For the last 50 years, IT departments have largely been the only business function responsible for managing the organization’s computer information systems. During this time, autocratic IT departments set rules of their own making and created friction whenever the business brought forward ideas that did not conform to their prescribed governance standards. 

Then, the nature of work changed. The pace of new and emerging technology increased dramatically. Digital roadmaps, once measured in years, accelerated rapidly into days and quickly proved their worth in weeks. Organizations now operate in an increasingly uncertain, ambiguous, complex, and mutable business environment. As such, every aspect of business needs to move faster. Today’s technology-enabled economy demands’ digital dexterity’. Organizations must become as digitally nimble as their rapidly shifting market. 

Digital business cycles are accelerating.  

Rapidly changing customer expectations, the availability of technology, and increasing numbers of unexpected events necessitate organization and workforce flexibility.  Central technology teams must act together as the vanguard for digital or technical things. 

Organizations must give their digitally hungry workforce the data, digital tools, generative AI, and knowledge they need to leverage digital advantage to pivot with consumer demand. An organization’s ability to exploit digital and automation technologies has never been such a key determinant of its immediate and future success. Software engineers, digital analysts and data scientists now control the world.  

As such, the survival of the digitally fittest is the modern-day equivalent of Digital Darwinism. So how can ‘digitally dexterous’ organizations manage massive digital and technology transformation with just their IT department and a handful of trusted partners? 

Step forward ‘Citizen Innovators’. 

The IT industry and Citizen Innovators. 

Never before have organizations had such an opportune time, or need, to transform. COVID, cloud computing, low-code/no-code platforms, digital natives entering the workforce, and a well-stocked supplier market are all accelerating organizations’ digital capabilities. 

McKinsey suggests that as many as 45 per cent of the activities…can be automated…In the United States, these activities represent about $2 trillion in annual wages…The magnitude of those benefits suggests that the ability to staff, manage, and lead increasingly automated organizations will become an important competitive differentiator. 

Yet, in the age of digital commerce, something is missing. That something is capable of digital staff in sufficient numbers to accelerate and scale business, automation, and digitization at the speed at which it is currently demanded. 

But less than two per cent of the world’s population can write code.  According to leading global research and advisory firm Forrester, there will be a deficit of 500,000 software developers in the US alone by 2024. 

The software industry has attempted to change the game with low- and no-code development platforms and the concept of ‘Citizen innovators’. Citizen Innovators are non-traditional technologists who use low-code-no-code tools and platforms to program, innovate and create through point-and-click interfaces in a way that would have required deep technical understanding in the past. 

They are computer application users with no formal computer science or software engineering background but with access to digital tooling, Generative AI, and development environments. Citizen Innovators are hard-working, creative problem solvers who want to positively impact their way of working and the business in which they operate. However, they can be unintentionally dangerous without the right support and governance.

A Citizen Innovator can use drag-and-drop application components and then connect them to design and build powerful applications that can grow and adapt according to the needs of a business. They can successfully and rapidly solve business problems without the need to have dedicated IT resources involved. The business no longer needs to wait on IT, which is very good for everyone involved.

IT is no longer the only digital game in time.

The IT department’s dominance of business system delivery is being challenged by ‘Citizen Innovators’. Automation, Generative AI, and a plethora of affordable SaaS-based digital tools can now help ‘digital ninjas’ design apps, build automation, create websites, produce social media content at scale, design brochures, create press releases, or copywrite articles in minutes, not hours or days.  

This is the new normal.  

Don’t get me wrong, IT departments are still a major part of the game, but they are no longer the only game in town.  With low/code – no/code SAAS-based technologies available for as little as $20 a month, we have a whole army of technology-literate individuals who can generate new images, music, speech, video, text and, more importantly, create code at near zero cost, using point and click or natural language tools.

The democratization of technology

Democratization is a term used to describe when a technology experiences exponential growth. Mobile phones were once brick-sized and available only to a wealthy minority. Today, almost everyone has access to a mobile phone with access to more apps than they will ever need or understand. The smartphone and its simple-to-use interface democratized mobile technology.

