Business Automation: where to start to gain rapid efficiency

Automation in SMEs: where to start to gain rapid efficiency

After digitizing processes and starting to work with data in a more structured way, many companies reach the same point: realizing that the next step is automation. It's not just about “doing more with less,” but about using technology to free teams from repetitive tasks, reduce errors, and create a more predictable operation.

In this context, automation emerges as the natural continuation of digital maturity: after digitizing and organizing information, companies are in a position to integrate systems and, from there, automate workflows securely.

The challenge lies in knowing where to start, what makes sense to automate first, how to measure the return, and, above all, how to avoid automating processes that should not be automated.

Where it makes sense to automate first

Automation should not start with the most complex or critical processes. On the contrary, it is more sustainable to start in areas with less risk, greater repetition, and well-defined rules. That is where you get quick results and gain confidence to evolve.

We can highlight three typical areas for a first automation cycle in SMEs: repetitive operational tasks, administrative and financial flows, and processes related to leads and commercial operations.

1. Repetitive operational tasks

In many companies, there is a set of tasks that are repeated daily, almost always in the same way, and that consume time without adding direct value to the business. They are necessary, but could be performed automatically.

Common examples include copying data between systems, updating order statuses, filling in basic fields on customer forms, generating standard documents from templates, or creating records on more than one platform.

Before automating, it is important to map these tasks in detail: who does them, how long they take, on which systems, and what rules determine each step.

The gain is rarely in a single isolated task, but in the whole. If each small automation saves a few minutes a day, after a month the difference is significant, especially in small teams.

2. Administrative and financial flows

The administrative and financial area is one of the areas where automation most easily translates into measurable gains. Typically, there is documentation to circulate, approvals to be made, deadlines to meet, and records that must be correct.

Some examples of flows that can be automated:

• receiving and forwarding invoices for approval;
• validating mandatory fields before registering a document;
• automatic alerts for payment deadlines, contract renewals, or tax obligations;
• generating periodic reports (without the need to collect data manually).

In these processes, a good starting point is to identify where there are recurring delays, rework, or communication failures between departments. Often, it is not necessary to reinvent the process; you just need to ensure that the information follows a consistent path: it enters a system, is validated based on clear rules, and moves on to the next step without relying on emails or random messages.

Automating these flows increases predictability: the company knows that certain tasks always happen, within defined deadlines, without relying exclusively on the availability of a single person.

3. Leads, marketing, and business processes

Automation also has a direct impact on how companies manage leads and business opportunities. In many SMEs, the effort to capture contacts is significant, but part of that potential is lost due to a lack of follow-up.

Automation can provide support at various stages:

• capturing leads from the website, forms, campaigns, or integrations with external platforms;
• consistent registration of these leads in the CRM;
• sending personalized responses, which ensure quick initial contact;
• distribution of leads by the sales team, based on defined criteria (area, type of customer, service);
• creation of automatic tasks and reminders for follow-up within certain deadlines.

With this type of automation, the company reduces the risk of leaving contacts “forgotten” and ensures a more structured process. The goal is not to replace the role of the salesperson, but to ensure that they act at the right time, with the right information, instead of relying on memory or notes.

How to evaluate the ROI of automation

One of the risks associated with automation is falling into unrealistic expectations: the idea that everything can be automated quickly and that the results will always be immediate. To avoid this, it is important to look at the ROI (Return on Investment) with clear criteria. Instead of just thinking about the “intuitive” benefit, it is worth quantifying it.

Some useful questions to ask before moving forward:

• How many hours per week are currently being spent on this process?
• How many people are involved and for how long?
• How often do errors occur and how much do they cost (in terms of time and impact)?
• What is the impact when the process is delayed (e.g., on cash flow, customer satisfaction, or meeting deadlines)?

Based on these answers, it is possible to estimate:

• time that can be saved with automation;
• reduction in the risk of error or non-compliance;
• gains in speed and predictability.

