Empowering remote workers.

A strategy for the present and the future.

With lockdown official, organisations across the country are scrambling to adjust to a workforce that needs to work from home. Managing remote staff can be challenging, but it also promises an opportunity to continue to serve customers while keeping staff employed and, ultimately, staying in business.

It’s easy to find advice for remote employees, instructing them how to be productive and inspired while working from home, but not much written for the employer. In addition to addressing an immediate need, a solid remote working strategy can not only help your employees, it could strengthen your business for the long term.

So how do you provide the best experience to empower remote workers? 

People first. A good work-from-home plan considers the wellbeing of employees. Do they have the tools they need? Are they empowered to do their jobs and address the issues that customers may have? Can you support them with health and safety advice? Is technology in place that can ease the burden faced by a workforce that suddenly has to adjust to different ways of working? Answer these concerns and you will have a solid strategy for managing and enabling a remote workforce.

Communication and collaboration. Remote working does not mean that staff are invisible, though, some employees may feel isolated. Address this by keeping staff up-to-date on new developments that may affect them and establish ways of working and that enables collaboration and encourages communication between team members.

The right environment. Create a supportive environment that allows staff to feel confident and supported by providing the information and tools they need to succeed. Simple-to-use, intuitive technology is an important part of this but time also needs to be made to allow staff the opportunity to come to grips with new technology and new ways of working.

Trust. Because remote employees aren’t sitting in an office, it’s sometimes easy to assume that they are not working. Often, the opposite is true. Without separation between work and home, remote employees often work longer hours than office-based employees. This type of pressure can add unnecessary anxiety and reduce productivity. Set clear work hours and encourage employees to have a healthy work-life balance.

The right technology: Encourage productivity and seamless business operation as employees move away from an office environment with intuitive and easy to use tools that don’t need lengthy training or additional skills. This automation needs to be appropriate, useful and easy to deploy. No-code automation is a vital part of this need.

With self-isolation and lockdown the new norm,  COVID-19 is altering society for the present but most likely for the future, too. As businesses shift to remote working they are setting a foundation and pattern for the way we work in the future.

A low-risk approach to Automation.

Start small, iterate and build upwards in complexity.

Innovation can be risky, especially when the stakes are high. So it’s not surprising that businesses, especially those in risk-averse industries, such as finance and law, are often slow to digitise tasks that have traditionally been completed by humans. Finance and law are heavily regulated, adding an additional hurdle.

Resistance to innovation doesn’t only apply to risk-averse industries. Small and medium enterprises (SMEs), don’t often have the time nor the capital to invest in something that may, or may not work.


Will adopting new technology be worth the cost?

Change can carry high stakes. It is often difficult to find solutions that actually live up to their claims, a reality that is sometimes not apparent until a technology has been implemented, sometimes at significant cost. Add issues of compatibility, client privacy and inability to calculate return-on-investment (ROI) for cutting edge solutions and it’s no wonder that SMEs are weary of new technology.

The pressure to stay competitive can override resistance to change. For example, standardising processes and procedures is one way to streamline service and increase efficiency. This solution may streamline processes but it still requires a high level of staff time, the most expensive asset of any business.

It’s generally accepted that service-oriented businesses need to innovate to stay competitive, but how do you do this within a risk-averse landscape?


Reduce the risk of innovation by taking incremental steps

Digital transformation is hailed as the savior of industry, integrating cutting edge, frequently changing technology, such as artificial intelligence (AI) into a new world of business practices. This often comes with a high price tag and high risk of disruption.

What if you don’t need transformation? What if your challenges could be addressed with a few incremental steps that don’t disrupt your business but make a big difference? Technology that allows you to make small changes is vital to this journey.


What can be automated?

The first step of any change, large or small, is to evaluate what part of your processes can be automated. Even the most personalised service will have repetitive elements or elements in common with other services you provide. That’s a prime spot for automation.

When you find this sweet spot, test it. Your test may run smoothly, it may run into a few hurdles  or it may reveal something else you need to. This is part of innovation and a good argument for starting small.


Iterate rapidly

When your test automation works, repeat it in the same place and find other processes this automation will work in. Replicating these simple business operations automations, or using them as a base for more complex action is a quick and easy way to integrate automation into nearly every business process. It’s a low-risk way to achieve quick wins that can improve productivity and customer service, boosting staff motivation as well as the appeal of the company to prospective customers and employees alike.


No code cloud-based service delivers big change with little disruption

At AUTTO, we have built the technology to make it quick and easy to automate repetitive tasks. Our no-code visual editor makes it easy to create small changes that have a big impact with drag and drop workflows.

We remove the cost of technology development with our cloud-based service so you can focus on providing personalised service while routine tasks are taken care of. Automate as little, or as much as you feel comfortable with while enjoying the benefits of transformation with little of the cost and risk.

The pressure is on for UK law firms to use LawTech.

The legal sector faces an enormous challenge in the way it navigates the change needed for client satisfaction and success. Changing attitudes and expectations around customer service, advancements in technology and the shifting legal landscape place new pressures on the client/lawyer relationship. The pressure is on to integrate technology into the practice of law.

Consumers want easy access and immediate results with an expectation of the type of innovation they see in other areas of business while, at the same time, the UK government continues to expand its interpretation of UK legislation around digital assets, delivery and evidence.

There is no arguing that digital has changed the way we help clients interact with the law. This is further complicated by the rapid acceleration of technology used in both business and law settings. As technology and client demands change, the overarching challenge to law firms is to navigate how technology is used to provide services while, at the same time,  protecting sensitive client data.

