An organization automates a task and leaves it up to customers to correct the wrong results. I propose that we include that work in the evaluation of the service.
In the example, the reduction in internal time produces many phone calls and documents to be sent back. The benefit cannot be measured solely from the office point of view.
A useful transformation considers who bears new costs, who has the necessary skills and how the organization intervenes. Apparent efficiency can hide a transfer of work to less protected people.