Benefit measurement reflects the effects that automation brings in relation to the assumed goals. In this respect, we often encounter metrics such as:

• number of implemented robots or automated processes,
• hours saved or FTE released,
• monetary reflection of process improvements (in the form of nominal values ​​or ROI-type indicators).

Such indicators are definitely necessary to show the results of robotization. However, it is equally important to show the path of change that the automating organization goes through. It is not only the robots and processes themselves, but above all the people who:

• they shape new competences
• migrate between business positions, taking advantage of new opportunities
• develop development and leadership skills in the field of automation

It is also a change in the importance of automation in the strategic development of the company.

Today, however, I invite you to an article in which I will focus on the periodic assessment of the development of the entire automation management environment. Automation in the company is building a new reality that is worth observing comprehensively – here is a method proven in practice.

Progress assessment and what it shows

As part of my doctoral dissertation, I developed a tool that allows for such a comprehensive assessment of the automation management environment – the Automation Maturity Model (AMD). Today, however, I would like to present the possibilities of using such a model (or another tool with a broad perspective) in periodic assessment.

I recently had the opportunity to conduct a progress assessment for an international company from the online retail sector after a year and a half. The overall maturity level in this organization increased from 2.5 to 3.7 (on a five-point scale). Progress can be seen in all dimensions, except one – technological.

The key takeaway?

It is not always necessary to implement new technologies to generate increased automation effects. Large companies in particular tend to test many different technologies simultaneously. Such branched innovation brings long-term effects when at least some of the implemented projects are successful. However, it has one key disadvantage – it is expensive.

When we do not have such resources, it is worth focusing on technologies that we know or are within easy reach. Can we implement additional functionality in the base system? Let’s do it. Can we use technology for which we already have competences and licenses? Let’s try such a solution. Such exploitation of available tools for which we have developed processes and which are recognizable in the organization (also on the business side) may not be as appealing as innovative technologies, but it can still bring the desired effects. It is definitely worth verifying them first.

In this way, in the examined organization, despite constantly using the same automation technologies with a relatively low level of advancement (mainly basic IT systems and basic robotization), the scope of processes covered by automation significantly increased. By using such a reference point, we know exactly which automation technologies bring what results.

What impact does automation have on people in an organization?

During the analyzed period, the organization under study moved from individual and independent automation implementations to central coordination of these initiatives. This not only allowed for a coherent system for measuring effects (quantitative ones), but also for building a development environment for employees. Specific roles related to automation were designated and development paths corresponding to them were built. Actions were also taken to improve automation competences among both developers and managers.

By focusing on people responsible for the implementation, the quality and efficiency of the delivered automation was improved. However, the involvement of the teams on the business side was not built. The main reason is the lack of open communication – which is a pity, because both the adopted goals and the implementation approach will most likely be accepted by these teams. Such a situation may result in a small inflow of new ideas for improvements. It may also arouse fear resulting from an uncertain future. All this hinders the development of the organization.

Such a broad view of the people involved in the development of automation allows us to check whether we have taken into account the needs and concerns of all parties. Of course, it is difficult to act in many directions at the same time and it can be spread over time. However, it is worth being aware of what actions we have already taken and what is still ahead of us. Thanks to this, we can assess the risk of consequences and plan the next steps of improvement.

How is the importance of automation changing in an organization?

Companies operating in a constantly changing environment modify their goals and plans. This is also reflected in the automation development strategy. Are the goals adopted two years ago still relevant? It is worth checking this regularly and systematically.

In the case of the organization under review, such a modification was made, or rather the scope of automation goals was expanded. Automation was also included in the general development strategy of the company, which indicates an increased importance of this area. Not all goals have been assigned metrics, but this process of harmonization is already underway.

On the one hand, the periodic analysis shows the enormous amount of work put into the development of the automation environment. On the other hand, it builds awareness of the gap that still needs to be filled. In this way, it harmonizes the understanding of the expected role of automation and the path to achieving the set goal.

Analysis of progress in managing the automation environment

I described the example of one organization above, focusing on selected dimensions of a comprehensive assessment of the development of the automation management environment. This example shows that measuring only the final benefits, without observing the broader context, does not support improvement. Only by analyzing the development activities undertaken can we assess which of them led us to achieve a given effect and which are worth continuing.

I sincerely encourage you to take such an attempt. If you want to conduct an analysis for the first time or want to assess progress in relation to the previous diagnosis, simply fill out the questionnaire below:

I also invite you to comment and contact me – I would be happy to learn about your ways of analyzing the progress of automation 🙂

author: dr Klaudia Martinek-Jaguszewska

fragment of the series “Strategic diagnosis”

date of publication: 22.06.2024