The next level beyond office applications

Oct 20, 2022 | Weekly Automation Corner

The next level beyond office applications

Charles Drayson

Oct 20 · 3 min read

It made perfect sense for Microsoft to adopt the ‘Office’ label when they started grouping their applications. Over time, we saw those applications having a similar look-and-feel and increasing connectivity. Office applications are used, err, right across the office. The Finance team uses the same solutions as the Marketing team, and the HR team, and every team. It would be annoying if they didn’t.

Each team might adopt its own templates, styles, macros and customisations to reflect the team’s needs and preferences. Still, they could share their work with other teams without hindrance. Most of the teams have a bias to some applications and probably don’t use the others. That’s fine – they all get value even if they don’t all use all of the solution all of the time. Some users get their work done with the basic features, and some users find value in complex, obscure features, and the real hero is one who builds clever stuff that colleagues can use.

We see Legito like that.

It’s fine if you just want to use it in one department, but our vision is about empowering the whole enterprise with features that work across team boundaries, with the same look-and-feel, integrated, and yet ready to be customised for the needs of each team. Most teams will only use some of the features, but the enterprise needs access to all of them. Legito gets work done within teams, but it exists because most work needs to flow between teams. It’s the next level beyond office applications. 

As organisations expand their use of Legito, we are seeing true enterprise-wide adoption. But, just like Microsoft Office, it’s equally useful for companies with few users. The numbers don’t matter – it’s the ability to span the whole organisation that makes it powerful.

No code applications

Analysts and commentators are talking about no code applications and no code platforms. A few years ago, a phrase like ‘no code applications’ would seem ambiguous because it doesn’t describe anything specific. Today, it’s implicit that organisations increasingly want to build their own solutions using commercially available software. Moreover, they want to build those solutions without dependence on developers to create and maintain them. They want the building blocks to create, process, move, manage and share work – and they want them configured by colleagues with a native understanding of the business needs, and they want quick deployments – not IT projects. The users will be the same people who use office applications. Some of those will step up and create clever stuff for their colleagues.

Perhaps the test of an office application is whether an organisation would miss it if it wasn’t there, and where the adoption is self-evident of value.

The next level beyond office applications

Charles Drayson

Oct 20 · 3 min read

It made perfect sense for Microsoft to adopt the ‘Office’ label when they started grouping their applications. Over time, we saw those applications having a similar look-and-feel and increasing connectivity. Office applications are used, err, right across the office. The Finance team uses the same solutions as the Marketing team, and the HR team, and every team. It would be annoying if they didn’t.

Each team might adopt its own templates, styles, macros and customisations to reflect the team’s needs and preferences. Still, they could share their work with other teams without hindrance. Most of the teams have a bias to some applications and probably don’t use the others. That’s fine – they all get value even if they don’t all use all of the solution all of the time. Some users get their work done with the basic features, and some users find value in complex, obscure features, and the real hero is one who builds clever stuff that colleagues can use.

We see Legito like that.

It’s fine if you just want to use it in one department, but our vision is about empowering the whole enterprise with features that work across team boundaries, with the same look-and-feel, integrated, and yet ready to be customised for the needs of each team. Most teams will only use some of the features, but the enterprise needs access to all of them. Legito gets work done within teams, but it exists because most work needs to flow between teams. It’s the next level beyond office applications. 

As organisations expand their use of Legito, we are seeing true enterprise-wide adoption. But, just like Microsoft Office, it’s equally useful for companies with few users. The numbers don’t matter – it’s the ability to span the whole organisation that makes it powerful.

No code applications

Analysts and commentators are talking about no code applications and no code platforms. A few years ago, a phrase like ‘no code applications’ would seem ambiguous because it doesn’t describe anything specific. Today, it’s implicit that organisations increasingly want to build their own solutions using commercially available software. Moreover, they want to build those solutions without dependence on developers to create and maintain them. They want the building blocks to create, process, move, manage and share work – and they want them configured by colleagues with a native understanding of the business needs, and they want quick deployments – not IT projects. The users will be the same people who use office applications. Some of those will step up and create clever stuff for their colleagues.

