PP&A designed the study as ten one-hour in-depth interviews with executives and senior leaders responsible for automation in their organizations, spanning manufacturing, insurance, life sciences, retail, and banking and financial services. All interviews were completed within a single week to fit the client's timeline.

Each conversation opened with a short discussion of intelligent process automation as the participant experienced it today: the benefits sought, the obstacles encountered, where automation sat among organizational priorities, and whether it was deployed on its own or inside larger transformation programs. This grounded the later reactions in real buying context. Participants then reviewed the client's draft materials as a sequence of stimuli, working through the solution overview, the benefit descriptions, and the customization and implementation principles. For each, PP&A captured positive elements, points of confusion and areas for improvement, and asked participants to rank the key benefits by relevance to their own organizations.

The final report set out the market context, slide-by-slide impressions of each stimulus, a benefit ranking, and a consolidated set of recommendations for the messaging.

The overall reaction to the concept was positive, and participants wanted to learn more. They valued the modular design, the promise of starting from the current state of automation rather than replacing it, and the focus on the areas of value they cared about. The high-level overview was judged a fair capture of the intelligent process automation flow.

The study also surfaced clear problems in time to fix them. The central diagram left participants unsure whether they were looking at software, a service, a consulting engagement or some combination, and the supporting text did not resolve the question. Consistent use of jargon caused confusion, and the materials lacked ties to business outcomes. Participants asked for industry-specific framing and case studies to bring the messaging to life, and every one of them, whatever their technical background, stumbled somewhere in the content.

The market context sharpened those recommendations. Cost and process optimization were the most sought-after benefits, but with pronounced differences by industry, arguing for tailored messaging. Legacy systems, business-case design and lack of executive sponsorship were the biggest deployment obstacles, and most organizations were deploying automation inside larger transformations rather than on its own. The client entered its launch knowing what to simplify, what to prove, and how to position the offering as a component of broader change.

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