Few websites existed when Marc Anderson invented Mosaic in 1993, the first truly web-friendly interface. Roll forward a few years, and hundreds of thousands of websites and millions of web users exist. The power of the web browser was that it democratized web technology. 

Now Lo Code | No Code | ChatGPT | Cloud platforms enable non-tech experts to get involved in developing computer code, graphic design, idea generation, content creation and more. 

Many large enterprises see radical change just around the corner. Still, they often don’t seek to get everyone to join in when it comes to digital transformation. That is a mistake.  

But then again, can everyone join in? Only some people can play the piano; no one wants a ‘citizen dentist’ fixing their teeth.  

Yet how can organizations look forward to vast improvements in productivity and improved quality of working life if everyone does not join together to transform a company digitally ❓ 

We are left with how we accept that everyone can and must contribute to a company’s digital transformation.  One option is ‘Citizen Innovators’.

But what are Citizen Innovators, I hear you ask?

Citizen Innovators create or develop digital applications, tools, or solutions without formal training or expertise in traditional software development. These individuals are typically non-professional programmers, creatives or those who work in roles outside of the IT or software development departments.  

Citizen developers often use low-code or no-code cloud-based platforms, which provide visual interfaces and pre-built components that simplify the creative and application development process, e.g., OpenAI’s ChatGPT, Canva, Robotic Process Automation, Kapwing, Midjourney, Dall-E and more.

But…

• Will Citizen Innovators become the new normal❓
• Do people want to be Citizen Innovators❓
• Are Citizen Innovators a business risk too far❓
• Do organizations need to put the right foundations in place and begin their ‘Citizen Innovators’ journey❓
• Will tech-savvy employees, increasingly aware that they can have intelligent automation, Generative AI and other low-code applications at their fingertips, wait for others❓ I think not. 

For example, one quick web search, a short login, and a small credit card sequence later, though applications are often free, they can access a Canva design studio and do what they need to do in moments.  

One excellent prompt in Bing, OpenAI or Gemini later, and they have the foundations of a marketing plan that they can build upon. One creative journey later on Midjourney, they have the mock-up they need to talk to the external web development company, and they have not had to wait for IT or internal marketing to create the mock-up. 

These tools are used every day by everyone at home. Work is often different, frustrating, counterproductive, and likely to create a ‘shadow of everything’. We must recognize that greater risk comes with great power, which can be managed and mitigated with excellent security, instruction, mentoring and governance.

The Next Stage of Digital Transformation 

Business today is driven by data and smart algorithms. Software developers now control the world. Across a global employee base, organizations have as much coding and technology talent as likely found in IT departments several years ago. Employees across every business are becoming more technical. 

With digital DNA flowing through their veins, knowledge workers offer the potential for firms to combine the best of business knowledge with the best of technology. This millennial ‘digerati’ promises cheap labour at a fraction of the cost of a full-time technology professional. New entrants to the workforce no longer wait on IT departments to solve their IT challenges.

The 'digerati' are figuring out ways to solve their problems and their organization's customers' problems without IT help. Progressive organizations are focused on enabling the 'digerati' to do that and do it well using Low-code / no-code platforms. 

In the next stage of their digital transformation, capable and confident individuals can step in where existing IT teams have failed to meet development and creative requirements. Talented individuals can help spark innovation, and low-code / no-code platforms can help citizen innovators explore new solutions to serve their businesses’ needs better. 

If a finance person, an HR expert, or a customer service professional were to be able to write their software applications, and this was multiplied many times across different sectors of the economy, then businesses could benefit from a massive increase in innovation and productivity.  

If multiple individuals conceive, design, and deliver the functionality users need now, the power of digitalization and automation can be unleashed across organizations. This will likely not only help to clear IT, marketing, product development backlogs and more, but it can also create an internal innovation engine that will drive the future success of an ever-changing business. 

