Case Study: Invoice Processing Automation – That People Actually Adopt Driving Adoption Through Trust, Clarity & Change

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 but also reduced the value of the automation itself.

The Solution

Altum approached the challenge by focusing not on the technology, but on how the system was being understood and used.

The first step was identifying how resistance was showing up in practice.

Rather than direct objections, the team observed behavioral patterns – continued use of spreadsheets, manual validation outside the system, and inconsistent adherence to new workflows. These patterns made it clear that the issue was not capability, but adoption.

From there, the focus shifted to building trust.

Altum worked with the organization to reinforce the “why” behind the automation. This included helping end users understand how the system functioned across the full process – not just their individual task, but the upstream and downstream impact of their actions.

Helping teams understand the broader process is critical to adoption, particularly when automation changes how work is completed.

Training was approached differently.

Rather than focusing solely on how to use the system, the emphasis was placed on how the system reduced effort and created capacity. Users were shown not only what to do, but what they would gain; less time spent on repetitive tasks and more time available for higher-value work.

At the same time, adoption was reinforced through leadership alignment.

In this case, the push for automation was driven from the top, ensuring that expectations were clear and consistent across the organization. Business process leaders played a key role in translating those expectations into day-to-day execution, reinforcing the importance of using the system as designed.

The goal was not to eliminate validation, but to shift it.

Instead of manually recreating work, users were guided to trust the system’s outputs and focus on verifying results within the process itself.

The Outcome

As adoption increased, the impact became visible quickly.

Invoice processing became more efficient. Outstanding invoices were reduced significantly. Time spent on manual tasks declined, freeing up capacity within the finance team.

Just as importantly, the perception of the system began to shift.

What had initially been viewed as a loss of control became a tool that improved visibility and efficiency. Teams were able to move away from duplicate work and focus on areas that required more attention.

The engagement reinforced a broader principle. Automation does not fail because of technology. It fails when people do not trust or understand how to use it.

When adoption is addressed directly – through clarity, communication, and alignment – the value of automation becomes tangible.