Democratization of application development: citizen developer and LCNC

Democratizing app development: how to unleash the innovative potential of your employees and accelerate your company’s digital transformation

In today’s rapidly changing business landscape, where speed of adaptation, innovation and operational efficiency determine competitive advantage, organizations are constantly looking for ways to streamline and accelerate their digital transformation processes. Traditional software development models, often centralized in IT departments and characterized by long development cycles, are not always able to keep up with the growing demand for new applications and automated solutions from different business units. In response to these challenges, we are seeing a global trend referred to as the “democratization of application development,” which involves equipping a wider range of employees, including those outside of IT departments (so-called “citizen developers”), with tools and platforms that enable them to build and modify business applications themselves. This paradigm, driven primarily by the rise of low-code/no-code (LCNC) technologies, is revolutionizing the way companies approach innovation, automation and problem solving, opening the door to unprecedented agility and employee involvement in digitization processes.

The purpose of this article is to take an in-depth look at the phenomenon of democratization of application development – from its definition and driving forces, to an analysis of the role of the “citizen developer,” to the benefits, risks and best practices associated with implementing this approach in an organization. We will delve into how companies can strategically manage this trend, what role the IT department plays in the new ecosystem, and how to build a culture that supports responsible and effective use of the new capabilities. EITT, as a partner in digital transformation and the development of the competencies of the future, wants to provide you with the knowledge to not only understand the potential of IT democratization, but also to consciously guide this process, transforming it into a source of sustainable value and innovation for your company.

Democratization of application development as a new dimension of digital transformation: definition, driving forces and strategic implications for business

Democratization of application development is the process of extending the ability to design, build and deploy business applications beyond traditional IT development teams by providing the right tools, platforms and support to employees from different business departments who do not have formal programming skills. The main goal of this approach is to enable the people who are closest to business problems and best understand the specifics of a given process to independently create solutions that streamline their daily work, automate tasks or address the specific needs of their teams or customers. The idea is not to replace professional IT developers, but to complement their work and offload the development of smaller, often more niche applications, allowing IT departments to focus on more complex, strategic and technically demanding projects.

The driving forces behind this trend are multiple and mutually reinforcing. First, there is the rapid growth and increasing maturity of low-code/no-code (LCNC) platforms, which offer intuitive, visual interfaces and ready-made components, significantly lowering the barrier to entry into the world of application development. Second, we are seeing increasing pressure for speed and agility in organizations (business agility), which requires instant response to market changes and customer needs, which is often difficult to achieve with traditional, long development cycles. Third, the persistent shortage of skilled developers in the labor market and growing “queues” of tasks in IT departments (IT backlogs) are forcing companies to look for alternative ways to meet the demand for new applications. Fourth, there is a growing level of general digital competence (digital literacy) among business employees, who are increasingly able to use advanced tools on their own and have an appetite for creating their own solutions.

The strategic implications of democratizing business application development are enormous. It makes it possible to significantly accelerate digital transformation, stimulate bottom-up innovation, increase operational efficiency by automating processes, and better align the solutions created with the real needs of users. What’s more, allowing employees to actively participate in shaping the tools they use leads to an increase in their engagement, sense of agency and job satisfaction. However, to fully realize this potential and avoid risks, organizations must approach IT democratization in a thoughtful and strategic manner.

“Citizen developer” (citizen developer) in focus: who is he, what are his motivations, and what competencies are critical to his success?

A central figure in the democratization of application development is the “citizen developer” – an employee who develops new business applications for his own use or for others, using tools and platforms (mainly LCNC) sanctioned or at least tolerated by the IT department, while having no formal training or experience as a professional developer. A citizen developer is usually a person who comes from a business unit (e.g., marketing, sales, HR, finance, operations), who has an excellent understanding of the specifics of their work, identifies problems and inefficiencies in day-to-day processes and has ideas for improving them with dedicated digital tools.

The motivations of “citizen programmers” are varied. Often it stems from the need to quickly solve a specific problem or automate a tedious, repetitive task that the IT department may not have the resources or time for at the time. Other times it’s a desire to improve team collaboration, improve access to information, or create a tool better suited to specific needs than standard corporate systems. For many, it is also a form of self-realization, an opportunity to show initiative, creativity and gain new skills that are valuable on the job market.

In order for a “citizen programmer” to succeed and create valuable, yet secure and reliable applications, he or she needs not only access to the right LCNC tools, but also a certain set of competencies. While the ability to write code is not required (especially for no-code platforms), the key skills are:

Ability to think analytically and solve problems: Ability to accurately define a problem, decompose it into smaller parts and design a logical solution.
Understanding of business processes: In-depth knowledge of the processes to be automated or streamlined with the application.
Basic knowledge of data management: Understand how to collect, store, and use data securely and effectively.
Ability to design simple user interfaces (UI) and care about user experience (UX).
Creativity and initiative in finding new applications for technology.
Willingness to learn and experiment with new tools and functionalities.
Ability to work with the IT department in areas such as integration, security and compliance.