Perhaps the test of an office application is whether an organisation would miss it if it wasn’t there, and where the adoption is self-evident of value.

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Democratizing Enterprise Contracts

Jul 20, 2021 | Industry Insights

Democratizing Enterprise Contracts

Democratizing Enterprise Contracts

Automation as a tool for reducing bottlenecks with In-House Legal and other teams

Most companies sell a product or service to generate revenue. Of course, commercial teams actually sell the products, but other departments are just as essential to day-to-day operations, such as Human Resources, Finance, Compliance, and Legal.  These teams do not operate in a bubble, but constantly rely on one another for knowledge sharing, and quick decision making.

In-house legal teams tend to work with each of these departments and are involved with just about every aspect of decision-making processes. Often perceived as an unfortunate but necessary “spend,” many legal departments’ true tasks help guarantee uninterrupted and increased revenue.

Documentation, operational transparency, and ease of access to information are some of the unsung responsibilities legal departments must resolve to keep the business functional.

Interconnectedness / interdependencies between teams, especially as they intersect with the scope of responsibilities of the in-house Legal team, can create serious consequences for any company.

But there is hope, and Document Automation and Contract Lifecycle Management is it. 

 

The Challenges

What could go wrong? A lot actually. Some of the most prominent challenges for each team are below:

 

Legal Team

Legal teams form the backbone of the company itself. A team of highly educated attorneys spends a lot of time making simple and often minor changes to contracts, like changing a clause on governing law, or assignment, as well as maintaining several different versions of templates for different departments.

And of course, the Legal team is the go-to department for time consuming but low priority questions like “can we make this product?”

This leads to a bottleneck because the legal team ends up spending the majority of their time doing document maintenance for which they are overqualified. Meanwhile, the places where they can really provide value (and where they want to provide value); negotiation of terms, analysis and mitigation of potential risks to the company itself are either pushed to the back, or limited in the time they can be given.

Hiring more legal professionals is one option but that creates additional costs and has risks in itself, and as lawyers know, the more hands there are, the more work appears.

What to do? How can legal teams get back to the work they need to do, while retaining control over contracts and other language and policies?

 

The Commercial Team

Commercial teams sell the product – be it in an online store, or a multi-month B2B sales cycle, and get the paperwork into the hands of customers.

Without the proper technology, opaque contracting process leads to back and forth between parties, and this “ping-pong” effect extends sales cycles – sometimes to where it takes months to negotiate the full contract after the essential terms (price, quantity, delivery) are amicably agreed by the commercial teams; because legal review drags on.

It can also create high risk contracts (e.g., lawsuits or non-compliance to regulations and law), and most importantly, a lack of trust between employees, the company, and its customers.

The bottom line is that where bottlenecks exist, the bottom line is affected. Not only to contracts take longer to negotiate past the basic, mutually agreeable broad strokes, but in an effort to expedite the process unapproved or outdated clauses can appear that create liability where none should exist, and in the worst cases – revenue is lost because it just takes so long to get the deal done.

But how to support the bottom line without exposure to risk or hiring packs of lawyers just to negotiate deals quickly? 

 

Human Resources

Human Resources teams, or “People Services,” not only make sure of the welfare of all the employees at an organization, but also work to make sure the organization stays safe from risk. Many of HR’s responsibilities require legal oversight and review along with coordination with the Risk and Compliance departments to ensure compliance with law and business standards.

The ability to hire people quickly in a competitive market makes it imperative that HR teams move quickly to secure candidates before they are snatched up by a competitor. The faster employment contracts can be generated, delivered, and executed, the better.

If only there was a way to streamline this process so that HR can hire quickly and efficiently, while maintaining compliance with regulatory matters.

These aren’t the only departments who face challenges as part of an integrated/interdependent business environment, just the best known. Challenges exist anywhere where teams need, but don’t have the most up-to-date, approved language/policies, or can’t move deals forward for lack of legal review.

 

Automation to the Rescue

Almost every commercial enterprise encounters these challenges in their day-to-day activities, but they are difficult to “manage away” or “hire away.” Finding a solution specific to an organization requires finding tools that are both robust and flexible.

 

Document Automation and Contract Lifecycle Management tools are the answer.

