Business automation: it's scary and unusual at first, but then you don't want to go back to the old way. However, the introduction of new systems is always a risk.

We are a Kazakhstani Sailet development studio. For the past 7 years, we have been going through all the stages of automation implementation with our customers. Today we have collected knowledge and are sharing it with you. Looking ahead: sabotage cannot be avoided! We will be happy to share with you our expertise in business process automation at a free consultation.

Business automation: it's scary and unusual at first, but then you don't want to go back to the old way. However, the introduction of new systems is always a risk. Mistakes can lead to huge losses of time, money, and even sabotage on the part of employees. We are figuring out how to automate processes without catastrophic consequences and do it with maximum benefit.

It seems logical: new year means new technologies. But this is a mistake. At the end of the year, accounting and finance are overloaded with reports, and employees dream of vacations, not new interfaces. The optimal period is summer: there is time for preparation, testing and a smooth transition.

• Choosing the wrong system.Companies often buy software that doesn't fit their processes. The solution? Before choosing a product, conduct an audit of business processes and consult with experts.
• Absence of a key project manager.Without a leader, the implementation turns into chaos. We need a person who not only holds a position, but understands how the company's processes work.
• Assigning a newbie to be responsible for the project.It is a mistake to put a person who has just joined the company on the implementation. He doesn't know the business processes, which slows down the whole process.

• The financial director and the chief accountant – automation simply won't take off without them.
• The IT department or an external team sets up integrations and improvements.
• The head of the sales department helps to adapt the system to meet real needs.
• Warehouse, logistics, and supply are involved if you have a large product range.
• The project manager keeps track of deadlines and coordinates the work of all participants.

Any innovation provokes resistance. Employees who are used to the old system are particularly susceptible to this. They say: "Why would we do that?", "And that's how it works", "Let's do it sometime later."

• Passive resistance – employees ignore new processes and continue to work the old-fashioned way.
• Active sabotage is the deliberate creation of difficulties, criticism of automation, and incitement of others.
• The formal approach is to pretend to use the system, but actually keep records in old tables.

• Explain the benefits. Employees need to understand how automation will make their work easier.
• Involve them in the process. Let key users test the system and give feedback.
• Punish for sabotage. If a person deliberately hinders automation, measures are needed.
• Management support. If top management doesn't use new technologies, employees won't either.

Important: if the chief accountant says, "I'd rather stuff everything with my hands," think about whether you need such an accountant.

Automation is not just software development, but a business transformation project. Mistakes at the start lead to chaos, but if everything is done correctly, the company will receive a tool that will increase efficiency and save resources. The main thing is not to introduce new technologies in a hurry, choose the right team and prepare for possible resistance. And if someone still dreams of the old system, try to return a push-button phone instead of a smartphone. The reaction will be significant!