ROI Case File No.063: The Labyrinth of Repetitive Manual Work

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Chapter I: The Silent Scream

"Over 50 similar Excel files to process monthly."

The visitor was Voltbridge Technologies' Business Innovation Manager. Each individual task seemed mundane, but accumulated to three full working days monthly. In a labor shortage, this was quite painful.

"Honestly, we know it's 'work humans shouldn't do.' But when it comes to 'changing'... the organization won't move."

Listening to him, I internally sensed this as the third consultation following the same pattern: hesitation to transform, decision-making stagnation, and the inevitable mention of "predecessor's departure."

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Chapter II: Files Tell of Organizational Contradictions

"I see. Your problem isn't 'workload.'"

Holmes examined the task list.

"This is a problem of 'culture that wants to change but can't.'"

• File naming conventions dependent on individual handlers
• Data transcription based on tacit knowledge processing
• Variance handling relying on experienced personnel's "judgment"

"In other words, not people but 'judgment' is doing the work. And formalization of judgment is neglected."

Reviewing the materials more closely, I noticed something: until last year, an "RPA Implementation Team" existed, but the team leader changed jobs four months ago. Since then, "resistance to transformation" had suddenly intensified.

"Interesting, Holmes. This timing of job change—"

"Ah, I was thinking the same thing. Someone is intentionally nipping transformation buds."

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Chapter III: RPA Only Follows "Patterns"

"RPA is an excellent robot, but cannot make judgments."

Holmes showed a small mechanical puppet.

"RPA implementation begins with defining 'repeatable processes.' In other words, it requires courage to eliminate exceptions."

His outlined steps:

• Step 1: Decompose and standardize workflow
• Step 2: Clarify exception handling and define patterns
• Step 3: Break down personalized tasks → judgment flows
• Step 4: RPA scenario design and A/B testing

"RPA is a 'mirror of operations.' Unorganized operations get rejected even by RPA."

But looking at Voltbridge's "past RPA implementation failure case studies," similar failure patterns were lined up—as if someone distributed failure templates to each company.

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Chapter IV: KPT Framework (RPA Implementation Groundwork)

Item	Current State	Improvement Direction	Long-term Vision
Keep	• Each handler's processing know-how • Field improvement awareness • Inter-departmental cooperation	• Formalizing veteran insights • Understanding gradual automation	• In-house library of judgment rules
Problem	• Process flow personalization • Proliferation of non-standard files • Too many exceptions preventing automation	• Insufficient field interviews • Past PoC failure experience influencing	• Company-wide structure not believing in automation
Try	• PoC starting with single task • RPA implementation guideline preparation • Unstructured data rule creation	• RPA + AI-OCR combination verification • Visualization of personalized tasks → judgment trees	• Achieving 100-hour monthly reduction and reinvestment

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Chapter V: The Detective's Logic Dissection

"This Excel file named 'Final_Delivery Data_Revised(Tanaka).xlsx'... quite human indeed."

Holmes chuckled.

"AI and RPA don't have 'hunches.' That's why rules anyone can understand are necessary."

Looking at materials on his desk, I suddenly noticed:

"Holmes, this failure case study—every case seems to involve the same consulting company."

Holmes examined the materials with sharp eyes.

"And that consultant invariably proposes 'gradual implementation,' ultimately prolonging projects. An interesting pattern."

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Chapter VI: Humans Create Culture Called Rules

Voltbridge's manager concluded:

"What we really want to change isn't just systems, but 'the stagnant atmosphere.'"

Holmes nodded deeply.

"Then first, create 'small success experiences.' Automation ROI begins not with numbers but with 'the feeling that things moved.'"

But I had other concerns:

"Holmes, what if this 'stagnant atmosphere' is artificially created?"

"You mean intentionally instilling a culture of fear of failure to obstruct corporate transformation?"

Holmes gazed at the fireplace:

"That's entirely possible. Companies that fear transformation increase external dependency, ultimately benefiting someone."

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Chapter VII: The Invisible Cage

That night, I organized commonalities among the three cases:

1. Espol: Brand strategy confusion and predecessor departure
2. Oceantrail: DX promotion hesitation and predecessor departure
3. Voltbridge: RPA implementation failure and promotion team dissolution

Common to all was some force that dampened transformation enthusiasm.

And the "failure cases" and "competitive information" each company consulted about seemed to originate from the same source.

"This is no coincidence."

I was deepening my conviction that someone was paralyzing corporate decision-making and driving them toward irresponsible judgments.

Outside the window, black shadows swayed again. This time clearly visible—someone was monitoring our office.

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Chapter VIII: The Maze Designer

Next morning, Holmes announced a major discovery:

"Watson, last night's research revealed an interesting fact."

"What kind?"

"The 'culture of fear of failure' common to these three companies all stems from the same organizational consulting methodology. And the person who spread this methodology—"

Holmes paused:

"Ostensibly advocates 'careful transformation' but actually has the effect of stagnating transformation itself. This is no coincidence."

I felt a chill down my spine:

"So someone is intentionally robbing corporate judgment, leading them to irresponsible decisions?"

"Exactly. And the true purpose of this methodology... isn't clear yet. But one thing's certain:"

Holmes continued, gazing out the window:

"We're walking within an ingeniously crafted trap."

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"The first step of transformation is the courage to re-examine work. But if someone steals that courage—"—From the Detective's Notes