Senior Applications Business Analyst for the NHS, Henry Obison, speaks to Grant Powell MBCS about the role and benefits of robotic process automation in the NHS, explaining its potential to eliminate repetitive tasks and allow humans to focus their energy on bigger problems.
The idea of automation is often something that leads people to fear that their jobs are on the line — however, as Henry Obison explains, it can often simply enable humans to focus on the problems that really matter. With nearly two decades of experience in IT, Henry offers his insights on how automation improves healthcare efficiency.
Why don’t you introduce yourself and tell us about your day job?
I work in the NHS as a Senior Applications Business Analyst, with over 17 years of experience in IT. In 2021, I completed the Information Systems MSc at Kingston University London, and I am also a Microsoft Certified Power Automate Robotic Process Automation Developer and Power Platform Solution Architect. On a voluntary basis, I’m also a BCS Fellowship Assessor.
My professional focus lies in bridging the gap between business needs and technological solutions, particularly within the dynamic landscape of the NHS. My role involves identifying inefficient processes and designing scalable automation and intelligent solutions in order to enhance operational efficiency, reduce costs and, critically, to improve the quality and accessibility of patient care. This commitment extends to advocating for the widespread adoption and democratisation of transformative technologies across industries.
Talk to us about RPA — how do you define it? Is it just another word for AI or agentic AI?
RPA uses ‘software robots’ to mimic human actions when interacting with computer systems. Unlike AI, which can learn and make decisions, RPA follows predefined rules to perform repetitive tasks with speed and precision (such as data entry or invoicing).
AI can enhance RPA by adding smart capabilities like sentiment analysis or summarising medical records (for example using natural language processing models like GPT to process unstructured clinical notes), allowing the two to work together for more advanced automation. According to the NHS Transformation Directorate, this combination of AI and RPA in healthcare can free up healthcare staff for more strategic, patient-focused work — supporting Lord Darzi’s vision of a ‘major tilt toward technology’ to boost productivity, especially for frontline staff.
Tell us about some projects involving implementing automation in healthcare; what problems were you looking to solve?
In the NHS, I redesigned and automated the staff onboarding process, enabling over 95% of new employees to access essential IT and clinical systems on their first day and eliminating the previous week long delay. I also led the integration of a secure cancer referral system that links four NHS trusts, reducing patient referral times by 90% and improving the accuracy of clinical information.
Beyond the NHS, I have delivered automation projects such as AI-powered invoice processing, sentiment analysis of emails, and real-time financial data extraction, achieving measurable efficiencies including saving 20 staff hours per week. These projects demonstrate the tactical and strategic value of automation, delivering immediate time savings while building long term capacity.
Why is RPA important to the NHS?
The NHS is under pressure from rising demand and limited funding —with annual deficits of approximately £6 billion — and there are more than 7.3 million people in England awaiting treatment. Robotic Process Automation is highlighted in the NHS guidance as a key tool for supporting elective recovery, freeing healthcare staff from repetitive administrative tasks such as patient registration, appointment scheduling, and data reconciliation.
The benefits are measurable:
- Speed: digital bots complete tasks 5-10 times faster than people
- Accuracy: eliminates typing errors and fatigue-related mistakes, protecting patient safety
- Productivity: Operates 24/7, freeing staff to prioritise direct patient care
- Reducing NHS costs: oftentimes, cuts operational costs by 20–30% and delivers £30–50 back for every £100 invested
- Auditability: every action is logged for governance and compliance
Where and how should businesses begin their RPA journey? How do you work out what could — and should — be automated?
Starting an RPA journey requires careful planning and clear priorities. Organisations should begin by establishing a clear strategy aligned with their overall objectives.
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Key steps include identifying processes suitable for automation based on criteria such as repetitive or high-volume tasks with clearly defined steps, and susceptibility to errors. Process mining tools can help analyse existing workflows and pinpoint automation opportunities.
It is important to engage both IT and operational teams early, including front-line staff, to gain insights into daily operations and potential bottlenecks. Draft a clear business case and start with small, low risk pilot projects to validate value and build confidence before scaling automation across the organisation.
What do you say to staff who are worried about RPA taking their jobs?
The fear that ‘robots will take our jobs’ is a misconceptionhttps://www.bcs.org/articles-opinion-and-research/a-robot-promoted-me-the-future-of-automation/. Robotic Process Automation removes low value, repetitive tasks, not whole jobs, freeing employees to focus on work requiring human insight, empathy and decision making. In the NHS, this means clinicians can spend more time with patients, and administrative staff can solve problems instead of entering data. Studies show that well implemented automation improves staff morale, reduces burnout and lowers turnover rates https://www.bcs.org/articles-opinion-and-research/how-technology-limits-staff-burnout/. For example, in my projects, staff have transitioned to complex problem solving, which has improved job satisfaction.
What advice do you have for transformation teams looking to help staff adopt RPA?
Adoption depends on effective change management. This involves clear, transparent communication about why automation is being introduced and how it will work in practice. Demonstrating the benefits through pilots and live examples helps build trust — for example, employees are more likely to support automation when they see personal benefits like reduced overtime or hours saved weekly — while training and upskilling give staff the confidence to work with automated processes. Involving employees in process design not only ensures the solution meets operational needs but also fosters a sense of ownership. Building internal ‘automation champions’ further strengthens cultural acceptance and long term engagement.
Can RPA fix a bad process? Or do you need to fix the process before you robotise it?
Notably, RPA cannot compensate for flawed processes. Automating inefficient workflows only amplifies errors and technical debt (such as future reworks caused by quick fixes or poor design). Therefore, lean principles must precede automation: map the current states to identify bottlenecks (like redundant approvals), redesign processes using frameworks like the Six Sigma model to eliminate waste before automation, and then deploy bots.
What skills are needed within organisations looking to embrace RPA, and are these in easy supply within the job market?
Successful RPA implementation requires blended skills. Technical skills include proficiency in RPA platforms (such as low code development tools), process analysis and design, and API integration capabilities. Soft skills are equally important, including problem-solving, critical thinking, and change management governance.
According to the Artificial Intelligence Sector Study 2023, demand for these skills outpaces supply; however, on-the-job training and the UK Government’s £3 billion skills investment — targeting 120,000 new training places and apprenticeships — are timely enablers.
Finally, AI uses huge amounts of energy. How can businesses ensure their RPA is sustainable?
While AI can be energy intensive, RPA’s footprint is smaller — especially when optimised for efficiency. Businesses can further reduce their impact by hosting in energy efficient cloud environments, scheduling bots to run only when needed, and regularly reviewing automations to retire redundant workflows. Embedding sustainability metrics into RPA governance ensures alignment with broader environmental goals. With the UK targeting net zero by 2050, sustainable RPA is non-negotiable.
