Introduction: Process automation as a lever for change
Process automation is the key to efficiency and scalability for many companies today[1].
Process automation reduces routine work, creates transparency and gives employees room for value-adding work[4].
Process automation can be tested in small projects and ramped up step by step, minimising risks and allowing you to learn quickly[1].
What do managers and teams typically come to me with?
Many come with the desire for more efficiency and fewer manual errors in core processes[1].
Others are looking for support in orchestrating data sources and integrating existing systems, because data is often located in many places today[2].
Again, clients report bottlenecks in the supply chain or long approval cycles that they would like to reduce with automation[2].
Typical questions
How do I start with process automation without overburdening the organisation? [4]
Which processes bring the fastest benefits? [5]
How do I ensure that employees are involved and new roles are created? [4]
Practical examples: Fields of application for process automation
In customer service, routine tickets and initial responses can be automated, reducing response times and increasing customer satisfaction[1].
In accounting, automated invoicing leads to fewer errors and more punctual payments[5].
In logistics, automation optimises route planning and inventory management, which shortens delivery times and reduces costs[5].
BEST PRACTICE at company XYZ (name changed due to NDA contract) A medium-sized production company used process automation to control the reordering of spare parts. Previously, orders were placed by email and telephone, resulting in duplicate orders and delays. After the introduction of an automated workflow, stocks were checked in real time, authorisations were obtained automatically and supplier letters were triggered. This led to shorter response times, fewer overstocks and greater predictability in production. Employees were able to concentrate on supplier management and quality issues.
In quality assurance, automated tests can keep product quality stable after each release[5].
In risk management, automated workflows can standardise audit trails and reporting, making compliance controls more efficient[2].
How to introduce process automation step by step
Start with a small, clearly defined process and measure the effects before and after automation[1].
Automation is not just an IT project; involve specialist departments at an early stage and clarify roles and responsibilities[4].
Use templates and reusable modules to ensure efficient scaling[2].
BEST PRACTICE at company XYZ (name changed due to NDA contract) A service provider in the financial sector implemented step-by-step automation for incoming invoices. Initially, only the recognition of invoice data was automated, followed by checking against purchase orders and finally the approval processes. This allowed the team to gain experience, adapt processes and gradually increase the automation rate. Coordination with the accounting and IT departments was iterative and ensured a high level of acceptance and reduced training costs.
Technical and organisational components
Technically, you need clean interfaces, centralised monitoring and clear data formats[2].
In organisational terms, process documentation, change communication and training are important because employees should help shape the change[4].
A hybrid solution often makes sense: RPA for repetitive surface activities and BPM/low-code platforms for orchestrated end-to-end processes[2][5].
BEST PRACTICE at company XYZ (name changed due to NDA contract) A retail company used a hybrid architecture: Robotic Process Automation took over data transfers between legacy systems, while a low-code platform orchestrated order and return processes. This combination reduced manual interface errors and enabled rapid adjustments in the event of seasonal changes in demand. The team reported significantly fewer escalations and faster onboarding of new employees.
Set realistic metrics and expectations
Measure throughput times, error rates and manual labour hours before and after automation[1].
Expectations should be clear: Automation supports and accompanies processes, it does not promise a universal solution for all problems[4].
Clients often report noticeable time savings and higher process quality when they proceed pragmatically and iteratively[1][4].
Common stumbling blocks and how to avoid them
Unanalysed exceptions can slow down automation; therefore define clear error paths and escalation rules[5].
Unclear responsibilities lead to standstill; therefore, define owners for processes and workflows[4].
Scaling too fast without standards creates technical debt; build reusable components and governance[2].
My analysis
Process automation can measurably relieve companies and make them more future-proof if projects are implemented methodically, iteratively and with the involvement of employees[1][4].
I position transformation coaching as support for projects relating to process automation: I provide assistance with target definition, piloting and scaling and give impetus for organisational changes[2].
Many teams report that automation reduces routine tasks and creates space for greater added value, provided that the introduction is well supported[1][4].
Further links from the text above:
[1] The advantages of process automation at a glance
[2] Nine real-life examples of process automation for inspiration
[4] Process automation: definition, opportunities & goals
[5] 15 examples for the automation of business processes (with ideas)
For more information and if you have any questions, please contact Contact us or read more blog posts on the topic TRANSRUPTION here.
Deutsch 
English (UK)