> Even back then we were told to talk about how RPA (and by proxy AI) empowers your team to focus on the really important things.
As a non-politically savy person ;-) I have a feeling that this is a similarly dangerous message, since what prevents many teams to focus on really important things is often far too long meetings with managers and similar "important" stakeholders.
The reason you don't lead with headcount reduction is two-fold.
1. Almost every business has growing workload. That means reassigning good employees and not hiring new headcount, not firing existing headcount. Unipurpose, low-value offshore teams are the only ones who get cut (e.g. doing "{this} for every one of {these}" work).
2. Most operational automation is impossible to build well without deep process expertise from the SME currently performing it. If you fire that person immediately after automating their task, what do you think the next SME tells you, when you need their help?
Successfully scaling operational automation programs therefore rely on additional headcount avoidance (aka improving their volume:employee ratio) and value measurement (FTE-equivalent time savings) to justify/measure.
As a non-politically savy person ;-) I have a feeling that this is a similarly dangerous message, since what prevents many teams to focus on really important things is often far too long meetings with managers and similar "important" stakeholders.