Organizations that want to foster the development of “citizen programmers” should invest in their training, create internal knowledge-sharing communities, and provide them with the appropriate substantive and technical support.

Low-code/no-code platforms as a major catalyst for democratization: opportunities, limitations, and criteria for selecting support tools

Low-code/no-code (LCNC) platforms are the technological foundation and main catalyst for the democratization of application development. They are the ones that, through their intuitive interfaces, visual tools and off-the-shelf components, lower the barrier to entry into the world of development and enable people without formal programming skills to build functional applications themselves. As we mentioned in our dedicated article on LCNC, low-code platforms minimize the need for hand-coding while offering the opportunity for professional developers to add their own code, while no-code platforms aim to eliminate this need altogether, targeting mainly business users.

The capabilities offered by modern LCNC platforms are impressive. They allow rapid development of a wide range of applications, from simple forms and workflow automation, to project and customer relationship management tools, to more complex analytical or mobile applications. Many of them offer rich libraries of ready-made templates, user interface components and connectors to popular systems and services (e.g., databases, CRM/ERP systems, cloud services, social media), which significantly speeds up the development process and facilitates integration. The ability to visually model business logic and workflows (workflow automation) is one of the key advantages of these platforms.

However, it is important to note that LCNC platforms, especially those in the no-code category, also have some limitations. These can include scalability and performance for very large and complex applications, flexibility for custom functionality and integration with some domain systems, and the ability to precisely control the generated code or infrastructure. Choosing the right LCNC platform is therefore a key decision that should be preceded by a careful analysis of an organization’s needs and capabilities.

When choosing a platform to support the democratization of application development, it is worth considering such criteria as:

Ease of use and intuitive interface for the target user group (citizen developers).
The range of available functionality and off-the-shelf components.
Integration capabilities with the company’s existing systems.
Scalability and platform performance.
Security and compliance aspects (compliance).
Licensing model and total cost of ownership (TCO).
Availability of technical support and educational resources.
Vendor policies regarding, for example, “vendor lock-in” and the ability to export data/applications.

The conscious choice of a platform that matches the company’s strategy and the competencies of future users is essential to the success of democratization initiatives.

Benefits and potential risks of democratizing application development: from accelerated innovation to shadow IT and quality challenges

The democratization of application development carries enormous transformational potential for organizations, offering a number of tangible benefits. At the same time, like any profound change, it comes with certain risks that must be consciously managed. Understanding both the bright and dark sides of this trend is key to its successful and safe implementation.

Among the key benefits of democratizing application development are:

Significantly accelerate innovation and deployment of new solutions: Business users, who are closest to the problems, can develop applications that meet specific needs much faster, without having to wait long for IT resources. This shortens the cycle from idea to implementation and allows the company to respond more dynamically to market changes.
Better tailoring of applications to users’ needs: Applications developed by “citizen developers” are often more intuitive and more responsive to the real needs of themselves and their teams, as they are developed in close contact with daily business practices.
Increase operational efficiency through process automation: Democratization allows you to quickly automate many routine, manual tasks and workflows across departments, leading to time and resource savings.
Relieving the burden on IT departments and reducing “task queues” (IT backlogs): Enabling business users to develop simpler applications themselves allows professional IT developers to focus on more complex, strategic and technically demanding projects.
Increase employee engagement, satisfaction and digital competence: The opportunity to have a real impact on the tools of their trade, develop new skills and solve problems through technology is a strong motivator and builds a sense of empowerment.
Potential cost reductions associated with traditional software development or the purchase of off-the-shelf, often mismatched solutions.

However, the democratization of application development also comes with potential risks that organizations must minimize through proper governance and management:

“Shadow IT” risk: Uncontrolled application development by business users, without the knowledge and oversight of the IT department, can lead to solutions that are unsafe, do not conform to company standards, are difficult to maintain or generate integration problems.
Data security and compliance issues: Applications developed by individuals without adequate knowledge of cyber security and data protection (e.g., RODO) can pose a serious threat to company information and expose the organization to sanctions.
Poor quality, lack of scalability and difficulty in maintaining some applications: “Citizen developers” may lack knowledge of development best practices, which can result in applications that are difficult to develop, error-prone or unable to handle higher workloads.
Data fragmentation and integration problems: The creation of multiple isolated, “siloed” applications that do not communicate with each other or with key enterprise systems can lead to information chaos and inefficiency.
Lack of strategic alignment: Applications developed ad-hoc, without a link to the company’s overall strategy, may not deliver the expected business value or may even duplicate existing solutions.
Hidden costs associated with, for example, licenses for LCNC platforms, the need for technical support for citizen developers, or the need to “clean up” failed or problematic applications later.

