Companies come up with the idea of RPA implementation differently, but there is only one way to do this successfully.
First, what we should do is to choose a right process for future pilot project. There are many options: to talk to an RPA vendor, who will definitely help in analyzing business-processes, to hire business consultants, IT-staffer will easily figure out the technology and where to apply it. But the most productive way is to listen to employees' complaints about loads of monotonous, uninteresting tasks, because ultimately their manual work will be the candidate to be replaced by RPA.
The second step is a pilot implementation where we are going to learn things the hard way and where specific for RPA processes of access negotiation, security and detailed algorithms become clear. It is not necessarily that pilot project or Proof of Concept will be profitable. Positive outcome of robotization is often a matter of scale effect. It is up to you whether to embed RPA on your own or to hire integrator. Here we have the same pros and cons that do not depend on the product like differences in competence level between staffers and hired specialists, deadlines, expenses, etc.
After successful implementation of the pilot project, we should think about RPA deployment across an organization. Deployment not only includes choosing and prioritizing the candidates for automation but also much important things, such as regulations concerning robots adjustments (they are highly depending on the system changes in which they work), employees' performance in a new digital environment and their interactions with robots, further development of the skills within the company or with the help of contractors.