How do you manage change and resistance to automation in finance teams?

Often, changes involve overlooked requirements or incomplete coverage of the entire process. This tends to occur when someone who doesn't perform the job daily provides a process walkthrough. Thoughtful evaluation of how the change affects the automation process and its substantial ROI is also a key factor to take into account.

?? How do you manage change in finance team? You need to observe the processes first and then speak with the subject matter experts who manage and complete these processes. The subject matter experts (SMEs) are invaluable as they are intimately familiar with their processes and know … - pain points - challenges - opportunities Involve the SMEs from the beginning of the project, ensuring they are contributing to and influencing the deliverables. Consider exploring the ADKAR change management framework. Following the above will increase the chance that both you and the organization you are supporting … realizes success! ?? Like to support

In my experience, the first step in managing resistance to automation is to assess the current state of workflows and processes. What I’ve usually seen work well is identifying the pain points and inefficiencies that automation can resolve. I believe this allows you to pinpoint areas where automation can deliver the most value. The point is to understand the starting point and frame automation as a solution to existing challenges.

Kill that insecurity first. Automation is seen as a risk by many. The leader becomes important in such a scenario. The drivers of the program are ? Communication: Over communicate, so there is no room for any assumptions. ? Involvement: If finance team are a part of the process, they will make sure the *team* succeeds. ? Clear goals and strategy: Make sure team knows exactly what you are trying to achieve. > Benefit analysis: Talk about the pain points and how they can be managed by new introduction of automation. > Phased approach: Plan sprints. Show outputs are every stage. Show advantages and improvements. > Not ignoring the core: Start by already showing how the freed up time will be used in improving the core of the finance functions.

To manage change and resistance to automation in finance teams, here’s a simple approach: ->Start by asking team members about their concerns and ideas regarding automation. -> Clearly explain how automation can make their work easier—like speeding up expense approvals. -> Let team members help shape the process, so they feel included and valued. -> Provide simple, hands-on sessions to help everyone get comfortable with the new tools. -> Share early successes, like reduced approval times, to demonstrate the positive impact. -> Recognize the team's efforts and celebrate milestones to keep morale high and encourage ongoing support for automation.

At the operational level of automation projects, a common challenge arises as team members may express concerns about job security. It's important for stakeholders to communicate how automation aims to enhance efficiency rather than replace jobs. Additionally, stakeholders should outline how the freed-up bandwidth can be utilized in more meaningful ways, such as tasks that require decision-making and a focus on innovations/new initiatives. This approach assists team members in perceiving automation as an ally, contributing significantly to the overall success of the project.

Assumptions: - YOU: Automation solution provider/seller - Finance team: User's financial decision-makers/influencers For the sake of the financial team's nod on the projects, the following answer to the following question is of paramount importance: Q - Why must we change the process, as we are already getting desired results? A - Quantify the current vs future results—some examples. - We will 2X the production with 1.2Y operational cost with an investment of Z amounts. (Assuming X & Y are the current production and operations costs.) - We will save X on accident costs and human resources by investing Y amounts in this automation solution. This portrayal of vision in stats should help.

If it's going to save the company money on the long run, the finance team should be MORE than happy to give approval to such an investment. The "hard" part here is for you to know how to communicate this. Highlight the cost savings and efficiency gains. Show them concrete examples and data. Address their concerns and answer questions. Be transparent about the implementation process and provide training to ease the transition. Clear, honest communication will help them see the long-term benefits and reduce resistance.

In my opinion, communicating a clear vision of how automation will benefit the finance team is critical. What I’ve usually seen is that people are more likely to embrace change when they understand how it will positively impact their work, such as reducing repetitive tasks or improving accuracy. I believe explaining the long-term benefits for both the team and the organization is key to reducing resistance. The point is to make the case for automation by highlighting how it enhances productivity and job satisfaction.

You have to remember, it's not about "your vision" or all the amazing things automation can do. It's about the vision of the Finance function/organization and their objectives. Automation is just a means to an end - explain how automation accelerates existing initiatives that they are currently focused on.

