Automation makes sense on paper. It promises efficiency, scale, and speed. Most operations leaders already know it’s something they should be doing, and some already are, to some degree.
But for many companies, it doesn’t stick. The first wave of enthusiasm wears off. A few automations get (kind of) built, some manual steps are eliminated, but the big step-change never arrives.
Momentum slows. Resistance creeps in. The project fades into the background as another “IT thing that didn’t work out”.
So why does this happen?
1. The mountain feels too big
Many automation efforts start with the ambition: “Let’s overhaul how we do X.” It’s a tempting idea as sweeping change sounds bold and visionary. But the reality is that this approach often feels like climbing a mountain with no clear path. Instead of picking off specific inefficiencies and gradually streamlining them, teams try to redesign the whole function from scratch.
That’s the wrong place to start.
The better approach? Optimise one part of the process. Deliver one meaningful win. And then another. And another. A stream of incremental gains builds real momentum, not just in what’s delivered, but in how people think. Take the words like “transform” and “re-imagine” out of the equation. Replace them with “refine”, “simplify” and “compound.”
2. An overly detailed roadmap
Some projects stall under the weight of their own plans. It’s natural to want structure, but mapping an 18-month roadmap down to the last action is rarely helpful in automation.
Why? Because automation moves the goalposts. Each new implementation shifts workflows, exposes edge cases and changes assumptions. Instead of trying to predict everything, structure the project in short bursts – say, three to six months – focused on a steady stream of small wins. Around these, layer more ambitious plays where the upside justifies the complexity. Think sprints, not marathons.
3. Quiet resistance from the team
If no one’s raising objections, it doesn’t mean they’re on board. For many team members, automation is unnerving. It sounds like job replacement, even when it’s framed as empowerment. And unless they’ve seen the benefits for themselves, they’ll remain hesitant.
That hesitation can show up as silence in meetings, lack of engagement, or slow adoption. It’s not deliberate sabotage, rather it’s quiet resistance. The fix isn’t more urgency, it’s more clarity.
Take the time to paint the future state. Show how automation fits into the broader company vision – whether that’s scale, customer value, or growth. Use clear examples to illustrate how tasks will evolve and what that means for individuals. Make it about them, not just the company.
So what should you do instead?
Start by reducing the scope. Pick one area that’s already frustrating people. Deliver one meaningful win. Then another. It’s about getting early traction. Structure your efforts in three to six-month windows, not multi-year plans. Map a direction of travel, not a perfect journey. Build momentum with simple, repeatable automations, and surround them with bolder plays once the team has seen success.
Communicate clearly. Explain the why, not just the what. Paint a picture of the future. Involve people. Listen. Bring them along. And don’t assume silence means consent. Check in regularly. Ask for feedback. Show them how it benefits their work.
Finally, recognise that automation isn’t just a technical shift – it’s a cultural one. It changes how people work, how they think, how they engage. But if you focus on clarity, simplicity, and outcomes that matter, you’ll avoid the stall.
Instead of starting strong and fading out, you’ll keep moving forward – step by step, win by win.
