
There’s nothing attention-grabbing at the board level about efficient transactional processing (unless of course you put a clever spin on it and simply call the latest instantiation of it “AP robotics”). Yet sexy or otherwise, processing transactions is the traditional role of AP. But given this constraint, how can AP rise up in strategic value and do more than just become more efficient? Perhaps the function needs to explain the value it can bring in terms that executives and stakeholders in the business, customers, suppliers and shareholders can appreciate.