A modern CFO understands the imperative for Planning Process Automation. They see the potential for faster cycles, greater accuracy, and a better ability to pivot the business. They invest in powerful technology, map out the perfect workflow, and set ambitious deadlines.
Yet, many of these projects hit an invisible wall and stall.
The technology works. The plan is sound. So, what’s the issue?
The biggest factor CFOs underestimate isn’t a technical glitch or a budget overrun—it’s people. Specifically, people’s resistance to change.
The Real Enemy is Fear
When you introduce automation, the most common progress-staller is fear: fear of losing relevance, fear of losing control, and fear of the unknown.
For the analysts and managers who have spent years mastering the current planning process, automation can feel like a threat. They worry, “Does Planning Automation Replace Planners?” (The answer, by the way, will surprise them, and you can direct them to my recent video on that exact topic!).
The Formula for Project Success
CFOs who secure buy-in early deliver projects on time and on budget. You can’t just mandate a new tool; you have to lead a transformation.
To get that crucial buy-in, you must shift the narrative:
- Involve Stakeholders: Get the people who will actually use the new process involved in its design. They are the experts, and their input creates ownership.
- Reframe the Technology: Position automation not as a headcount threat, but as an enabler of faster analysis and stronger strategic decisions. The time saved on data aggregation is time gained for high-value strategic thinking.
Leading the Adoption, Not Just Implementing the Tech
Success hinges on how you manage the human side of change. Your goal is to ensure your people are deeply invested in the project’s success.
Here’s how to build that investment:
- Be Transparent: Clearly communicate the why and the how of the automation project.
- Share Quick Wins: Nothing builds momentum like early, tangible successes.
- Link Automation to Strategic Priorities: Show how the new process directly contributes to growth, profitability, or market share.
- Train Continuously: Consistent training builds confidence and competence.
- Celebrate the New Capability: Acknowledge and reward your team’s increased ability to add value to the strategic conversation.
When you lead the adoption—instead of just purchasing the software—automation won’t simply cut costs. It will elevate the Finance function, moving it from the back office to the driver’s seat of growth and profitability.
