Managing Risk as Automation Scales: Why Visibility Alone Is No Longer Enough As enterprises rapidly scale automation across business functions, platforms, and geographies, operational risk is undergoing a fundamental shift. Risk is no longer limited to isolated task failures or system outages. Instead, it has become systemic — embedded across interconnected workflows, automated decision layers, and complex handoffs that span humans, bots, and AI - driven systems. In this environment, traditional dashboards a nd performance metrics struggle to surface what truly matters. Live Webinar Link Over the years, organizations have invested heavily in process visibility tools, monitoring solut ions, and KPIs to track efficiency and performance. While these investments have improved transparency, visibility without structural context is proving insufficient. As automation expands, blind spots multiply. These gaps often emerge between systems, acr oss cross - functional workflows, or at points where automation decisions intersect with human judgment. When left undetected, they can trigger cascading failures, compliance exposure, customer disruption, and costly remediation. Automation doesn ’ t just incr ease operational speed — it changes the nature of risk itself. Failures now propagate across end - to - end processes rather than remaining confined to individual tasks. Uncoordinated automation initiatives can introduce hidden dependencies and fragile handoffs, while point - level monitoring focuses on symptoms rather than root causes. At the same time, the pace of automation frequently outstrips the maturity of risk governance, leaving organizations reactive rather than resilient. This is where Business Process Management (BPM) becomes critical. BPM - led approaches provide a process - centric lens that goes beyond activity - level monitoring. Instead of identifying risk after incidents occur, BPM enables organizations to structure risk at design time. By mapping end - to - end workflows, dependencies, controls, and exceptions, BPM exposes where risk actually hides — across systems, teams, and automa ted decision paths. With BPM, enterprises can align automation initiatives with governance and accountability from the outset. Risk intelligence can be embedded early, reducing downstream failures and enabling faster, more informed responses when disruptio ns arise. Rather than firefighting issues after they escalate, leaders gain the ability to proactively surface risk and address vulnerabilities before they impact operations or compliance. This research - led session by QKS Group is designed to help leaders rethink how risk should be identified, governed, and managed in highly automated environments. Attendees will gain clarity on why visibility alone BPM is no longer enough and how serves as a strategic foundation for early risk exposure, stronger governance, and resilient automation at scale. #BusinessProcessManagement #ProcessAutomation #WorkflowAutomation