Consciously managing these risks through proper governance, education and collaboration between business and IT is the key to democratization success.

Building an effective and secure ecosystem for “citizen developers”: the role of governance, center of expertise (CoE) and IT support

In order for the process of democratizing application development to bring maximum benefit to an organization while minimizing potential risks, it is necessary to create a thoughtful and supportive ecosystem that includes both appropriate organizational governance and support mechanisms for “citizen developers.” The idea is not to stifle initiative and creativity, but to channel it into a framework that ensures the security, quality and consistency of the solutions created.

A key element of this ecosystem is the establishment of clear governance policies (IT Governance) for applications developed by citizen developers. These policies should specify:

Who in the organization can develop applications and on what LCNC platforms (e.g., does the company standardize tools or allow more freedom).
What types of applications can be developed by business users, and which require the involvement of professional IT developers (e.g., due to complexity, business criticality, security or integration requirements).
Standards for data security, privacy protection (e.g., RODO) and compliance with internal and external regulations that must be followed in the development of each application.
Requirements for quality, testing, documentation and maintenance of applications developed by citizen developers.
Policies for integrating LCNC applications with other company systems and managing access to data.
Processes for reviewing, approving and publishing applications created by business users to ensure they comply with standards and avoid duplication.
Policies for managing the life cycle of LCNC applications, including their updates, modifications and possible withdrawal.

Many organizations choose to establish a Center of Excellence (CoE) for LCNCs or “citizen developers.” Such a center, often co-founded by representatives from IT and key business departments, serves as a hub for knowledge, support and oversight of democratization initiatives. The CoE’s tasks may include selecting and managing corporate LCNC platforms, developing standards and best practices, conducting training and workshops for citizen developers, offering technical and content support, and promoting a culture of innovation and knowledge sharing.

The IT department plays a key, albeit changed, role in this ecosystem, as discussed in more detail in the next section. It is important that governance policies are not seen as excessive bureaucracy inhibiting initiative, but as a set of clear principles and guidelines that help “citizen developers” create valuable and secure solutions in a responsible manner. Regular communication, education and building partnerships between IT and business are absolutely fundamental here.

Transforming the role of the IT department in the democratization era: from a traditional supplier to a strategic partner and guardian of innovation

The democratization of application development does not mean the marginalization or diminished importance of the IT department. On the contrary, in the new model, IT plays an even more strategic and pivotal role, evolving from a traditional centralized provider of all technology solutions to a business partner, facilitator of innovation, architect of the technology ecosystem and guardian of security and standards. This transformation requires new competencies and a new mindset from IT professionals.

One of the most important IT tasks in the democratization era is to create and manage a secure and efficient environment for “citizen developers.” This includes selecting, implementing and administering sanctioned LCNC platforms, ensuring their integration with key corporate systems, and taking care of the security, compliance and data management aspects of the entire LCNC application ecosystem. The IT department becomes a “curator,” so to speak, of these platforms, ensuring that they are stable, up-to-date and available.

Another key function is to establish and enforce a governance framework for LCNC, as mentioned earlier. IT needs to work with the business to define clear policies, standards and procedures that ensure that applications created by citizen developers are secure, of high quality and in line with the company’s strategic goals, while not stifling innovation and agility. IT can also play an advisory role, helping business users choose the right tools and design effective solutions.

Support and education of “citizen developers” is another important task. The IT department can organize training sessions, create knowledge bases, best practices, application templates, and offer direct technical and content support to those developing their own solutions. Fostering a culture of knowledge sharing and cooperation between citizen developers and IT professionals (e.g., by creating “fusion teams” working on joint projects) is extremely valuable.

Of course, IT will still be responsible for developing and maintaining complex, critical enterprise systems, advanced integrations, and managing the company’s overall technology architecture. Democratization, however, allows IT to offload many of the smaller, often repetitive tasks involved in developing simpler departmental applications, allowing professional developers to focus their valuable resources on more strategic and technically demanding initiatives. Thus, in this new model, IT becomes not so much a “brake” as a “gas pedal” of innovation, providing the business with the tools, knowledge and support necessary to implement new digital solutions quickly and safely.

Shaping a culture of innovation and accountability in a decentralized application development model: leadership, communication and continuous learning

Successful implementation of the democratization of application development is not just a matter of technology and organizational governance, but first and foremost a fundamental cultural change that requires conscious shaping of attitudes, promotion of new ways of working, and strong leadership commitment at all levels of the organization. Without the right culture, even the best LCNC tools and the most thoughtful governance policies may not deliver the expected results.

