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For the successful implementation of automation, you need to understand your organization’s structure
Successful, scalable automation applies to all employees of the company and is very important for its success.
As far as the planning and implementation of automation is concerned, according to statistical data, more than half (57%) of the companies have tested at least part of the automation technology in their organisation. However, only 9% believe that these efforts have helped to reduce their workload.
The lack of information about the right platform for your business, as well as significant consulting costs, is often one of the limiting factors for promoting automation. And for those who implement, poor planning and rigid, inflexible technologies this can lead to inability to account for real changes around the company.
However, one of the less discussed issues when planning an automation strategy involves organizational factors that can either support or impede the progress of your business.
For example, understanding how a position affects the automation process and clearly informing employees of the benefits and opportunities are just a few factors to consider when planning your digital strategy.
After all, successful, scalable automation appeals to people, data and systems within the company.
Let’s look at some of these ideas below, from a recent data study called “The Real State of Progress in Automation” for a deeper understanding.
The title of the position reflects on leadership in the field of automation
When automation first came on stage as a way to improve operational efficiency, decision-makers were less and more in a relationship mainly between managers and other stakeholders who controlled the budget.
However, as automation becomes more universal, the degree of influence and adaptation becomes heavier at the top, but more and more enterprises have to look to other leaders such as directors and managers, as well as to the first employees who are most familiar with the processes designed for automation.
As expected, familiarity with automation grows as the employee goes up the career ladder. Approximately 71% of employees say they are “very familiar” with automation, followed by 59% vice presidents/directors and 48% managers .
89% of supervisors say they are connected to process automation decision-making, but only 41% of managers say they are “very influential” in acquiring a new tool.
This raises the question: should the purchase decision lie entirely in the hands of the most senior managers, or should it involve the top executives of companies that are best familiar with the daily processes that are close to automation? This brings us to the next question.
The importance of the opinion of employees on the subject of process automation
Despite the common misconception that automation is the cause of mass layoffs, more and more employees are beginning to realize that automation is actually enabling them to do their jobs more efficiently.
Employees who doubt when it comes to the value of automation tend to know less about it, and those who are more educated see the vital role it can play, not only in their own department, but throughout the organization.
As part of the automation process in your company, the first thing you need to do is educate your employees about the benefits and opportunities of automation, and how the implementation process will look in each department.