When properly leveraged, the right Document Automation and Contract Lifecycle Management software democratizes the contracting and document management process, because the Legal team is not the “holder” of all of the contracts. Though they provide the components, the contracts can live on their own among the teams involved removing organizational blockers.

Granting more autonomy to different departments (i.e., granting more document creation ability) saves time for everyone, while assuring legal teams of the accuracy and compliance of all the company’s documents.

What can these tools do?  

 

Automated Document Assembly

Commercial team members can now create  their own contracts without needing to be experts in contract law.

Representatives may enter deal information from their opportunities (or have the fees and product details automatically extracted) to automatically draft contracts that contain the correct terms, conditions, and ancillary documents – all created by legal, but locked to protect against unknown-added risk.

Approved language dynamically completes agreements, so the highly qualified legal team personnel spend less time drafting and reviewing contract language, and more time on high value projects.

Conversely, Legal retains control over the clause language itself, so they can be secure in the knowledge that even though contracting is democratized, and commercial teams are able to do their own contract assembly, they are not somehow letting the genie out of the bottle and opening the company up to risk or compliance issues by turning untrained commercial team members into de facto lawyers.

In some cases, this approach can reduce Legal team workload in contract drafting/review by up to 95 %, and reduce time to execution from several months down to a matter of days.

But the benefits occur also to Human Resources and Finance departments, who are able to automatically populate information from external databases or spreadsheets to quickly complete forms and reports.

 

Workflows and Approvals

Although fewer deals require legal review, for situations that require language that is not dynamically drafted into agreements by the software, or available in a clause library, clear and transparent Workflow and Approval processes are defined.

There is no longer any guess work about who is responsible for the approval, and there is always visibility on what stage of the review process the contract is in. Legal no longer bears the full responsibility – all the key stakeholders are accountable for their role in completing contract negotiation.

Documents that require review and approval from different departments can be routed quickly to the correct departments using predefined rules.

 

Communication Tools

Sharing documents and information quickly is important, but being able to share information and notes, new information, and comments is just as crucial.  In Document comments, Real-Time Conversations / Chat, Track Changes, and Redlining features help all the stakeholders stay connected.

 

Deadline Reminders

Data pulled from contracts automatically creates deadline notifications for renewals, and termination notice dates. This gives teams plenty of time to prepare renewal negotiations, for the organization to get out of bad contracts, or to repaper contracts that fall foul of new regulatory obligations.

 

Conclusion

Interconnectedness and interdependencies between legal and other teams within any company creates inherent challenges for each team involved.

Legal teams are overburdened by the need to review/approve documents – including agreed but unexecuted sales agreements, also to maintain compliance, and defend against risk. Commercial teams are delayed by overburdened legal teams, and HR teams need legal review for hiring, layoffs, and changes in compensation.  Being the hub of interdepartmental resources inevitably forces the legal team to slow down process flows, in order to protect the organization.

But there is hope.

Document Automation Tools help all of a company’s key departments work seamlessly with Legal, and with one another through the Legal team to increase overall productivity, while maintaining the necessary level of risk protection, compliance, rights maintenance, and others. Granting more autonomy to different departments (i.e., granting more document creation ability) saves time for everyone, while assuring legal teams of the accuracy and compliance of all the company’s documents.

In other words: They make it possible to democratize contracting. Automated Document Assembly / Contract Lifecycle Management is not just a solution that is solely for the benefit of Legal, but is a necessary business tool for the entire organization’s success.

 

 

Automation as a tool for reducing bottlenecks with In-House Legal and other teams

Most companies sell a product or service to generate revenue. Of course, commercial teams actually sell the products, but other departments are just as essential to day-to-day operations, such as Human Resources, Finance, Compliance, and Legal.  These teams do not operate in a bubble, but constantly rely on one another for knowledge sharing, and quick decision making.

In-house legal teams tend to work with each of these departments and are involved with just about every aspect of decision-making processes. Often perceived as an unfortunate but necessary “spend,” many legal departments’ true tasks help guarantee uninterrupted and increased revenue.

Documentation, operational transparency, and ease of access to information are some of the unsung responsibilities legal departments must resolve to keep the business functional.

