’ll be asked to step up from operating as individuals focused on specific tasks (e.g. SEO specialists, digital analysts, web developers) to managers responsible for a group of specialists (e.g. digital marketing manager).

Whether you make the move into management depends entirely on you and your personal drivers (and whether it’s right to promote people based on their technical skills is a debate for another day). But if you do decide to take the route into management, it’s important to consider the implications.

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Our guide shows you how to map out your personal short-term and long-term goals, become more productive in your day-to-day work, identify your key motivators, analyze your digital marketing skills, how to leverage your strengths, and understand the different paths you can take to reach your goals.

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Management vs. leadership

Being an expert in your field does not necessarily mean you will be a good manager. The skills required for management are totally different from operating alone and if you are to succeed as a manager these must be taken into account. For example, if you’re managing a team you have to consider other people and achieve results not only by yourself but through others, too.

According to John Kotter, Konosuke Matsushita professor of leadership at Harvard University:

“Management is a set of processes that keep an organization functioning. They make it work today – they make it hit this quarter’s numbers. The processes are about planning, budgeting, staffing, clarifying jobs, measuring performance, and problem-solving when results did not go to plan.”

We can see from this definition that good, effective management is essential to ensuring a business functions efficiently and that people have clear goals and targets based on the organization’s objectives. However, what this definition does not include is any reference to ‘leadership’. And that’s because leadership is a very different quality. Kotter again:

“Leadership is about aligning people to the vision, that means buy-in and communication, motivation and inspiration.”

Management is often conflated with leadership, which can cause confusion within the workplace. Whilst management and leadership do work hand-in-hand, there are also clear differences (and overlaps):

“Companies face new leadership challenges, including developing Millennials and multiple generations of leaders, meeting the demand for leaders with global fluency and flexibility, building the ability to innovate and inspire others to perform, and acquiring new levels of understanding of rapidly changing technologies and new disciplines and fields.”

As part of our roles as managers, we may also be asked to lead. Many organizations see opportunity to develop leaders across different levels. In a report for Deloitte , the research team found that:

In other words, in order to compete effectively in a dynamic, global marketplace, organizations need to have leaders working in every part of the organization – we can no longer depend on senior management and leaders.

The importance of effective leadership

The term ‘leadership’ can be daunting to some. However, leadership does not necessarily mean shaping a grand vision, speaking to hundreds of people or steering an organization through a troubled time. For new managers, the leadership journey starts with small steps, for example how you lead and inspire those around you or set out a simple direction of travel.

Organizational consultant Paul Scadding uses a ‘5 Is’ model for effective leadership. This is a useful framework for breaking down some of the key areas that new managers can refer to in order to build their leadership skills:

Impact

How do you impact others? Do you energize, deplete, frustrate or panic others? Impact is not about being perfect but setting a daily intention as to how you hope to impact others.

How we speak and act is impacting everyone around us and it’s important to manage this in a way that is authentic to you and your chosen style of leadership.

Invest

Investing time and energy in those we manage is important and is a key component of effective leadership. Managers who invest stand out from those that don’t and make a disproportionately more positive impact on the team.

However, good leaders will also recognize when they are over-investing. A balance needs to be struck otherwise stress and burnout are potential consequences, which will limit us as leaders. If you’re concerned about over-investment, ask yourself the following questions:

Can you switch off once you leave work?

Do you go to bed worrying about conversations? Do you try to put off or avoid ‘difficult’ conversations?

Do you struggle to say ‘no’, create boundaries and priorities?

Do you micro-manage and restrict freedom for people to manage their own work and grow?

Are you a people pleaser? Are you able to give people what they really need?

Inspire

You don’t need to be Steve Jobs, Michelle Obama or Richard Branson to inspire others. To inspire others you need to be inspired yourself! Try this reflective exercise:

Who Inspires You As A Leader? List the core 5 qualities that you admire in them

If you’re struggling to think about where you can get inspiration, consider the types of things that has piqued your curiosity and imagination in the past:

What are you reading?

What are you watching?

What are you listening to?

Who are you spending time with?

Who are your role models?

Individualize

If you’re managing other people, you need to treat them as individuals with ideas, aspirations and ambitions of their own. New managers can sometimes fall into the trap of using others to meet their goals.

When managing more than one person, consider the differences between each individual. The key is to be adaptable. Some points to consider:

Get to know your line reports and what they need. You cannot treat everyone the same.

It’s too easy to judge by our own standards.

Other people have different levels of interest and investment than you .

Celebrated the things that make us different from one another.

You may struggle to meet someone where they are if you have never been through exactly the same experiences (e.g. redundancy, depression, anxiety etc.). Try to understand and at the very least be kind.

