For CIOs to achieve success in their automation, they need to shift the narrative that its implementation will develop.
Automation has been central to the progress of today’s IT enterprises, especially since the pandemic that forced organizations to accelerate their digital transformation journey. While many organizations were able to capitalize on automation benefits, they are now witnessing obstacles to further along their progress. For many organizations, automation still increases the anxiety about its impact on people’s jobs, including the possibility that it will make it obsolete. However, it is not the case, and IT shouldn’t stop their adoption or take a step back from making progress in their automation initiatives.
Here are a few challenges that may be stalling the progress of automation. IT leaders should factor them into their planning and execution.
Thinking automation is the solution for everything
Most organizations see IT automation as the “break glass in case of emergency” kind of tool. While it is utilized to fix things after it breaks so that it never breaks again, it doesn’t mean that it directly contributes to achieving long-term goals. Instead of seeing IT automation as a process to solve critical problems, IT leaders should focus on more mundane processes that prevent problems from happening in the first place. They should communicate the broader picture of incorporating automation into their strategy and how everyone in the team and organization can benefit from it.
Another factor linked to automation is the mindset that many IT leaders have about it. They should see IT automation much more about improvement and optimization of operations rather than eliminating production fires and decreasing costs.
Treating automation strategy as one-off projects
The success of IT automation should depend on how it ties back to a larger vision where IT and the organization should be. If it is treated as one-off or siloed initiatives rather than the core part of the strategic elements, the automation efforts are more likely to go in vain. Also, implementing automation without a strategic context in place increases the probability of disconnects between teams and departments that prevent cohesion. This also translates to the automation strategy lacking organization-wide buy-in, among other problems that may occur.
The success of IT automation depends on an overall understanding of dependencies and how the changes will impact various departments and personnel. After identifying those elements, IT leaders can collaborate with their colleagues in the organization to build support and alignment.
While it may feel like fuzzy and abstract on the surface, communicating on how it can help organizations to achieve larger goals will help the individuals to see why it is crucial and the role it plays in making automation a success.
Believing automation creates value only for business but not for individuals and teams
While the automation strategy can be robust from a technical and business perspective, it is less likely to deliver the best outcomes if CIOs only focus on its value to the entire organization. While the technology can assist the organization to do more with less, to alleviate the changes caused by automation, CIOs should think long-term, communicate their vision, be direct and transparent on how the changes will impact their staff. They should also invest in their people so that they can participate in the journey. By creating a vision, CIOs can align disparate groups and can help them to understand what’s in it for them.