This sounds very exciting, but organizations still need to work on getting Citizen Innovator / Developer programs to work successfully.

What is the current status of Citizen Innovators programs?

Citizen Innovators and Low-code / no-code platforms are not new concepts. For example, WordPress (established in 2003) has made web development accessible without the need for seasoned web developers. Kapwing, an online image, video, and GIF editing platform, helps non-technical business folk design digital stories with easy-to-use cloud tools that were once the preserve of specialist designers and video editors. OpenAI’s ChatGPT has democratised the use of AI for 100 million people and more. 

Yet low-code / no-code platforms don’t automatically guarantee success. Many organizations have tried and failed to build ‘Citizen Innovators’ programs. Many organizations set their expectations too high; others set them too low. 

‘Citizen Innovators’ or ‘Technical Digerati’ still won’t, or shouldn’t, develop the next mission-critical ERP system for the company. However, they might create a unique software solution, digital plan or creative idea that solves a business problem. 

The current generation of low-code/no-code platforms was unimaginable ten years ago. 

The current citizen development sweet spot is for simple, stand-alone, low-risk, and not mission-critical applications. But as Low-code / no-code platforms develop, organizations increasingly find themselves in a world where they can give ‘digitally capable’ individuals the ability to create, ideate or do amazing things. They must teach digitally capable’ individuals how to use the tools and put the right ethics, security and governance guardrails in place to ensure the organization is not exposed to unnecessary risk and set them free. 

So how do organizations stand up a successful Citizen Innovators program❓ 

Select the right individuals. Digitally dexterous employees need to be… 

• Technology literate – developers need to know how to define logic, understand the integration requirements of different IT systems, design around non-functional requirements, understand database schemas, etc.

• Possess business acumen – everyone needs to understand where the business is headed. Organizational talent must develop and focus on business acumen. Everyone must be able to answer the following questions: ‘What is the customer, team, or business problem we are trying to solve❓’ Real innovation happens when everyone acts to answer those fundamental business questions.
• Logical and organised – not everyone is capable of being a coder. Coding, decision-making, and data analytics require a logical, analytical ‘programmers’ mindset.
• Team-oriented – knowledge must be shared in a digital world.
• Enjoy learning – becoming a Citizen Innovator requires individuals to take on new skills, learn applications, coding styles and lots more.
• Be innovative – technology-led innovation catapults organizations along the digital super highway at unbelievable speeds. A creative mindset is required to extract the best value from digital and emerging tech.
• Swiftly and keenly adapt to new routines and changing new ways of working.
• Work with little oversight but willing to collaborate and share with others who have diverse perspectives and experience.
• Take calculated risk – life is not without risk. Individuals must be capable of taking sensible risks without betting the firm.
• Take constructive criticism – Citizen Innovators have to be able to take constructive criticism. This is especially true when they haven’t been formally trained in code development.
• Be organised and willing to document.
• Be curious, adaptable and excited by change.
• Be politically savvy – working in a global organization takes business and political skills to navigate the work environment successfully. Office politics are a blight in most organizations, but like it or lump it, individuals need to be able to navigate choppy political waters to make change happen.
• Be passionate about their role -exuding passion for development and business change is key to getting others excited by what you and other citizen innovators are building and selling.
• Use varied media to communicate with others (e.g. SMS, social media, video, email, PowerPoint, Slack, etc.).

1. Digital, Intelligent Automation, AI and Data Analytics must be amongst a business’s top 5 objectives.

The key way to bring digital dexterity into an organization is to put it on the executive agenda. Unless the development of digital automation and intelligent applications is on the executive agenda AND it is a key KPI at every level of the organization, it will fail.

Executives should be the strongest advocates, and each executive should sponsor each analytics use case. An executive sponsor should monitor projects and explain the solution’s benefits, why its adoption in day-to-day operations is essential, and what structural changes are necessary to embed the solution.

