The Challenge A digital media and advertising company implemented invoice processing automation to improve efficiency within its finance function. On paper, the solution was working. Invoices could be processed faster. Workflows were structured. The system was capable of reducing manual effort and improving turnaround time. But adoption lagged. Instead of using the system as designed, members of the finance team continued to rely on familiar processes. Spreadsheets remained in place. Workarounds emerged. Tasks were being completed both inside and outside the system, often duplicating effort rather than eliminating it. The issue was not overt resistance. It was behavioral. Old habits die hard and members of the finance team were finding workarounds which meant they were working for the technology, vs. the technology working for them. At the core was a lack of trust. Finance teams, particularly those responsible for accounts payable, had a strong sense of ownership over their work. Accuracy mattered. Control mattered. The idea of relying on automation, even when validation steps were built in, created hesitation. Rather than trusting the system and verifying outputs, individuals continued to perform the work manually, then used the system to confirm what they had already done. This not only slowed adoption […]