GoTo.

Intelligent automation

Automation

Returning staff hours to work that requires judgement.
Practice area
Digital Transformation
Answers the problem
Our organisation is inefficient.
Frameworks applied
GoTo IMPACT™, GoTo Insight™, GoTo Change Catalyst™
Commercial model
Fixed price by default
01Overview

What this practice is for.

Automation is scoped from a process map, never from a tool. The first question is not what can be automated, but what can be removed. What remains is automated against a counted baseline so the saving can be stated in hours rather than asserted in adjectives.

The rule that governs automation
Automating a process that should be removed is an expensive way to preserve a bad decision. Process work always precedes tooling.
02Services

Scope and deliverables, stated.

Every quote states deliverables, assumptions, exclusions, the payment schedule and a validity period.
01

Scope

Process and systems audit

Manual steps, duplicate capture, approval delays and reporting effort, delivered as a process map with time and volume estimates.

Automation opportunity register

Candidate processes ranked by hours consumed, error exposure, and how much of the work would survive redesign.

Baseline measurement

The counted current state, so the saving is a measured figure rather than a claim.

02

Build

Document and proposal generation

Templated generation from structured inputs, with version control and an approval step that cannot be skipped.

CRM and pipeline automation

Lead capture, routing, acknowledgement within the stated service level, and reporting.

Email and notification workflows

Triggered communication with logged delivery and a named owner for the message content.

Reporting automation

Scheduled report assembly from source systems, replacing manual collation.

Social publishing workflows

Scheduling, approval and archiving under a documented procedure.

03

Sustain

Adoption and training

Role-based training with a record of who was trained, on what and when, structured on GoTo Change Catalyst™.

Governance after handover

Ownership, review cadence, escalation, and the closure of the parallel manual route.

Automation care plan

Monitoring, failure alerts, and periodic review against the original baseline.

03Method

How the work is actually run.

  1. 01
    Map the current process and count it.
  2. 02
    Remove steps that exist only because they always have.
  3. 03
    Redesign the workflow, then automate what survives.
  4. 04
    Measure the redesigned process against the original baseline.
  5. 05
    Close the old route rather than tolerating it.

Expected outcomes

Hours returned, stated as a measured figure against a counted baseline.
Fewer places where information is captured twice.
A documented workflow with a named owner.
An automation that is monitored rather than assumed to be running.
Measured, not asserted
Success measures are agreed at the Define stage, stated with their source and a date, and reported against on a fixed rhythm. The client is never asked at the end to accept a new definition of success.
04Applied here

The frameworks and sectors this practice touches.

05Common questions

Asked before most engagements begin.

All practice areas
Marketing and CommunicationsDigital TransformationArtificial IntelligenceKnowledge and Information Management

Book a Discovery Session

The most useful first step is a discovery conversation.

A structured session that produces a written problem statement, whether or not it leads to an engagement. If the problem is not one we should be paid to solve, we will say so.

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