In addition to ensuring a smooth digital and intelligent application rollout, the involvement of senior executives should accelerate the demolition of organizational silos.

2. Organizational culture must be open to change.

A digitally forward attitude and capability must be present throughout an organization for a Citizen Innovators program to gain momentum. The fundamental causes of shadow IT result from unhelpful IT departments, not from Citizen Innovators themselves. Regardless of technological improvements, shadow IT will persist if organizations cannot provide IT solutions when the business needs them.

Championing digital dexterity must be part of every organization’s DNA. Rather than block technology’s progress, embrace and guide it regardless of who is progressing it. We cannot have the IT equivalent of Citizen Dentists roaming the business looking for the next IT cavity to fill. Still, Citizen Innovators can participate in a digital transformation program with the right guidance, mentorship and control. 

3. Start small, think big, and scale fast.

Digital transformations are often done best with a handful of passionate people instead of thousands of employees leading the charge. To get the ball rolling, a small but highly capable, executive-backed, carefully selected, and diligently curated team can catalyse innovative change. Wins should be publicized and celebrated. Lessons should be learned and codified for other teams who will follow rapidly behind the first wave of creative talent.

4.Create opportunities to share well-governed code by creating appropriate guardrails. 

The community of individuals who write their stuff generally enjoy sharing it. Organizations must create methods, controls, systems, safeguards and opportunities which encourage individuals to share their ideas. 

An organization should create a governance board that sets rules and establishes a governance process that encourages sharing quality code. If organizations can make such systems and reward the sharing of well-governed code, they will be rewarded with more innovative applications and ideas.

5. Promote, train and celebrate great code practice.

There’s no point in organizations giving workers tools if they don’t know how to use them. Train and educate individuals on security, version control, naming conventions, commenting, etc. and how they may apply that in their code. Training is critical to support and encourage Citizen Innovators and digital professionals.

Citizen Innovators can drive value for their organizations, and the ones that get the most support will predictably be the most successful. Educate individuals and teams on developing, sharing code and reusing software.

Individuals do not intentionally create insecure, poorly crafted, inadequately documented code; they know no better. Exceptional coders are made, not born. It is the same with Citizen Innovators.

An organization, Citizen Innovators of today, maybe their best coder tomorrow or even today.

6. Provide the right toolkit, which may include a Low-Code / No-Code platform.

All employees need digital literacy skills. Some will grasp digital skills faster than others. They will need to use multiple digital tools.

If an organization wants its teams to succeed, they must provide the right, easy-to-use, low-code platform and digital tool kit. Rory McIlroy could not win the US Open with a 7 iron. An organization must give its Citizen Innovators the best opportunity to succeed. Not providing the right tools, political support, and training will result in its Citizen Innovators program failing.

7. Mirror digital dexterity. 

Every employee should embrace and champion the latest technological innovations, facilitate training, and motivate others to take responsibility for their and the organization’s digital dexterity. 

8. Grow and promote talent from within.

There has been a widening disparity between the rate of technology change and employee’s ability to exploit the technology. This growing chasm is one of the biggest obstructions to digital dexterity. Too often, organizations hire externally and then repeatedly tell the organization how wonderful this new external talent is. This generally makes incumbent staff feel devalued and unwilling to help their new colleague(s).

Citizen Innovators see the technology around them as a way to boost the productivity of their jobs. When people close to the enterprise’s operations are empowered to innovate using that technology, their actions can become a key part of a business’s digital transformation. The organization’s HR departments are responsible for working hand in glove with the business. Career paths, reward systems, training and alignment with business strategy are all key to developing and retaining an organization’s best staff.

9. Offer tangible rewards and gamify.

Organizations need to incentivise staff to contribute ideas and give them time to deliver them. Rewards make that possible; competition makes it fun. Do remember that gamification and reward-based systems need to be carefully cultivated. Incentivizing the ‘wrong’ behaviours can destroy a business case or an organization’s culture.

