Why is the biggest opponents of automation and process optimization those who think they know the most, even though they in fact know the least? I have worked with process optimization for more than 30 years and I’ve often encountered statements like: “we don’t do that around here”, “it takes no time” and “doing it manually is just as easy”. Progress and development links to changes – and it’s not as dangerous as many believe.
TL;DRFears about job loss from automation and process optimization are largely unfounded, according to over 30 years of hands-on experience. Acubiz and others working in finance automation consistently find that digitization redistributes employees to higher-value tasks rather than eliminating roles, and that the human capacity to adapt is far greater than most people assume.
There are many negative preconceptions, misunderstandings and unnecessary fears about what optimization of processes entails for the individual employee. Take a look at finance departments, a field I work a lot with. It’s actually very rare that I’ve experienced layoffs in connection with optimizing processes. On the contrary, the resources can be redistributed to more value-creating tasks which can lead to a more progressive finance department.
Through new opportunities like Robotics, Artificial Intelligence (AI) and Machine Learning, we will focus even more on process optimization in the future. We will also experience more people who “fear” new initiatives and the entry of new technologies. Fact is, that companies are forced to embrace these opportunities and the changes that come along to remain market-driven, competitive and more important, to be able to survive. As I put it; “change is the only thing that’s certain”.
Many other people speak about new technologies together with change. However, it is too often that the positive angles are omitted when it comes to demount the fear of change. Some say that humans are creatures of habits and thus are difficult to move. But reality is that the human species is extremely adaptable – for some people, this is just hard to realize and understand. Think about the human history and evolution and all the big changes our environment has undergone – we are still here, and we carry a truly special ability to adapt.
To all of you, who doesn’t feel comfortable with changes, you can expect that your job is going to change in the future. But the good news is that you will be fine, so don’t worry. That said, it’s of course important that we inform, anchor and create an understanding about the optimizations we create with technology. This is done through dialogue and training. To change perceptions, you must learn to appreciate what you don’t understand. Then it becomes easier to let the fear of the future go.
Frequently Asked Questions
Does automating finance processes typically lead to layoffs?
Based on over 30 years of process optimization work, layoffs as a direct result of automation are actually rare. Instead, resources are typically redistributed to more value-creating tasks. The finance department becomes more capable, not smaller, when repetitive manual work is handled by automated systems.
Why do employees resist process automation even when it benefits them?
Resistance usually stems from negative preconceptions and fear of change rather than genuine understanding of the risks. Common objections include 'we don't do that around here' and 'manual is just as easy'. These attitudes reflect habit rather than analysis, and tend to fade once employees experience the actual benefits.
What role do AI and robotics play in finance department automation?
Technologies like Robotic Process Automation, Artificial Intelligence, and Machine Learning are increasingly relevant for finance teams. They can handle repetitive transactional tasks at high speed and accuracy, freeing finance professionals to focus on analysis, strategic work, and value-adding activities.
How can finance leaders build a case for process automation internally?
The key is addressing fears directly and focusing on concrete benefits: productivity gains, error reduction, and the ability to redeploy staff to more meaningful work. Showing that change is the norm in business, not a threat, helps shift the internal conversation from resistance to engagement.