To manage change and resistance to automation in finance teams, involving the team is crucial. Start by communicating openly about the reasons behind the automation initiative and its benefits. Encourage team members to share their concerns and viewpoints. Provide training and support to ensure everyone feels equipped to adapt to the changes. Foster a culture of collaboration where team members are encouraged to contribute ideas for improving processes and workflows. Celebrate successes and milestones achieved through automation to boost morale and motivation. Engaging the team at every stage cultivates trust, reduces resistance, and paves the way for a seamless shift to automated processes within the finance team.

In my experience, involving the finance team early in the automation process helps reduce anxiety and resistance. What I’ve usually seen work well is gathering feedback, listening to concerns, and incorporating their insights into the planning process. I believe this gives team members a sense of ownership and control over the change. The point is to ensure the team feels included and valued in the automation journey.

Although these things may seem good on paper, the most important thing is to discover and promote what is beneficial for them.

Involving the people that are currently performing the process manually is more than just a "nice-to-have". It is absolutely essential to the success of the automation process. Building automations without involving the boots on the ground results in automations that provide exactly 0 value. Always involve the team that will be affected by the automation from the start. This way you can ensure that your automations provide real value, save time, and remove existing pain points.

One crucial lesson I've learned in building automation is that getting the team to adopt new processes and tools is often the hardest part. People generally resist change. To overcome this, involve the team in the implementation and ideation process. Gather their feedback and ideas. Create champions within the team who can promote the benefits of automation and help their peers transition. By making them feel like they're part of the solution, you foster a sense of ownership and engagement, making it more likely they'll embrace the new systems.

In my opinion, offering comprehensive training and ongoing support is essential to overcoming resistance. What I’ve usually seen is that providing upskilling opportunities and resources tailored to the finance team’s needs helps ease the transition. I believe when people feel confident in their ability to work with new automation tools, they are more likely to embrace them. The point is to empower the team by equipping them with the skills and knowledge needed for success.

Training and support are crucial to ensure clients get the maximum benefit from automation solutions. Without proper knowledge, teams can't fully utilize the new systems. To ensure effective implementation, offer various learning formats like online courses, webinars, workshops, and mentoring. Provide ongoing support through FAQs, manuals, helpdesks, and feedback channels. Live training sessions and comprehensive documentation, including online recordings, help the team understand and use the tools effectively. This boosts confidence, competence, and performance, ensuring the automation achieves its full potential.

It is important to note that automation projects may lose their relevance and effectiveness if the underlying processes undergo changes, and if the necessary training and support are not provided. It is essential to stay current with the processes and ensure that the automation system is adjusted accordingly. Adequate training and support must also be provided to ensure that the system is being used to its full potential. Without these measures, the automation project may fail to deliver the expected results and may become obsolete over time.

Change can be daunting. Offer comprehensive training sessions that are tailored to different learning styles within your team. Ensure ongoing support is available to address any concerns or challenges that arise post-implementation.

Developing Citizen and power automation developers within the Finance team is another benefit of proving the training . Rewarding active users is ensure the success of the entire training exercise.

Calculating Return of investment before stating the automation of a specific process and comparing it monthly\quarterly reveals the clear picture on trends, Value expected vs actually delivered. Additionally data pushed from Bots can be used for analyzing various KPI's depedening on stake holder.

In my experience, monitoring the impact of automation and measuring success is crucial for sustaining change. What I’ve usually seen is that tracking key performance indicators (KPIs) such as time savings, error reduction, and increased efficiency provides tangible proof of automation’s benefits. I believe sharing these results with the team helps maintain momentum and buy-in. The point is to demonstrate the positive impact of automation on the finance team’s performance.