10. Encourage mentoring from experienced software developers who have excellent people skills.

To create more effective developers, citizen or otherwise, time must be spent tutoring, coaching, and mentoring. One of the most effective ways to encourage others to develop is to provide exceptional IT mentors who delight in seeing new developers grow and deliver.

IT mentors can help prevent rogue applications from coming onto the network by actively engaging with citizen innovators. IT can monitor and check that Citizen Innovators’ code meets business security requirements when engaged. They can provide the necessary guardrails needed to avoid mishaps. As a result, rather than resent IT oversight. Citizen Innovators actually appreciate it, especially when it comes to challenges like secure application development.

11. Align the program with business strategy and build a business case.

A Citizen Innovators program for transformation sake won’t be effective. Any technology or change program must be tightly tied to business strategy. The fundamentals of good business stay the same, no matter the program or technology.

1. Develop a sound financial business case for a Citizen Innovators program.

2. Walk before you run. Take time to analyse the environment and workload requirements. A POC | POV can be a useful first step to understanding how a program might work, what it might cost and what it might deliver as business benefits.

3. Move forward at pace, using each step to enhance your Citizen Innovators playbook whilst checking back frequently to ensure the program matches your business strategy and continues to pay for itself. If the program goes off track, actively bring it back on track.

4. Don't bet the bank from day one. Skill up your team over time so that you add more capability as your Citizen Innovators program pays for itself.

12. Don’t expect miracle results in weeks.

Digital transformation, even with ChatGPT, takes time, regardless of whether you use Citizen Innovators or developers with many years of experience. It is a long-term, iterative, test-and-learn process.

To be successful, organizations should integrate and align citizen innovators’ digital transformation efforts with those of the rest of the companies. Don’t silo their efforts and treat Citizen Innovators as something different or interesting but not relevant, i.e., a sideshow to be tolerated but not encouraged. Everyone must be pointed in the same direction and supported on a journey to digital nirvana.

13. Be realistic about an organizations workforce capability.

Digital dexterity must permeate the workforce, but only some need to be or can be, Citizen Innovators. It takes considerable time to train, mentor and guide developers to build secure, reliable solutions. Everyone can contribute to an organization’s digital transformation without the need for them to all be able to code, but not everyone can.

14. Focus on quality, not quantity.

If you pay peanuts, then the only thing you should expect to attract is a monkey. When building automation (e.g., give cash, praise, badges, trophies, etc.), pay and reward individuals who focus on software standards, data quality, and delivery excellence. Excellent code is robust, secure, built for reuse and shared. That way, the code becomes scalable.

Visual low-code / no-code drag-and-drop platforms help share the responsibility for application development across an organization. They help reduce the strain on overburdened IT departments that need help with the pace of change demanded in the digital age.

At their best, low-code / no-code platforms help drive efficiency and responsiveness to changes in market, user and consumer demands. They offer capable business users the freedom to innovate and experiment at pace within a secure and well-governed IT framework.

15. Engage IT from the very start.

IT must take a leadership role to get the most from Low-Code / No-Code application development. Organizations must ensure IT is involved throughout the development process from the beginning. Low-code platforms provide new ways for the business to partner with IT rather than working around them. IT must create the underlying enterprise IT-approved infrastructure and lock this down securely.

16. Actively discourage shadow IT.

Rampant, unchecked development, of which IT has no awareness, cannot be permitted in any organization. The potential security, code quality, privacy and transaction risks to the business are too high.

Organizations can and should discourage shadow IT using both a carrot and a stick.

The proverbial app running under someone’s desk – unmanaged, ungoverned, and of questionable quality- is dangerous to any organization, its integrity, data lineage and security. But so, too, is an IT team that limits innovation, ideas and participation by its business partners. Digital dexterous firms must encourage open, transparent innovation; no individual or team should limit that ambition. 

Organizations must foster a tech-friendly business culture and behaviour amongst every employee, not just a chosen few. That said, one of the best ways to actively discourage shadow IT is to embrace those individuals who want to get things done and show them a better way. It is not easy—security, governance, and development standards all exist for a reason. Often, non-technical people need help understanding why these are important; therefore, what better way is there than to teach them and guide them? 