On the other hand, it is also important to consider the investment:

• initial analysis and process effort;
• cost of implementing automation;
• maintenance required whenever there are changes to systems or rules.

The result should be sufficient to make informed decisions. In many cases, the first automations pay off mainly in time saved and reduced operational stress, even before they directly translate into increased revenue.

Quick wins vs. structural gains

Not all automations have the same type of impact. Some are “quick wins”: they solve very specific problems, are quick to implement, and deliver almost immediate results, such as eliminating the need to manually copy data between two systems and doing it automatically instead.

Others are more structural: they redesign a process from end to end, involve several teams, and can take longer to prepare, such as automating the entire lead handling or purchase approval cycle.

In an automation plan for SMEs, it makes sense to combine both:

• start with quick wins, which demonstrate value and build trust;
• prepare, in parallel, deeper automations that consolidate digital maturity over time.

The important thing is not to get stuck with overly ambitious projects right from the start. A gradual evolution, with short implementation and learning cycles, tends to be more sustainable than a single large project.

Best practices for not automating what should not be automated

Automating just because it is possible can make operations more rigid and difficult to adapt. Therefore, just as important as choosing what to automate is knowing what should not be automated, at least not in the initial phase. There are some principles that help you make better decisions.

1. Clarify and stabilize the process first

If a process changes constantly, has many exceptions, or depends on unclear decisions, automating it will only increase uncertainty. Instead of gaining efficiency, the company will have an automated flow that needs to be changed frequently, or that is so full of special cases that it becomes difficult to manage.

Before considering automation, it is worth:

map the current process as it is done today; identify redundant or unnecessary steps;

eliminate exceptions that arise only out of habit;

define a simplified and standardized version.

Only after a stable foundation exists does it make sense to automate. Otherwise, the company ends up adjusting automation on a day-to-day basis, which increases costs and complexity.

2. Avoid automating decisions that require context

There are areas where human intervention remains essential: negotiation, adaptations to specific cases, reading context, and strategic decisions. In these cases, automation should not replace the decision, but rather prepare the information that supports that decision.

For example, instead of automating the final approval of a commercial discount, it makes more sense to automate the collection of relevant data, the calculation of margins, the customer's history, and present all of this clearly to the person who makes the decision.

In this way, automation increases the quality and speed of the decision, without attempting to replicate human judgment where it is most important.

3. Ensure that data and integrations are ready

One of the most common reasons for automation failures is a lack of consistency in the underlying data or the absence of minimal integrations between systems. If records are duplicated, if essential fields are blank, or if each department uses a different version of the same information, automation is more likely to fail.

Before moving forward, it is important to:

• define “official” data sources (e.g., CRM as a reference for customers and leads);
• minimize parallel databases in Excel or loose documents;
• ensure that critical tools (such as ERP, CRM, support, or marketing platforms) can at least exchange essential information.

Automation works best when information flows predictably.

4. Think about maintenance from the outset

Any automation will inevitably need to be adjusted over time: because the business changes, because a new system emerges, because the process is updated.

Therefore, it is important to:

• document what is automated in a simple way;
• identify who is responsible for monitoring and validating changes;
• ensure that teams know who to turn to when a workflow needs to be adapted.

Automation without a maintenance vision creates excessive dependence on a person or supplier, which can limit the capacity for future evolution.

Automation as a continuation of digital maturity

Automation is not an end in itself, nor does it replace the work that has already been done in digitizing and organizing data. On the contrary, it builds on that foundation.

When companies view automation as a way to enhance digital maturity, rather than just as an isolated tool, they can make processes more consistent, free teams from repetitive tasks, increase operational predictability, and create space to innovate and respond better to the market.

The path does not lie in automating everything at once, but in choosing wisely where it makes sense to start, measuring the impact, and moving forward step by step. It is this approach that transforms technology into real efficiency and sustainable growth for SMEs.