Three Pitfalls of Workplace Automation Projects.

With AI advancing and becoming increasingly accessible, more and more white-collar and office environments are embracing workplace automation. This tech adoption is typically driven by a desire to enhance efficiency and service levels, minimise operational risks, and improve financial outcomes.

However, the execution of automation initiatives often misses the mark (up to 50% of automation endeavours fail!), leading to disappointing and costly results for many organisations.

In partnering with Winning Formula, we’ve noticed that these organisations tend to overemphasise technological solutions. They also neglect human factors,, and the importance of company-wide participation in these projects. On the other hand, successful automation projects prioritise active human engagement of those most impacted

We've identified three major pitfalls in leadership thinking that cause automation projects to fall short — and how you can easily avoid them.

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Pitfall one: targeting cost reduction.

Efficiency in any organisation is vital; a company simply won’t thrive without it.

However, cost reduction shouldn’t be the sole focus when it comes to automation projects — this requires an investment mindset. These endeavours rarely are successfully compelled with an overt cost focus, even when the end goal is, even in part, financial efficiency. Alongside the obvious investment in new technology and process redesign, company leaders must also consider complementary investments into the people directly affected by the changes — something often overlooked.

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How to avoid pitfall one.

• Choose a customer-centric approach: Prioritising the customer's perspective involves a comprehensive analysis of customer journey maps, reviewing customer feedback, and exploring process redesigns to enhance the overall customer experience. These steps should be integral to the project plan — done with foresight, not in hindsight.
• Leverage team potential: Often, the potential beyond a person’s current role is overlooked, along with future aspirations. However, recognising the existing skills, knowledge, and experience within your team and how to continue to invest in it will go a long way. This is key in supporting redeployment and facilitating skills development.
• Adapt your role design: Roles within the organisation may need to be eliminated, modified, or newly created. A detailed analysis of potential vacancies and attrition trends, investing in reskilling or upskilling, and swiftly identifying suitable candidates for any reimagined roles are critical for project success. Thinking only about role reduction will immediately lessen your impact.

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Pitfall two: focusing too heavily on technology.

Technology is an enabler, when the focus is in the right place. When organisation leaders focus too strongly on technology, they neglect two other contributors to success - process design and people.

So, while the opportunity to improve operational performance stems from the application of new technology, intelligent automation efforts typically fail if they’re viewed solely as technology projects.

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How to avoid pitfall two.

• Utilise process mapping: Begin with a comprehensive understanding and detailed mapping of existing processes. This foundational step ensures a clear overview of the operational landscape.
• Specialise in process design: Invest in acquiring or enhancing process design expertise. Methodologies like Six Sigma and LEAN are invaluable, particularly in the initial phases of an intelligent automation project, facilitating higher success rates as the project progresses.
• Choose tech neutrally: Avoid pre-emptive commitments to specific products or technologies; effective automation solutions should be tailored to organisation or project needs. This might involve leveraging existing technologies more efficiently instead of adopting new ones.

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Pitfall three: failure to engage the whole organisation.

Workplace automation affects people individually, the business as a whole and it’s organisation’s culture.

The impact on people  is direct and evident: automation brings changes in headcount, alters roles and responsibilities, and necessitates the creation of new positions. The effect on organisational culture is harder to spot, but equally impactful. The importance of recognising and addressing how intelligent automation reshapes the cultural fabric of an organisation cannot be overstated.

What does this mean for project leaders? Meaningful and sustainable change requires widespread engagement across the organisation. Without the active involvement and support of the entire workforce, even the most well-intentioned automation projects are unlikely to achieve their full potential.

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How to avoid pitfall three.

• Engage people managers: Recognise people managers as essential assets and prioritise supporting them. They’re closely connected with their teams and can offer valuable insights on the reception (good or bad) of change initiatives. Their role in managing the change's impact on themselves while maintaining team cohesion is crucial.
• Secure broad leadership support: Integrate regular updates and consultations with senior leaders into your implementation strategy. Engaged senior leaders can facilitate the cultural shift required, offering both support and feedback to ensure the initiative remains aligned with organisational goals.
• Adopt an end-to-end perspective: The implications on people and culture extend beyond those directly and obviously affected. Adopt a comprehensive approach to change management, considering its impact across the entire organisational "operating system" (this is likely to include your customers and suppliers too) and addressing it at various junctures.

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Let’s recap.

The automation of white collar activities will continue to expand and revolutionise the way we work. If you’re not already engaging these technologies, it’s only a matter of time before you do. That comes with challenges in the way you retain, engage, and develop your people.

To successfully navigate these challenges and enjoy project success, you’ll need to:

1. Operate with an investment mindset.
2. Focus on technology, but not at the cost of your people.
3. Engage your whole organisation in the change effort.

When these mind-sets are combined with customer-centric processes, judicious technology investments, and a focus on people and culture, the true value of workplace automation can be realised.

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Planning an automation project?

Or, perhaps you’re in the midst of one — and it’s not going as well as you’d anticipated…

Rutherford HR specialises in understanding and managing the complex people related change which are often the most complex and sensitive parts of any change, including automation projects. We’ll help you implement projects successfully by advising on risk mitigation, role design, redeployment, retraining,, leadership engagement, change management, and more.

Reach out today to tell us about your workplace automation project, and explore what Rutherford HR can do for you.