Interconnectedness / interdependencies between teams, especially as they intersect with the scope of responsibilities of the in-house Legal team, can create serious consequences for any company.

But there is hope, and Document Automation and Contract Lifecycle Management is it. 

 

The Challenges

What could go wrong? A lot actually. Some of the most prominent challenges for each team are below:

 

Legal Team

Legal teams form the backbone of the company itself. A team of highly educated attorneys spends a lot of time making simple and often minor changes to contracts, like changing a clause on governing law, or assignment, as well as maintaining several different versions of templates for different departments.

And of course, the Legal team is the go-to department for time consuming but low priority questions like “can we make this product?”

This leads to a bottleneck because the legal team ends up spending the majority of their time doing document maintenance for which they are overqualified. Meanwhile, the places where they can really provide value (and where they want to provide value); negotiation of terms, analysis and mitigation of potential risks to the company itself are either pushed to the back, or limited in the time they can be given.

Hiring more legal professionals is one option but that creates additional costs and has risks in itself, and as lawyers know, the more hands there are, the more work appears.

What to do? How can legal teams get back to the work they need to do, while retaining control over contracts and other language and policies?

 

The Commercial Team

Commercial teams sell the product – be it in an online store, or a multi-month B2B sales cycle, and get the paperwork into the hands of customers.

Without the proper technology, opaque contracting process leads to back and forth between parties, and this “ping-pong” effect extends sales cycles – sometimes to where it takes months to negotiate the full contract after the essential terms (price, quantity, delivery) are amicably agreed by the commercial teams; because legal review drags on.

It can also create high risk contracts (e.g., lawsuits or non-compliance to regulations and law), and most importantly, a lack of trust between employees, the company, and its customers.

The bottom line is that where bottlenecks exist, the bottom line is affected. Not only to contracts take longer to negotiate past the basic, mutually agreeable broad strokes, but in an effort to expedite the process unapproved or outdated clauses can appear that create liability where none should exist, and in the worst cases – revenue is lost because it just takes so long to get the deal done.

But how to support the bottom line without exposure to risk or hiring packs of lawyers just to negotiate deals quickly? 

 

Human Resources

Human Resources teams, or “People Services,” not only make sure of the welfare of all the employees at an organization, but also work to make sure the organization stays safe from risk. Many of HR’s responsibilities require legal oversight and review along with coordination with the Risk and Compliance departments to ensure compliance with law and business standards.

The ability to hire people quickly in a competitive market makes it imperative that HR teams move quickly to secure candidates before they are snatched up by a competitor. The faster employment contracts can be generated, delivered, and executed, the better.

If only there was a way to streamline this process so that HR can hire quickly and efficiently, while maintaining compliance with regulatory matters.

These aren’t the only departments who face challenges as part of an integrated/interdependent business environment, just the best known. Challenges exist anywhere where teams need, but don’t have the most up-to-date, approved language/policies, or can’t move deals forward for lack of legal review.

 

Automation to the Rescue

Almost every commercial enterprise encounters these challenges in their day-to-day activities, but they are difficult to “manage away” or “hire away.” Finding a solution specific to an organization requires finding tools that are both robust and flexible.

 

Document Automation and Contract Lifecycle Management tools are the answer.

When properly leveraged, the right Document Automation and Contract Lifecycle Management software democratizes the contracting and document management process, because the Legal team is not the “holder” of all of the contracts. Though they provide the components, the contracts can live on their own among the teams involved removing organizational blockers.

Granting more autonomy to different departments (i.e., granting more document creation ability) saves time for everyone, while assuring legal teams of the accuracy and compliance of all the company’s documents.

What can these tools do?  

 

Automated Document Assembly

Commercial team members can now create  their own contracts without needing to be experts in contract law.

Representatives may enter deal information from their opportunities (or have the fees and product details automatically extracted) to automatically draft contracts that contain the correct terms, conditions, and ancillary documents – all created by legal, but locked to protect against unknown-added risk.

Approved language dynamically completes agreements, so the highly qualified legal team personnel spend less time drafting and reviewing contract language, and more time on high value projects.

