Automation projects – but make it work

In a nutshell: Automation changes processes and people. But the biggest challenge is often invisible: acceptance, trust, team spirit. How can teams not only accept change, but actively drive it forward? Thomas Bale, a logistics expert with 25 years of experience, shares in his interview with even logistics what really matters – and where most projects go wrong.

Automation is a strategic goal for many companies. Processes should become more efficient, costs reduced, supply chains more stable. But while the technical implementation can be planned thoroughly, projects often fail at one critical point: people. 
 
We spoke with Thomas Bale, Head of Consulting at Xvise, and asked him: How do you successfully bring employees and teams along through complex change – and why is communication the single biggest lever?

Automation without people doesn't work 

"Some companies approach automation projects in a purely technical way. They define requirements, find the best Solution and simply present it to the teams – done," says Thomas. "That can work, but most of the time it doesn't. Because if people aren't on board, you get resistance." 
 
Automation typically affects more than just one process – it transforms workflows, roles and responsibilities. "People don't just need to be able to operate the new system. They need to accept it and understand why it's being introduced."

Why communication starts at the planning stage 

One of the biggest mistakes: only starting to communicate once implementation is already underway. "In our projects, we try to involve people as early as the planning phase – not just management, but also the operational staff," says Thomas. 
 
Why? "Because they live the processes every day. They feel where things get stuck, where interface problems arise, where the inefficiencies are. Who better than them to bring that knowledge into the project?" 
 
The result: people who feel heard are more likely to support change. "Ultimately, it's about acceptance. You can have the best technology in the world, but if the team isn't pulling together, it gets you nowhere."

Communication is more than information

Many companies confuse communication with simply passing on information. "A newsletter, a project update, a notice in the break room – that's not enough. Communication means dialogue: listening, answering questions, acknowledging concerns, creating transparency." 
 
This also means making interfaces visible. "Logistics is a cross-functional discipline. You can't optimize just within the warehouse if purchasing, production or assembly aren't involved. Communication has to work across departments."

People or Operations: Who owns responsibility? 

We wanted to know from Thomas: who is responsible for the human side of change? HR? The project team? Senior management? 
 
"Honestly? I don't care who does it. As long as someone does," he says. "The problem is that often nobody does, because it's uncomfortable. Technology is measurable; culture work isn't. But that's precisely what determines whether a project succeeds." 
 
In large companies, HR teams or change managers are involved; in SMEs, they frequently aren't. "There, senior management has to lead by example and get actively involved. Cultural change doesn't work bottom-up. It's a leadership responsibility."

Investment, not cost factor

In the past, communication and culture initiatives were often seen as "nice to have" – or worse, as a cost factor. But Thomas sees a shift: "More and more companies view this as an investment in project success. The trend is moving in the right direction, but it's still far from widespread." 
 
Can communication be measured in KPIs? 
A question many leaders ask: how do I prove this investment pays off? 
 
"That's tricky," Thomas admits. "A lot of it is qualitative: employee satisfaction, trust, team spirit. But there are indicators: lower turnover, fewer errors, faster throughput times, better on-time delivery." 
 
And one point is often overlooked: recruiting. "If you have an open, appreciative culture, you're more likely to attract skilled talent. People notice it – and it pays off."

Best practice: No smoke and mirrors – just team spirit 

Finally, we ask Thomas what has impressed him most in 25 years of project experience. His answer is surprising: "It's not the fancy tools or innovative methods. It's the spirit. When a team sticks together, pursues a shared goal, supports one another – then whatever comes, you'll handle it. No rocket science needed." 
 
He puts it simply: "Management shapes culture. When leadership models trust, that team spirit follows. And then automation works too."

Conclusion

 
Automation is not just a technology project. It is a culture project. Organizations that invest in communication early, involve their employees and create transparency reduce resistance and accelerate change. 
 
Or, as Thomas puts it:
"It's still people's business. Without the people behind it, no automation will ever truly succeed."