Seasoned leaders know that, when beginning any significant project, there are two different paths that can be taken. Path number one offers the shortest route from point A to point B. This is to simply force-feed the project to everyone, essential saying, “We’re doing this and that’s that.” The second path, on the other, may be a little less direct and take a lot longer. On this journey, time is taken to explain the strategy and the reasoning behind it. In other words, saying, “Here’s what we’re doing and why.”
Which of these paths do you think will yield better results? If you chose the second path, chances are you’ve experienced both options before and know firsthand that getting people onboard with change is almost always the wiser choice. Few industries are as familiar with the correlation between major change and feelings of fear, skepticism, resistance and other challenges as leaders in the IT realm. Implementing intelligent process automation is no different.
What’s the best way to overcome the many uncertainties and misconceptions that could delay or derail your automation project? Let’s take a look.
Appeal to their self-interest.
Most people won’t get fully behind a project unless and until they know how it will directly impact their lives – essentially, they want to know what’s in it for them. Self-preservation is human nature. Appealing to this natural instinct can help make your argument much more persuasive. Instead of simply announcing that you will be introducing intelligent process automation into the mix, show them how that change will benefit them.
Will automating a particular workflow finally put an end to those middle-of-the-night phone calls? Will it allow some employees to eliminate low-skill, manual tasks from their workload, freeing them up to focus on more strategic and meaningful work? Will learning how to work alongside artificial intelligence enable ambitious team members to develop new marketable skills that they can use to further their career?
Figure out what’s in it for each of the individuals or teams you are presenting to, as well as how intelligent automation will ultimate benefit customers and the company as a whole, and then communicate that to the masses. Paint a picture of what’s currently causing issues and then demonstrate how automation can help. By the way – the same concept applies when making the case outside of the IT department, to non-technical stakeholders, for example. Just go easy on the jargon.
Connect your proposal to specific business goals.
A big part of making a strong and support-worthy case for anything, really, involves getting people to understand that you’re not simply chasing trends. In other words, you’re not just automating for the sake of automating. If people sense that’s the case, they’re going to lose confidence and likely provide even greater resistance – especially those who are directly impacted, such as the IT team.
The case for intelligent process automation must be driven by a specific business demand, whether it’s reducing expenses, improving service levels, gaining competitive advantage, etc. Unless it’s a core competency of the organization, no automation endeavor should be a means unto itself.
If you want people to back your plan, you need to align it with specific business goals and then clearly and accurately convey those connections. Lay out these goals and explain, step-by-step, how automation will help the company achieve those goals.
Break down your plan into manageable milestones.
One major reason why many automation projects fail is because they are simply overwhelming undertakings. Even if your goal is to automate everything (or close enough), attempting to do so in one fell swoop is simply not realistic nor is it a sustainable strategy.
You’ll make a much stronger, longer-lasting argument when you develop a plan that breaks down your project into smaller, more manageable increments. This also allows for more flexibility to be able to adapt and iterate as needed along the way. At Ayehu, we almost always recommend starting with tasks and workflows that offer the quickest and most measurable wins. This will enable you to continuously prove value and gain ongoing support as you begin to proliferate automation further throughout the organization.
Identify smaller areas where automation will have the biggest immediate effect and then work your way outward from there. Remember, as they say, the proof is ultimately in the pudding. Once you’ve got those smaller wins under your belt, you’ll be in a much better position to sell the big-picture benefits as well.
Sing your own praises.
Well, not necessarily your praises, but those of your automation project. If you’ve followed the steps above, you should begin to generate ROI relatively quickly. It’s in your best interest to promote those positive results early and often. There is no case more convincing than one that features real-world, definitive and measurable results.
This step is especially important for instances where skepticism still abounds. People can resist change and choose to doubt anticipated benefits of intelligence process automation all they want, but this becomes markedly more difficult when they can see and experience those benefits firsthand.
Not only will continuously promoting positive results quiet the critics, but it will also lay the groundwork for automating even more tasks and workflows in the future, which will ultimately lead to becoming a self-driving organization.
Get started on your journey to successful adoption of intelligent process automation today by downloading your free 30-day trial of Ayehu NG.