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I started

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developing this

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framework in my

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mind where I

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think the

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capability of

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automation or

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the adoption of

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automation comes

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down to two

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major things.

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Either it's a

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capability and

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urgency, right?

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I can have

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tons of

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capability in

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me, but if

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I'm not urgent

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to build the

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automation case

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or adopt the

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automation, I'm

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going to find

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a reason not

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to do it.

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And I think

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it's the same

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way for like,

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if have the

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urgency and I

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don't have the

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capability, I

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will either fail

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or have a

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lessons learned,

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which will be

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very expensive

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lessons learned.

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Because I did

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something,

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I implemented

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automation, and

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now that goes

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back to the

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maturity curve.

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Like I borrowed

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some level of

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expertise from

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my partners,

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from the systems

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integrators,

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from the OEMs,

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and I believe

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that I can

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do it.

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That's great.

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You implemented

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it, you went

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go live.

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But if there

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is no, and

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I'm a very

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strong believer

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that if you

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do not name

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a person or

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a team who

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has the

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oversight over

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that automation

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and have every

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maintenance

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team, facility

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teams, IT teams,

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operations team,

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some kind of

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minor dotted

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line into that

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team to make

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the automation

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successful,

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you will run

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into challenges

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post -go -live.

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and again not

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because system

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failed or not

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because the

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operations

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didn't do a

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good job it's

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just that it

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needs

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maintenance it's

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like building

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muscle right