Process redesigned, systems connected. The decision starts coming from the data.

With an assessment of the critical processes and prioritisation by business impact. Starting from the tool is the shortest path to automating the wrong problem.

In most cases, no. The integration workstream connects what already exists. Replacement only comes up when the current system is itself the bottleneck, and then with a plan rather than a surprise.

The first cycle delivers a controlled scope with a measured indicator, precisely to prove value before scaling. The timeline depends on the process chosen, and it is defined during the assessment.

Automation takes the repetitive work and the team moves to where judgement is required. The culture and adoption workstream exists because a change of role has to be led, not announced.

Access control, traceability and compliance come in with the automation, not after it. Every automated action is recorded and auditable.

Yes. The workstreams are modular and combined according to your maturity and priorities. The assessment shows which ones make sense now and which can wait.

It is changing how the business operates using technology, not swapping tools. It touches process, data, culture and technology at the same time: if the process stayed the same and simply gained a new screen, that is computerisation, not transformation.

Digitising moves the current process into a digital medium, with the same design and the same steps. Transforming revisits the design: why those steps exist, which ones can disappear and what the data now makes it possible to decide. Digitising a bad process only makes it faster at being wrong.

It depends on the slice, which is why we do not recommend contracting everything at once. Cost is sized by the number of workstreams, the legacy systems involved, the state of the data and the scale of organisational change. The lowest risk path is to start with one workstream that has a measurable result and fund the next ones with the gain from the first.

By business indicators, not IT deliverables. Process cycle time, cost per transaction, rework rate, response time to the customer and revenue unlocked tell you whether transformation happened. The number of systems deployed tells you nothing.

Yes, and usually on a shorter cycle, because there are fewer decision layers and less legacy to work around. What changes is the slice: fewer parallel workstreams, narrower scope and results that appear sooner.

No. The approach is incremental and living with the legacy is part of the plan: the new runs alongside what exists, with integration and staged migration. A full stop is unnecessary risk, and it is rarely the only option available.

Through four routes: direct sales, AWS Marketplace, SERPRO and TELEBRAS. Public bodies often find the shortest path through the state owned companies they already contract with. The detail of each route is at centralit.com.br/en/how-to-buy.