Published: June 16, 2021 – Author: Scott Teeple

Author Miguel Syjuco said, “Vilification, by its definition, creates an antagonist struggle, an us-versus-mentality, that throws us all into a senseless battle-royal.”

 In today’s climate, everyone appears to be taking an us versus them approach. If you are not in agreement, you are automatically cast on the other side and labeled something that may or may not be accurate. Both sides seem to be unwilling to reach across the line to work with one another, creating a greater chasm of the divide between the “us” camp and the “them” camp.

This mindset is problematic in our day-to-day personal lives, but we are seeing this becoming a pervasive problem in the business world. Although the ramifications are different, they are no less severe. When you take on this mindset in the business world, you pit business leaders against one another. You exclude leaders from relevant conversations that they should have a seat. You fail to achieve the necessary change for the business to stay viable, relevant, and innovative. And ultimately, your business objectives have a hard time scaling, and transformation initiatives tend to stall.

So how does this relate to the success of the intelligent automation program?

An organization’s automation center of excellence (CoE) shouldn’t be a replacement, an alternative, or even a workaround for IT. The automation CoE, business, and IT should be working together to achieve the automation’s intended business result. No one should be working on an island by themselves.  Focusing on business KPI and result-oriented outcomes should be everyone’s objective.

Regardless of how an automation program may have started, everyone needs to be viewed as trusted teammates, parameters, and guidance providers. This way, if speed bumps occur, or if heaven forbid, major roadblocks surface, every part of the organization can support each other in moving forward. It isn’t realistic to expect real, lasting change when you exclude those responsible for business processes or historically responsible and have experience in innovation from the conversation. Real digital transformation happens across the organization when you have initiatives that everyone can participate in and be passionate about.

Creating a culture of innovation and togetherness takes effort, and everyone must be on board. It is a personal choice that has to be made by everyone on the team daily. It isn’t just one person’s responsibility, and you will fail if that is the case.