The situation we usually begin with
“Digital transformation” is not a phrase people use in their day-to-day work. The conversation sounds different: every month someone copies the same data from one place to another, two departments give management different figures for the same period, and a product description exists in five versions depending on who last sent it to a customer.
Data moves through people
The same information is manually entered in several places. Every re-entry creates another opportunity for error and consumes time that goes unmeasured because it is spread across the organisation.
The figures do not match
A report from one source conflicts with a report from another. Working out which is closer to the truth takes longer than answering the original question.
The system has outgrown the company – or the company has outgrown the system
A tool selected years ago now supports only part of the business. The rest happens in spreadsheets, emails and the heads of a few employees.
What this area covers across the Group
Digital transformation is rarely one project with a finish date. More often, it is a sequence of decisions: what should be organised first so the next step makes sense. We begin by establishing this sequence because it has the greatest impact on the total cost.
The company's core system
An ERP system for finance, resources, orders and settlements. We help determine whether the current system can be developed to meet today's needs or whether replacing it makes more sense, and then deliver the chosen path.
Product and service data
One source for descriptions, parameters and materials used by every sales channel, instead of a separate version for each. This layer is called PIM, but the problem it solves is simple: customers and salespeople should see the same information.
Integrations and custom software
Connecting tools so they exchange data without manual work, and building what standard systems do not cover: web and mobile applications designed around a specific business process.
Who leads such a project
Three GOTOMA Group companies share this area. The nature of the project determines which one becomes involved.
GOTOMA Software House
When software must be adapted to the way the company works: implementing or extending the core system, integrating tools and building functionality unavailable as standard.
GOTOMA.pl ›GOTOMA GENERAL
When the project is an investment rather than a tool change: multiple sites, infrastructure and hardware, data requirements, financing or end-to-end delivery by one contractor.
GOTOMA GENERAL ›Codarius
When organised data needs to power online sales channels, including websites, online stores and customer materials.
Codarius ›You do not need to decide this before speaking with us. Describe what is not working and we will divide the work internally.
AI solutions
In this area, the AI question usually comes at the end of the conversation – at the right time. AI mechanisms work with data, so their value depends directly on whether that data is complete and whether there is a recognised source of truth. A company organising this layer is already doing much of what a later AI project would require.
This does not mean AI must wait until all the organising is complete. It means that sequence affects the result, and we establish it for a specific process rather than at the level of general declarations.
We distinguish from the outset between what the system prepares and what is passed on. Decisions with financial, contractual or commercial consequences remain with people. We treat this as a design principle, not as a configuration setting.