Organizational Capacity Building on Low Code Platforms And Its Impact on Cultural Transformation
Luciano Almeida, Head Of Innovation and Technology, GAV Resorts
Luciano Almeida, Head Of Innovation and Technology, GAV Resorts
The idea is not new, and the supply of tools attempting to automatically build what is in our imagination is constant. In the last year, this theme, enhanced by AI, has gained more space and is starting to be present in other areas beyond software development. No-code and low-code tools are related concepts that are gaining popularity, and both aim to simplify and speed up creating applications, integrations, forms, and other technological solutions.
As they are based on intuitive graphical interfaces, pre-configured business rules, and logic, among other features, it becomes possible to create programs, robots, and even more complex functions without the need for programming. We are talking about empowering professionals from any field to address their demands by building their own software solutions. This is yet another indication that the IT Department is no longer necessary, or at least not in its current form in many companies.
Let's imagine that by 2030, some companies will have at least 50 percent of their employees from Generation Z and Alpha. It's still early to talk about the corporate behavior of this group, but we will likely be facing professionals who use collaboration tools supported by AI. For them, being in a company that has this behavior as part of its culture will be a prerequisite, as it provides autonomy and empowerment. Additionally, being part of a group of people who actively engage in the development of technological solutions, regardless of their field, will be highly attractive.
Decentralizing the IT department is crucial in a scenario where success in digital transformation is sought. Trying to eliminate the distinction between low-code and no-code tools as exclusive to technology professionals can bring significant gains in reducing external dependence and fostering an innovative mindset.
If your organization wants to create conditions to focus on its teams, enhance the tacit knowledge of current employees, and reduce costs over time by doing more in less time, consider starting a collaborative and educational journey where technology needs to be applied as a tool and not as the sole path.
What are the steps?
1. New Hires - The hiring process needs to consider that regardless of the field for which the position is open, the candidate should be familiar with technology and already use low-code concepts in their daily life. This becomes a prerequisite, as they will invigorate the departments they join.
2. Current Employees They know the heart of the operation and need corporate training for adaptation and engagement. This will enhance their understanding that this is a directive, and everyone is invited to participate in this engagement.
3. Agile Methods for Project and Product Management - Efficiency is always necessary, but Effectiveness means doing the right thing at the right time. The rituals of the methodology, be it Scrum, Kanban, or another, support the cadence of adoption.
4. Consider OKRS as a Way of Direction and Measurement - They can be fun, playful, and connect better with teams.
5. Partnerships in the Technological Ecosystem - Your city, state, or country probably have mechanisms for university education, entities, and corporate institutions focused on professional training, research, and technical assistance. Having a fruitful relationship with these actors is like injecting vitamins into your system; copy and adapt what works well.
Trying To Eliminate The Distinction Between Low-Code And No-Code Tools As Exclusive To Technology Professionals Can Bring Significant Gains In Reducing External Dependence And Fostering An Innovative Mindset
6. Finally, the No-Code and Low-Code Platform - Evaluate carefully and conduct test drives. Perhaps more than one tool is needed, but it must be familiar to different teams since interdepartmental processes require a synergistic construction of solutions.
We are talking about bringing everyone into the behavior of ‘corporate lifelong learning.’ Until this occurs naturally, structures like HR and Endo-marketing (internal marketing) will be partners in engagement. It is essential to excite everyone about this collaboration, demonstrate that new learning empowers the employee and elevates them to a new level, while also dispelling the idea that automation leads to unemployment.
Our approach could present some return on investment (ROI) figures, but these would vary greatly depending on how adapted a company is to these concepts. Technological maturity will demand different levels of investment, but we believe that all of us agree that there are direct and indirect gains in the medium term.
Conclusion - Knowledge about information technology is too important to be restricted to just one department. Professionals and companies that lack a technological plan for each area of their structure will find themselves heavily dependent on SAAS, PAAS, or other external contracts to unlock and deliver value that could be produced internally by those with the most business knowledge. Our understanding is that this initiative should be structured as a project that needs to start, be gradual, and be constant. Corporate training will give autonomy to sectors to create mini-programmable solutions, just like startups do from their inception. Without this technological sharing among all in your company, success in digital transformation will not be possible.