The LawTech Delivery Panel (LTDP) is an industry-led, government-backed initiative, established to support the transformation of the UK legal sector through technology. The LTDP is focused on identifying and addressing the most pressing barriers as well as catalysts for growth of the legal sector.

In order to do this LawTech Delivery Panel created a UK Jurisdiction Taskforce (UKJT), which carried out a consultation to identify the key questions that needed to be answered around cryptoassets and smart contracts – two particularly challenging aspects of using tech in law.

The objective of the consultation was to provide a solid foundation for what the LTDP’s report calls : “market confidence and a degree of legal certainty.” The taskforce addressed this by considering a number of legal questions concerning areas of perceived uncertainty.

Following the consultation, November 2019, UKJT published a legal statement that concluded: “As a matter of English law, cryptoassets have all the legal characteristics of property and as such, should be treated in principle as property.” The Legal Statement describes five key characteristics of a cryptoasset: intangibility, cryptographic authentication, use of a distributed transaction ledger, decentralisation and rule by consensus.

The Legal Statement further notes that one of the fundamental aspects of property is “ownership”, and that cryptoassets are capable of being owned. Whether English law would treat a particular cryptoasset as property ultimately depends on the nature of the asset, the rules of the system in which it exists and the purpose for which the question is asked.

UKJT’s statement also looked at smart contracts, addressing the question: “‘In what circumstances is a smart contract capable of giving rise to binding legal obligations, enforceable in accordance with its terms?”

The report was described by Sir Geoffrey Vos, the Chancellor of the High Court, and member of UKJT, as a “watershed” and something that no other jurisdiction has attempted.

British technology firm Tech Nation was appointed to deliver on the objectives outlined in the report by deploying funding of £2 million allocated by the Ministry of Justice to help fuel the growth of LawTech. Jenifer Swallow, former General Counsel at several leading UK tech companies and director of the LawTech Delivery Panel, is leading the executive delivery.

Swallow comments: “The worldwide smart contract market is expected to reach $300m by 2023 and the World Economic Forum predicts 10% of global GDP will be stored on the blockchain by 2027. It is great to see the adaptability of our common law system to fast-changing technology, demonstrated in this landmark legal statement from the UKJT.”

This is a time of unprecedented challenge and opportunity for the field of law, an opportunity to expand beyond the traditional concepts of law and reap the benefits of incorporating technology into the practice of law be that improving productivity, offering more individualised attention to clients, streamlining practices, increasing profit, promoting access to justice or all of the above.

If you would like advice on how to incorporate digital business automation into your firm, feel free to contact us at AUTTO.

Adapting to a new world.

It’s no surprise that the PricewaterhouseCoopers (PWC) annual survey of law firms for 2019 focused on how the digital revolution continues to disrupt professional services. New technology, such as artificial intelligence, cloud computing, robotics, and the Internet of Things (IoT), is being developed every day by forward-thinking enterprises.

The evolution of technology within cutting edge organisations has a knock-on effect for traditionally conservative organisations, such as law firms, who also need to evolve. Many larger firms are embracing lawtech to drive productivity and innovation, improve efficiency and control cost. According to PWC, eight out of the top ten firms identified technology as the key challenge to growth in the next two to three years. However, barriers to adoption are still widespread in the legal industry.

Complexity, scale and cost emerge as key barriers with security concerns topping the list. . However, PWC tells us it’s rare for senior management to take part in cyber risk and crisis management exercises. According to the PWC survey, many law firms just opt out of the advanced technology that’s becoming more common in sectors such as telecom and financial services.

Firms are right to be nervous about cybersecurity.   A whopping 100% of the top 100 law firms surveyed by PWC suffered a cybersecurity incident in 2019.  And according to Forrester: “In 2020, ransomware incidents will grow as attackers learn that holding data hostage is a quick path to monetisation.” As aggregators of sensitive client data,, law firms are vulnerable to these attacks and are rightly concerned about cybersecurity.

However,  avoiding high tech adoption and cloud-based services does not itself protect client data. The key – not always easy – is to strike a balance between the digital innovation that clients and employees expect and demand, with the cybersecurity necessary from a business, regulatory and ethical perspective. It is obviously vital for law firms to protect their own business and their clients from the loss of personal or sensitive information, not to mention  damage to reputation. But as firms face pressure for increased efficiency, productivity and growth, as well as better outcomes for clients delivered innovatively, law firms who do not embrace technological innovation risk being left behind.

One way to balance the risks and rewards is to avoid the temptations of disruption.  Disruption is a buzzword of the moment and sometimes seems to be presented as an end in itself. It is easily forgotten that true disruption involves challenging existing working models and the networks which support them. That may not be desirable, particularly where risk mitigation is important.  So, start small, trial with dummy data, and iterate and until you feel confident that systems are secure and workable from all angles

Risk can also be mitigated by ensuring the obvious safeguards are in place: make sure that your suppliers are properly certified, have cybersecurity plans and processes in place which they can describe to you. By taking these steps the benefits of  technology start to become available , saving time, and money, increasing productivity while increasing opportunities to spend more time on the things requiring personal  attention and expertise.


An Intro To AUTTO

How to Automate a Complex Process without Writing a Line of Code

  • Date: 31 March 2022
  • Time 14:00 BST
  • Host: Ian Gosling, Founder of AUTTO

Hi there,

AUTTO is a no-codebusiness and document automation platform. No-code means you can build tailor-made automated processes without having to be a developer.

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