We often see people that don’t do, say or think the way we do as ‘difficult’.

Above all, people want to be seen and heard and know that they matter.

Innovate

“Innovation distinguishes between a leader and a follower”

– Steve Jobs

Innovation in this context is not about inspiring breakthrough product design or services, but thinking about what you can do differently as a leader within your role as a manager.

Standard line management practices do not always reflect good leadership. Some ideas to consider include:

Make leadership your own and develop your own style.

Instead of sitting down in a dull office, try ‘walking’ one-to-ones with your team.

Reframe language and be clear.

Share best practices with each other.

Lean on others for support, e.g. “How would you tackle this situation?”

Call on the experienced people in your team – you do not need to lead alone.

Conclusion

Management and leadership may be closely connected but there are clear differences between the two. Whilst management is primarily about delivering goals and targets efficiently, leadership is about recognizing that the people you’re working with are human beings with thoughts, feelings and aspirations that can be harnessed as part of a healthy, balanced working culture.

Whilst leadership may come more naturally to some people than others, it’s something we can all practice as part of our roles as managers. The 5 Is model is just one of several ways to shape our thinking and way of working to get us thinking beyond the minimum expectations of line managers.

Top Rpa Training Courses To Become An Rpa Developer

The growing popularity of RPA also increases the demand for RPA developers. Thus, RPA training courses play a critical role in providing the necessary knowledge to raise new RPA developers and satisfying the demand. Today, RPA software companies and online education providers have various RPA training courses for you to become a successful RPA developer. 

What is an RPA developer?

An RPA developer is mainly responsible for strategically improving the process before implementation and automating a business process by building and designing workflow diagrams. These two tasks can be separated but it is beneficial for RPA developers to understand process efficiency and suggest improvements as necessary.

In businesses, they work closely with business operations and business analysts to create and optimize workflow processes. They can be responsible for all or some of these tasks: the coding, debugging, and testing for RPA initiatives.

You can read our in-depth RPA developer guide to learn more about being an RPA developer.

What skills are required along with RPA courses?

As there are good RPA training courses provided by both RPA vendors and online teaching platforms, they give fundamental knowledge for those who want to become RPA developers. While these courses offer a full understanding of how to deploy new RPA projects for companies, RPA developers also need specific skills to perform successful RPA projects. An RPA developer should also have the following set of skills:

Figure 1: Interest in RPA has risen since 2024. Source: Google Trends

RPA training courses play a significant role in teaching people for RPA development and provide them the necessary knowledge to satisfy the demand for RPA initiatives. With the certification given by these RPA training courses, you can successfully find an RPA-related job and implement RPA projects in your business.

RPA Training Courses

We get a lot of questions from those who want to learn to be RPA programmers. There is  a few good trainings we have noticed and categorized:

Below, you can find links to a few of the selected specific courses and learn more about the RPA training providers:

RPA software companies Automation Anywhere

Though Automation Anywhere is not freely available, Automation Anywhere University offers online trainings. It offers both free and paid classes delivered in class and online. Its partners includes leading RPA training providers. At the end of each program, students are evaluated and rewarded with certificates if they pass the evaluation.

Blue Prism

Blue Prism University delivers self-paced, instructor-led training via classrooms and virtually to teach Blue Prism interface. It provides a moderated forum for learners to support them further. In the end, Blue Prism University provides proctored exams to reward specialized certifications depending on the types of courses.

EdgeVerve AssistEdge

EdgeVerve provides video training and tutorials to support developers working with the community edition of their tool.

IBM UiPath

UiPath’s Community Edition is one of the top free RPA solutions and they have an extensive training package to build UiPath developer community

RPA training programs normally focus on RPA developers. Recently UiPath launched RPA training programs for RPA related roles beyond RPA developers. Program covers education for these roles & capabilities:

RPA Solution Architect

RPA Infrastructure Engineer

RPA Business Analyst

RPA Implementation Methodology

RPA Awareness

WorkFusion

WorkFusion Express is a relative newcomer as a free RPA solution but already has a vibrant community of developers and a digital training academy: WorkFusion Automation Academy

Online education providers Udemy

Udemy is one of the top online learning platforms. Udemy RPA courses include:

Face to face RPA training providers

There are a few best practices to follow while assessing face to face trainings. You can check reviews of previous customers, understand their policy of refunds, examine the experience of the trainers and ideally talk to a former student.

For more on RPA

To learn more about RPA, you can read:

And we have data-driven lists of vendors of:

We will help you choose the best solution for your business:

Cem regularly speaks at international technology conferences. He graduated from Bogazici University as a computer engineer and holds an MBA from Columbia Business School.

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