The routine is automated. The difficult cases remain with people.
Norwegian airport operator Avinor processes more than 100,000 invoices a year. An automated solution checks and posts them; employees handle checks and exceptions.
According to the provider UiPath, Avinor's automation programme freed up an estimated amount of working time equivalent to three full-time positions. That is a result for the programme as a whole, not a reported saving from invoices alone.
For me, this points to a second leadership task: the remaining work changes. An exception often requires more experience, coordination and discretion than a standard case.
Anyone who sizes roles solely on the basis of the reduced case count may therefore overlook the effort required for each individual case. It becomes particularly difficult when exceptions always land with the same person and there is no backup.
Three questions help when redesigning the work:
• Which exceptions remain?
• Who is allowed to decide on them, and who provides support?
• Who takes over when someone is absent?
Which role in your organisation has ended up with less routine work but more difficult cases?
#WorkDesign #Automation #Leadership
