JustSolve CEO Botha van der Vyver discusses how a people-first approach to hyperautomation can simplify implementation for enterprises while ensuring people remain at the centre of technology initiatives.
In an enterprise landscape dominated by outdated systems and siloed operations, South African CIOs are facing a difficult duality: maintaining the mission-critical stability of legacy systems while driving the digital innovation their organisations demand.
The idea of “rip and replace” is not just impractical, it’s often impossible. This is where JustSolve’s approach to hyperautomation presents a compelling alternative for IT leaders navigating this tension. JustSolve combines intelligent automation, AI, and low-code solutions to drive innovation with a people-centered focus.
Meeting enterprises where they are
JustSolve’s approach is grounded on building on what works. “As an AI, automation and software development specialist, we rapidly build modern digital layers that integrate seamlessly, enabling new functionality quickly and without needing to start from scratch,” says JustSolve CEO Botha van der Vyver.
This is more than technical integration; it’s structured delivery. The company’s end-to-end approach spans strategy, discovery, analysis, development and post-deployment support. “That’s the art and science of what we do. Speed without structure is chaos, and structure without speed is stagnation. We’ve spent years building the muscle to deliver both. Our cross functional teams have mastered designing user friendly, scalable and secure systems, using both traditional (pro-code) and low-code approaches,” Botha continues.
Governance and ethics are also a critical consideration for organisations considering automating their operations using AI. “JustSolve embeds fairness by auditing data and models for bias, prioritising transparency through explainable algorithms and clear user disclosures, upholding accountability via documented decision trails and clear lines of responsibility,” he adds.
Botha says that JustSolve safeguards privacy with strict data-minimisation, encryption and consent practices, while securing systems against misuse. Human oversight remains critical for high-impact decisions, as this ensures inclusivity through diverse stakeholder consultations.
Not just another hyperautomation offering
At the heart of JustSolve’s hyperautomation offering is people. “Hyperautomation, for us, is about giving humans their time and creativity back. We don’t replace people – we amplify them. That could mean automating a repetitive finance workflow so a team can focus on insights instead of inputs. Or empowering clinical teams with real-time data dashboards so they can focus on treatment rather than data entry,” Botha says.
For CIOs navigating fears of job displacement, this is a strategic distinction. “When we talk about “human-centred innovation,” this is what we mean – technology that works for people, not the other way around,” he adds.
In line with JustSolve’s people-first approach, its talent management solution supports South African CIOs facing digital skills shortages. Through its Talent Management arm, the company deploys pre-vetted digital experts directly into client teams.
This model of staff augmentation allows organisations to scale technical capability without waiting for internal hiring cycles. It also supports national objectives by concentrating skills development in areas such as AI, automation and digital product delivery.
How CIOs can lead the shift to hyperautomation
According to Botha, the real test to implementing hyperautomation is cultural change. No hyperautomation programme will succeed without deep organisational change. For CIOs, this means evolving beyond traditional delivery leaders into change agents. “Hyperautomation succeeds when IT leaders treat it as both a people-first change programme and a technology upgrade,” he states.
Botha suggests a path to how CIOs can lead the shift to hyperautomation. He recommends that CIOs create “fusion teams” that bring together business, operations and IT; frame automation as human augmentation, not displacement; and invest in reskilling to support ongoing adaptation. With a foundation of trust, CIOs can lead automation not as a mandate, but as a shared mission.
From a technical strategy perspective, modernisation starts with visibility. Mapping processes with mining tools allows CIOs to prioritise high-friction areas and validate ROI assumptions early, Botha explains.
“We recommend combining RPA, low-code development and event-driven microservices on a composable architecture to increase agility. Digital twins and simulation tools can also be used to test impact before full deployment. This approach reduces operational risk and builds executive confidence.”
Bridging the gap on technology strategy
As a CEO deeply involved in his organisation’s technology strategy, Botha offers clear guidance for CIOs seeking better alignment with CEOs.
He advises CIOs to communicate in the language of the CEO’s P&L. “Re-frame IT scorecards around revenue lift, margin, risk-adjusted ROI and carbon intensity and then publish them on the same dashboard the CEO uses.”
For CIOs increasingly tasked with supporting ESG agendas, turning ESG criteria and resilience into tech design criteria offers a way to link technical operations with enterprise sustainability targets and support the CEO’s mission.
“By shifting from operator to venture-minded strategist and value translator, the CIO can amplify the CEO’s agenda for growth, resilience and responsible innovation,” Botha concludes.
