Product
Development and Operation with Low-Code
2024-8-20
Low-code development is rapidly gaining popularity as a method for creating applications with minimal coding effort. In today’s fast-paced business environment, where companies must swiftly adapt to market demands, the demand for low-code solutions is increasing. But is low-code truly a one-size-fits-all approach? In this article, we will categorize low-code users and propose strategies to address the challenges associated with its implementation.
Types of Users
Low-code users can be classified based on the clarity of their objectives, their level of development expertise, and the resources at their disposal.
Objectives
Users can be divided into two groups: those with clearly defined goals for using low-code and those with vague objectives who believe that simply adopting the tool will suffice.
Resources and Expertise
The availability of development expertise and resources also influences the range of available options. Organizations lacking development know-how and resources will likely gravitate toward no-code solutions, while those with in-house expertise may explore both low-code and traditional development options.
Purpose of introduction is unclear | Purpose of introduction is clear | |
---|---|---|
No development know-how | Unclear objectives with high expectations for no-code | Aiming to achieve objectives using tools similar to no-code |
Development know-how available | Implementation options expand to include low-code, but adopting tools can become the primary focus | Progressing toward solutions that integrate low-code and possibly high-code development |
Problems with Assumptions for Low-Code Implementation
Implementing a system should never be seen as an end goal; it must serve a specific purpose. However, the high scalability of low-code solutions often leads to inflated expectations, causing the implementation itself to feel like the ultimate objective rather than a means to achieve it.
Even when the purpose of adopting low-code is clear, there are instances where necessary resources—such as product managers, developers, and the information systems department—are not secured, leading to stalled implementations and systems that remain unused. Unlike SaaS solutions, which offer immediate support from responsible personnel, low-code systems require development before end-users can engage with them.
This high scalability can extend the timeline for realizing user value. Although the decision to implement low-code may be made, subsequent usage can often be overlooked.
Challenges in Implementing Low-Code
The following four issues may arise as inherent constraints of low-code:
- Collaboration Difficulties: The first challenge is the often tenuous collaboration between the information systems department and the business department during low-code implementation. The information systems department, responsible for introducing the tool, and the business department, which serves as the end-user, are distinct entities, making their cooperation essential.
Typically, the business department is deeply committed to the implementation, whereas the information systems department has a more nuanced understanding of low-code. This can create gaps in perspective and knowledge. Without thorough communication to align on implementation goals, low-code can be deployed but ultimately underutilized.
Understanding Scalability: The second challenge arises from the high scalability of low-code, which can make it difficult for users to grasp its full potential at a glance. Users may struggle to understand how to effectively leverage the platform. To mitigate this, as discussed in "Support for Introducing Low-Code" in "Ownership in Low-Code Implementation", low-code providers should enhance the volume and quality of their support. Unlike straightforward SaaS solutions, substantial support is essential for effective utilization.
Adapting to Changes: The third issue often occurs when low-code is implemented based on initial objectives, only for subsequent changes in internal workflows or structures to necessitate expansion. In such circumstances, modifications may be limited by the functionalities of the low-code platform. Thus, selecting low-code solutions requires consideration of both current needs and potential future developments.
Performance Guarantees: The fourth challenge pertains to the performance guarantees of systems built on low-code platforms. Given the structural nature of these systems, this can be an inherent issue. If problems arise with the platform, they can impact all users. Therefore, it is crucial to investigate the root causes of issues, distinguishing between those originating from low-code itself and those arising from the systems developed using low-code.
Summary
At first glance, low-code might seem like a panacea capable of addressing various use cases. However, implementing low-code comes with challenges, such as the necessity for collaboration between information systems and business departments, as well as difficulties in comprehending functional requirements due to the system's high scalability.
To successfully navigate these challenges, it is vital to clarify objectives, choose the right low-code solution, and determine how to utilize it effectively in system development. Until the business department successfully engages with the system, close collaboration with the information systems department is necessary to ensure that the implementation aligns with the initial goals and desired outcomes.
About the Author
Yoshitaka Miyata. After graduating from Kyoto University with a degree in law, he gained experience in a wide range of management consulting roles, including business strategy, marketing strategy, and new business development at Booz & Company (now PwC Strategy&) and Accenture Strategy. At DeNA and SmartNews, he was involved in various B2C content businesses, both through data analysis and as a product manager. Later, at freee, he launched new SaaS products and served as Executive Officer and VP of Product. Currently, he is the founder and CEO of Zen and Company, providing product advisory services from seed stage to enterprise-level. He also serves as a PM Advisor for ALL STAR SAAS FUND and as a Senior Advisor at Sony Corporation, primarily supporting diverse products in new business ventures. Additionally, he has been involved in the founding of the Japan CPO Association and now serves as its Executive Managing Director. He is a U.S. Certified Public Accountant and the author of "ALL for SaaS" (Shoei Publishing).