Leadership plays a key role in promoting the vision and benefits of IT democratization, and in fostering an atmosphere of trust and openness to experimentation. Leaders should actively support the initiatives of “citizen developers,” value their contribution to innovation and process improvement, and create a space where making mistakes (within reasonable limits) is treated as a natural part of the process of learning and finding new solutions. It is important that leaders themselves understand the potential of LCNCs and encourage their teams to use these tools responsibly.

Effective communication is essential at every stage of democratization implementation. The goals of the initiative, the principles of the new model, the tools and support available, as well as expectations of “citizen developers” and the role of the IT department should be clearly communicated. Transparency on governance policies, security and quality standards builds trust and helps avoid misunderstandings. It is also useful to regularly share examples of successes and best practices related to the use of LCNC in different parts of the organization to inspire others and show real benefits.

Building a culture of continuous learning and development of LCNC-related competencies is also key. Organizations should invest in training, workshops, educational materials and knowledge-sharing platforms for “citizen developers.” Promoting collaboration and mentoring between more and less experienced LCNC users, as well as between business and IT, accelerates the learning process and improves the quality of solutions created. It is important that employees feel that the company supports them in acquiring new skills that are valuable in the market.

The accountability aspect should not be forgotten. Democratization of application development means putting some control in the hands of business users, but it also involves their responsibility for the quality, security and compliance of the solutions they create. Organizational culture should promote a sense of shared responsibility for the entire enterprise application ecosystem and encourage adherence to established standards and best practices. Ultimately, the goal is to create an environment where innovation and agility go hand in hand with accountability, security and strategic alignment, and every employee feels empowered to contribute to the company’s digital transformation.

The future of IT democratization and EITT’s strategic guidance: how to prepare your organization for the era of ubiquitous application development?

The trend toward democratization of application development, driven by the growth of low-code/no-code platforms and increasing business needs, will undoubtedly shape the future of IT and the way organizations operate in the coming years. We can expect to see further evolution of LCNC tools, which will offer increasingly advanced functionality, better integration with artificial intelligence (AI) and machine learning (ML), and even greater ease of use, further lowering the barrier to entry for “citizen developers.” We are likely to see increasing specialization of LCNC platforms, tailored to specific industries, business processes or application types.

The importance of aspects related to managing the entire application lifecycle (ALM) in LCNC environments will also increase, including tools for collaboration, versioning, testing, monitoring and change management. Security, compliance and governance issues will remain absolutely key, and organizations will need to implement increasingly intelligent and automated controls that ensure security and consistency in a decentralized application development model without stifling innovation.

The role of the “citizen developer” will evolve, and the need for employees who combine deep business knowledge with the ability to use LCNC tools will grow. At the same time, professional IT developers will increasingly serve as mentors, architects and developers of more complex components and integrations, supporting and overseeing the LCNC application ecosystem. Collaboration models based on so-called “fusion teams,” bringing together business and IT representatives, will likely become the standard.

As an organization that supports companies in strategically managing their digital transformation and developing the competencies of the future, EITT offers comprehensive consulting and practical support to companies wishing to consciously and effectively implement the democratization model of application development. We help our clients in:

Develop a coherent IT democratization strategy integrated with overall business goals and organizational culture.
Analyze and select appropriate low-code/no-code platforms tailored to the company’s specific needs and capabilities.
Designing and implementing an effective governance framework to ensure the security, quality and compliance of the applications developed, while promoting innovation.
Create and implement training and development programs for “citizen developers” and IT teams, preparing them for new roles and ways of working together.
Facilitating the cultural change processes necessary for democratization success, including building bridges between business and IT.
Identify and prioritize the processes and areas that can benefit most from LCNC. Our goal is to help you not only implement new technologies, but more importantly build a sustainable capacity for innovation and adaptation, where every employee can become an active participant in the digital transformation.

In summary, the democratization of application development is a powerful trend that is fundamentally changing the way organizations approach technology and innovation. By unleashing the creativity and potential of business employees and accelerating the delivery of digital solutions, it is opening up new opportunities for growth, efficiency and building competitive advantage. While it comes with some challenges, a strategic and responsible approach, based on solid organizational governance, collaboration between IT and the business, and investment in competence development, allows its enormous potential to be fully realized. In an era where agility and innovation are the keys to success, democratization of IT is becoming an indispensable part of any modern company’s strategy.

If your organization is considering harnessing the potential of low-code/no-code platforms and democratizing application development, or is looking for support in structuring and optimizing already existing initiatives in this area, we warmly invite you to contact EITT. Our experts are passionate and committed to helping you navigate this new reality and turn it into a source of lasting value for your business. Together, we can unlock the innovative potential of your organization.