Conversely, Legal retains control over the clause language itself, so they can be secure in the knowledge that even though contracting is democratized, and commercial teams are able to do their own contract assembly, they are not somehow letting the genie out of the bottle and opening the company up to risk or compliance issues by turning untrained commercial team members into de facto lawyers.

In some cases, this approach can reduce Legal team workload in contract drafting/review by up to 95 %, and reduce time to execution from several months down to a matter of days.

But the benefits occur also to Human Resources and Finance departments, who are able to automatically populate information from external databases or spreadsheets to quickly complete forms and reports.

 

Workflows and Approvals

Although fewer deals require legal review, for situations that require language that is not dynamically drafted into agreements by the software, or available in a clause library, clear and transparent Workflow and Approval processes are defined.

There is no longer any guess work about who is responsible for the approval, and there is always visibility on what stage of the review process the contract is in. Legal no longer bears the full responsibility – all the key stakeholders are accountable for their role in completing contract negotiation.

Documents that require review and approval from different departments can be routed quickly to the correct departments using predefined rules.

 

Communication Tools

Sharing documents and information quickly is important, but being able to share information and notes, new information, and comments is just as crucial.  In Document comments, Real-Time Conversations / Chat, Track Changes, and Redlining features help all the stakeholders stay connected.

 

Deadline Reminders

Data pulled from contracts automatically creates deadline notifications for renewals, and termination notice dates. This gives teams plenty of time to prepare renewal negotiations, for the organization to get out of bad contracts, or to repaper contracts that fall foul of new regulatory obligations.

 

Conclusion

Interconnectedness and interdependencies between legal and other teams within any company creates inherent challenges for each team involved.

Legal teams are overburdened by the need to review/approve documents – including agreed but unexecuted sales agreements, also to maintain compliance, and defend against risk. Commercial teams are delayed by overburdened legal teams, and HR teams need legal review for hiring, layoffs, and changes in compensation.  Being the hub of interdepartmental resources inevitably forces the legal team to slow down process flows, in order to protect the organization.

But there is hope.

Document Automation Tools help all of a company’s key departments work seamlessly with Legal, and with one another through the Legal team to increase overall productivity, while maintaining the necessary level of risk protection, compliance, rights maintenance, and others. Granting more autonomy to different departments (i.e., granting more document creation ability) saves time for everyone, while assuring legal teams of the accuracy and compliance of all the company’s documents.

In other words: They make it possible to democratize contracting. Automated Document Assembly / Contract Lifecycle Management is not just a solution that is solely for the benefit of Legal, but is a necessary business tool for the entire organization’s success.

 

 

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Enterprise

Jun 11, 2020 | Academy

Enterprise

Legito is designed for the enterprise. Robust, scalable, and customizable.

Drive Success For Yourself And Your Organization

 

We know what your corporation needs, whether your presence is regional, national, or global, we know that keeping track of your documents is key to your continued success. The many different documents you process countless times every day need to be consistent, and your business processes smooth and efficient to guarantee that, despite your size you can work quickly and maintain a customer centric focus. We know how to help you use automation to make your complex documents and processes easier and expedient.

Together, Let’s Get A Win Using Our Verified Digital Transformation Playbook

 

We have helped many large corporations and we can help you. We share our know-how and tips from automation experts and satisfied clients who have already implemented a document automation solution to help you on your way to do it correctly, starting from determining your use cases, selecting the correct tool, implementation, and building 100% adoption.

Leverage the Experience of Other Digital-forward Companies

Key Improvements Our Customers Achieved With Legito 

%

%

Drafting Time Saved

Higher Document Approval Efficiency

More Revenues

More Accurate Final Documents

Key Improvements Our Customers Achieved With Legito 

%

Drafting Time Saved

Higher Document Approval Efficiency

%

More Revenues

More Accurate Final Documents

Step 1: Identify Your Use Cases

Internal Research

First, identify individuals in departments or teams who will benefit from the change and increased efficiency (typically managers). Assure interviewees that may be resistant to change that there is nothing to fear from automation, and that their input is valued and will help the company by helping them to be even more successful at their jobs.