Set clear metrics to measure the impact of automation. Ex from the POV of internal auditors and financial control. The most manual, repetitive tasks include data entry & transaction reconciliation. These tasks are time-consuming and prone to errors, leading to inefficiencies and compliance risks. Quantify the pain and challenges by tracking: - Time Spent: Measure the hours spent on these tasks before and after automation. - Error Rates: Track the number of errors and discrepancies. Efficiency Gains: Calculate the reduction in processing time. - Employee Satisfaction: Survey team members on job satisfaction and stress levels. These metrics provide a clear picture of automation's benefits and help identify areas for further improvement.

By monitoring and measuring, you can gain valuable insight and feedback that can be used to take action. Key Performance Indicators (KPIs) and feedback help to promote the benefits of automation and encourage its adoption throughout the organization. It's important to act on the insights gained in order to improve outcomes.

Success is not just about numbers; it’s about strategic goals turned into reality. Set Measurable Key Performance Indicators (KPIs) like Success Rate, Accuracy and ROI. But setting KPIs is only the beginning. Achieving them requires a blend of foresight, agility, and precision.

In my opinion, celebrating milestones and rewarding team members for adapting to automation fosters a positive culture around change. What I’ve usually seen work well is recognizing achievements both big and small, which reinforces the value of the transition. I believe this boosts morale and encourages continued engagement with the automation process. The point is to create a positive narrative around automation by highlighting team wins.

Leaders can leverage these success stories to create a narrative that positions automation as an enabler, not a threat, to job security. By sharing these stories, they can illustrate how automation allows employees to focus on more strategic and creative tasks, thereby enhancing their roles and the organization’s growth. Engaging with business on storytelling can thus be a strategic move to ensure a smooth transition to automation and foster a culture of continuous improvement and innovation.

One time at work, we needed to celebrate and reward our team for their achievements and contributions. Recognizing their efforts, successes, and learnings, and sharing these with the organization is essential. Reward the team with incentives, bonuses, recognition, or career opportunities. Celebrating and rewarding motivates the team to continue their automation journey, fostering a culture of innovation and excellence. This approach not only acknowledges their hard work but also encourages ongoing commitment and creativity in driving automation success.

I’ve learned that recognizing successes and celebrating wins is important when introducing automation. After a successful implementation, I always take time to acknowledge the team’s efforts. Whether it’s small rewards or public recognition, celebrating milestones helps reinforce the positive impact of automation and motivates the team to continue embracing change.

Recognising and appreciating efforts is pivotal when managing change and resistance to automation within finance teams. By celebrating milestones and rewarding team members for their adaptability and contributions, you foster a positive environment that eases the transition. A well-celebrated success story can transform scepticism into enthusiasm. I remember a scenario where a finance team held a small gathering to acknowledge automation champions, which not only boosted morale but also inspired others to embrace the new tools with an open mindset.

The best way to apply automation right now, is in the back-office processes that consist of busy-work projects. Processes that just take time away from the more important innovative initiatives.

In my experience, addressing the fear of job loss is a critical aspect of managing resistance. What I’ve usually seen is that being transparent about how automation is meant to enhance roles, not eliminate them, helps alleviate concerns. The point is to assure the team that automation is an opportunity for growth and not a threat to their careers.

Change management isn’t just about the tools—it’s about people. Keeping communication open, being patient with resistance, and continuously seeking feedback are key. I’ve also found that maintaining a balance between automation and human oversight is crucial, especially in finance, where accuracy is critical. Encouraging the team to view automation as a partner in their work has helped me manage resistance more effectively.

It’s important to address the team’s concerns about job security when introducing automation. Leadership should communicate clearly that automation is not a replacement but an enabler that allows the team to focus on more strategic and creative tasks. By involving the team in the automation process and creating a culture of innovation, we can reassure them that their roles are evolving and that they are essential to the organization’s growth and success. This approach helps in alleviating fears and encourages a positive outlook towards the changes automation brings.

If you have the chance to do this, take an agile approach where you automate one task/process at a time. When done right, people will recognise the added value and start making suggestions on their own, creating a snowball effect that will result in a continuously evolving and improving process seeking increased output, faster response times and quality imprivements.