A proven approach to successfully designing change processes such as the introduction of RPA is the 8-step model by John P. Kotter. This model describes the essential steps for effectively implementing change in organizations. The eight steps – from establishing urgency to anchoring the change in the corporate culture – are not just a theoretical guide, but a tried and tested blueprint. In this article, we explore how this model can be applied when introducing RPA in the finance department – with some inspiring parallels from the world of tennis.
Create a favorable environment for change
Change always begins with the realization that the status quo is no longer sufficient. The first stage in Kotter's model is to create urgency. In the finance department, the reality often looks like this: repetitive tasks such as invoice processing or account reconciliation tie up valuable resources. Errors creep in, processes take too long, and strategic activities are left undone. RPA can be used to address these challenges, but change requires clear communication of why this change is necessary.
CFOs driving the change must make the benefits of RPA tangible: fewer errors, shorter processing times and more room for strategic thinking. It is not enough to explain technical advantages – the change must create direct added value for employees. For example: “With RPA, we can process invoices in a fraction of the previous time without the need for manual intervention.”
It's a similar situation in tennis: a player who realizes that his backhand is becoming a weak point must acknowledge this reality. The competition takes every opportunity to attack him. The player has a choice: either he accepts the disadvantage or he works specifically on his technique. Similarly, a finance department that fails to address inefficient processes could be left behind by competitors who work more agilely. The first step in any change process is the will to eliminate weaknesses.
Strategy: Preparation is everything
Once the urgency has been clarified, the next step is to build a strong leadership team and develop a vision. The success of a change project depends largely on the people implementing it. In the finance department, this means forming an interdisciplinary team of IT and finance experts to plan and manage the introduction of RPA.
Read more about the advantages of cross-departmental finance teams in our blog article: Cross-departmental work – the success factor for finance teams.
The team first identifies suitable processes for automation, such as invoice processing, that have clearly defined rules and high repetition rates. At the same time, they develop a vision: what will the finance department look like after implementation? What are the benefits for the entire company? This strategy is implemented step by step, accompanied by testing and training to help employees become familiar with the new technology.
In tennis, no one wins without preparation. A player who wants to work on their backhand starts with a thorough analysis: Is the problem in the grip? In the sequence of movements? Together with their trainer, they develop a plan to improve their technique step by step. It is these targeted measures that make the difference in the long term – whether on the court or in the finance department.
Overcome resistance: Resilience shows true strength
Every change faces resistance, and the introduction of RPA is no exception. According to Kotter's model, the next step is to remove obstacles. Many employees fear that bots could take over their tasks or feel overwhelmed by the new technology. CFOs should not ignore these concerns, but actively address them. Transparent communication, regular feedback sessions and targeted training help to reduce uncertainty and build trust in the change.
A tennis player is familiar with these hurdles: a new backhand technique feels unfamiliar at first, the results fall short of expectations, and doubts arise. But a good trainer reminds him that setbacks are part of the process. With the right attitude and support, the initial challenges can be overcome – whether it's training or introducing RPA.
Short-term wins: Motivation through small victories
To drive change, Kotter emphasizes the importance of short-term successes. In the finance department, the initial results of an RPA pilot project can make these successes tangible: automating invoice processing leads to faster throughput times and lower error rates. These milestones are important for building team confidence and increasing motivation for the next steps.
A tennis player experiences something similar: the moment when the new backhand technique is used successfully for the first time in training confirms the effectiveness of the training plan. This small victory is not only a reward for the effort, but also an incentive to further improve the technique. In tennis, as in change management, these stage victories are crucial to consistently continue on the path to the goal.
Long-term success through sustainable change
After the initial successes, the aim is to consolidate the change and anchor it sustainably. According to Kotter, the last two stages include: consolidating changes and anchoring them in the culture. For the finance department, this means gradually extending RPA to other processes, such as account reconciliation or dunning. At the same time, automation must become an integral part of the way people work – supported by regular training and optimization.
In tennis, the process doesn't end with an improved backhand either. A player integrates the new technique into their game and continues to develop it in order to be successful in different game situations. At the same time, they look for further optimization opportunities – whether it's their serve or footwork. In both sports and change management, long-term success is not a matter of luck, but the result of consistent development.
Conclusion: Momentum, resilience and a clear plan
Just as in tennis, having the right strategy is crucial to success or failure in change management. Adopting RPA in the finance department is more than a technical project – it is a transformation that requires clear objectives, careful planning and overcoming resistance. Small wins are key to keeping the team motivated, and long-term strategies ensure that change is sustainable.
Whether on the tennis court or in the office, success is no coincidence. It is the result of hard work, smart decisions and an unwavering commitment to getting better.
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