Determine the key stakeholders. Here is a list of departments which, in our experience, we have found benefit greatly from automation:

 

  • Sourcing/Procurement department
  • Legal department
  • Human Resources department
  • Purchase/Sales department
  • IT department (for integration and security purposes)

After you have determined the correct people to speak to, start your research. Try to avoid questions that elicit feelings or opinions. Here are some standard questions that could prove useful:

 

  • What is our current document drafting process?
  • What is our current document workflow and approval process, and the state of our lifecycle management?
  • What does our current contract signing process look like? Do we use electronic signatures?
  • What are the current challenges we are facing?
  • What contracts or other documents are used most frequently? Is it possible to estimate how much time, on average, it takes to draft each without automation?
  • What metrics are available?
  • What are our software usage and data security policies?

Calculate Your Automation’s Return On Investment (ROI)

Use our Document Automation Matrix to estimate how long it will take you to automate a document, and our ROI Calculator will help you see how well (and how soon!) Legito will work for you.

Investment = Time and Resources spent in the following areas:

 

  • Document Assembly: Time spent defining the Conditions and logical dependencies that power automation. How many different logically dependent / conditioned content and alternative wording options will be automated within the document.

 

  • Document Lifecycle Management: Time spent developing automated Workflows and defining the proper User permissions and User Groups.

 

  • Environment: Time spent preparing the Workspace (i.e., Branding, Footers, Categories, Document Groupings, etc.)

 

  • On-Premise (if applicable, i.e, not using a cloud based solution): Time spent installing the solution and preparing it for use (e.g., servers, integrations, etc.)

Return = Benefits reaped from invested time and resources

 

  • How much faster are documents drafted?

Best way to calculate these results is to research how much time it currently takes to draft different documents from various categories and multiply that number by the number of times it is drafted per year. Next, assume that 90% of that time could be saved through proper automation.

 

  • How much more efficient is your document lifecycle management?

Similar to calculating increased document drafting speed, determine the state of your current document lifecycle management processes, and also how much time is spent. Trial an automated document lifecycle management solution and capture how the time it takes to complete the same processes after automation. The difference is your time saved per process, which can then be expanded to include additional processes by multiplying that time by the frequency these lifecycle processes are activated.

 

  • How much time is saved using eSignature?

Like the above scenarios, it is possible to test the before and after state of your signing processes to determine time saved. Broadly, research has shown that a well deployed eSignature solution can decrease signing times by 95 percent.

 

Averaging these three criteria can help you confidently create an estimate of your automation ROI. Legito’s custom ROI Calculator and Automation Matrix may give you a good starting place to reasonably estimate your expected ROI.

Frequently Automated Documents for Larger Corporation 

The size of your company will not determine which documents you may need automated. We find that your industry and specific departments are better indicators. Explore these factors and more in our Industry and Department focused Academy articles.

Step 2: Choose the Right Solution

Important Features

Legito customers similarly placed in your industry have found that, in addition to Legito’s core features, the following features cater particularly well to larger corporations:

 

 

Legito strongly recommends initially testing a complex automation solution (e.g., multiple logical dependencies in an automated template) on a small use case.

 

This may provide an opportunity to investigate many different features. Not only can you determine if the product has everything that you need, but it’s a perfect opportunity to try a pilot project that can serve as a warm-up for an actual implementation. and roll out. Using a complex use case has the advantage of it being more likely that any product limitations will be discovered early. So rather than encountering difficulties later on in the implementation stage and having to start over, these important decisions may be made early.

 

Fortunately, Legito offers a 30-day free trial that gives you the opportunity to do just this.

Useful Resources

Commonly used criteria

  • End-users ease of use
  • Scope of use-cases to be covered by software
  • Fast software development with continual updates
  • Product road map for the upcoming year
  • Out-of-the-box integrations with other applications
  • Flexible licensing
  • Quality of knowledgebase and online training courses
  • Easy automation of template and workflow (technical skills required)
  • Resources (time) investments needed for automation
 

Step 3: Implementation

Once you have selected a tool, get to know it and have at least one person learn all the ins and outs. This person may become your first Power User.

Determine which would be more appropriate, an in-house or an outsourced implementation solution.

Have the individual most intimate with the workings of the new solution work with your Knowledge Experts and manage expectations of the solution’s capabilities (probably this initial Power User).

Select a narrow use case that, based on your research, will show users just how much it can help, and will present quick measurable results that can be communicated companywide. Let this first attempt provide tips and guidance on future implementations.

On average, it takes three iterations of reworking a newly implemented solution until it functions properly. Communicate with your implementation team in order to get it right. Once you’ve worked out the kinks, it will be easier to work on the next automation solution.

After you’re satisfied with the initial use case, build upon lessons learned, and select another. Don’t make a half-way effort, make sure you have perfected the automation use case. Then you can move with confidence to a new project with increased scope and complexity.

Timing – select an off-peak period in your business cycle to ensure a smooth roll-out and ensure the least disruption.

In-house Implementation

  • Designate 1-3 individuals to be Power Users. Experience has shown that entry level employees make good choices, as generally they tend to be more inclined to apply technology to increase efficiency, and are eager to get involved in these types of wide-encompassing projects which can help them become more acquainted with their new company. Give these Power Users the time to learn and eventually master the product.

 

  • Many products on the market today can take days or even weeks to learn, and months to master, Power Users can learn Legito’s automation in a day, and master it in a matter of weeks.

 

  • Have a look at Legito’s Power User Educational Training Courses. This should give you an idea of the level of expertise you may want a Power User to have.

 

Outsourced Implementation

  • Your implementation partners should be experts in document automation and, able to execute with precision. To aid them in this, be able to provide precise instructions on how the document automation solution should be realized. Give your implementation partners as much detail about the document’s logic so there are no false assumptions. Ensure that you and your partners have the same understanding.

 

  • It would be great if at least one member of your internal implementation team has completed all of the Educational courses, having time to really know your solution’s automation techniques. This individual should be tapped to liaise with the implementation team (specifically this person who has taken the courses). This will help ensure that you have the transparency you need to make sure your needs are being met to be kept apprised of any necessary deviations from the expected design.

 

Legito has a list of trusted partners.

See Our Implementation Partners

Step 4: Adoption

End-user On-Boarding

Communication! Ensure that your messaging manages End User expectations for the product’s capabilities and the benefits.

 

  • Prepare training materials and use various media (documents, video, animation) to use for personal or online workshops.

 

  • Leverage existing knowledge repositories to store helpful information. Easily accessible resources speed up the onboarding process for new hires.

 

  • Set up training sessions headed up by your Power Users. It can be helpful to offer regular refresher courses long after implementation.

 

  • Accessibility: Consider using your Legito Workspace Footer to link to resources, which may include an internal point of contact who can help end-users.

Learn as You Go training. A product with an intuitive user interface, combined with a well-executed implementation will not require training. Ideally a user will be able to slide smoothly into using your solution with little need for external resources. The best way to do this is for users to learn as they use the product. Some ways to do this are:

 

  • Automated Guided Tours – When a user first opens the automation tool, have them walked through the key features.

 

  • In-app Instructions – Provide detailed instructions to users, either from the outset of a task or later in-process.

 

  • Document Help Text – Whenever possible, use help “balloons” unobtrusively integrated to help users learn more about features.
 

Feedback & Continuous Improvement

Curveballs – You may get lucky, but it’s highly unlikely that everything will go perfectly in the first instance. Usually there will be something that wasn’t anticipated. Some fringe case that wasn’t anticipated but actually may prove worth including. Be patient, listen to your team, and make the changes as you need.


Being 100% programming free, Legito makes it easy to adjust and update its automations. 

Communicate with your early adopters (probably the users from the initial use case) and make sure the solution meets most of their needs. Maintain this constant two-way feedback, and when these users are satisfied, they may very well become product ambassadors and will be less critical of the solution, helping to engage other users to fully adopt the new automation solution.

Measurements

Take the estimations determined from your original ROI calculations and compare inputs and results from your pre-automation state with metrics captured after the implementation of your chosen solution. Use this real data to calculate your real ROI and see how much you’ve saved through automation.

Legito’s Analytics features may be useful for additional quantitative measures to your assessment.

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