17. Train Citizen Innovators on how to redesign processes for automation or give them the support of exceptional business analysts to do this work.

Volumes of simple processes or tasks are not found very often in organizations. Organizations that look at their processes for the first time in years often find that they are not suitable to digitization or automation.

If Citizen Innovators attempt to automate hundreds and thousands of tasks, they may find that the cost to automate and support the tasks is not worth the effort. Providing process redesign skills or support can make more processes available for automation and digitization.

18. Pay and reward competent individuals proportional to their value.

Organizations looking to implement Citizen Innovators because they are cheap or to avoid employing ‘expensive’ developers will not succeed. Cheap and good are not natural bedfellows. Cheap solutions will quickly disappoint as the bitter taste of failure long outweighs the short but sweet taste of low cost. Organizations must invest in the right individuals and reward them appropriately.

19. Lock down, secure and track Citizen Innovators to prevent company code best practices and controls policy violations.

To prevent human mistakes creeping in, organizations should be able to block access to functions and limit developers ability to send data outside of secure firewalls. Organizations should lock down the version of software Citizen Developers can use as well as prevent using automations that are not on a company automation hub and so on. Low-Code | No-Code best practices and controls need to be implemented to ensure code is developed safely in line with company policies.

What does research and practice show❓

Research shows organizations that integrate technology and people architecture enjoy widespread innovation and outperform their peers. Companies with high technology intensity have doubled their growth rate on average compared to those with low technology intensity.

In a digitally dexterous environment, workers feel most empowered to innovate, collaborate and take calculated risks to achieve business goals.

Can everyone become a Citizen Innovator and scale will follow?

Organizations must learn the lessons of the past. Only some people can be a Citizen Innovator. The right individuals, at every layer of the organization, should be encouraged and empowered to build automation, to be more efficient, and to spend time on activities that they enjoy and that add the most value – but not everyone will be able to. Everyone can contribute to Citizen innovation, just like everyone can clap to music, but similarly, not everyone can play an instrument, i.e. code.

However, organizations can identify and encourage those with the right aptitude and attitude to learn to use low-code/no-code tools safely and securely. In that case, they are more likely to capture a wider set of benefits than organizations that restrict innovation to the chosen few. 

At their very best, Citizen Innovators programs can reduce frustration amongst capable business users; address the shortage of expensive developers; avoid business units missing income or cost savings targets; accelerate digital transformation; support a business hit strategic business transformation goals; increase responsiveness to the business; boost productivity; break down silos by encouraging cooperation and communication to help organizations gain competitive advantage. 

Yet organizations need help to identify, nurture and retain individuals with the right aptitude and attitude to become Citizen Innovators; never mind having them produce code that makes a substantive difference to transformation programs when business processes are unsuited to digitization or automation.

Centres of excellence are becoming centres of empowerment.

The best information technology functions and centres of excellence are becoming centres of empowerment. Rather than maintaining tight control of technology and limiting or slowing innovation, they are working to democratize digital, automation, technology and analytics capabilities. They retain excellent risk frameworks but with a sense of proportion that reflects an organization’s need for digital agility and security.

Organizations that actively support ‘Citizen Innovators’ with training, low-code/no-code technology, and the right kind of executive sponsorship and IT support are better prepared to succeed with their digital transformation efforts. To create opportunity and drive resilience, organizations must democratize technology. But to do that, they must fuse technology with exceptional people skills and trust their teams to deliver.

Organizations will enjoy exponential rewards if they turn a page in end-user productivity.

If organizations couple Citizen Innovators with skilled programmers, they can extend their range of automation opportunities and deliverables.

Organizations must overcome a lack of IT responsiveness to massively broaden the number of people engaged in technology-enabled delivery to enjoy significant competitive advantages (e.g. faster time to deployment, lower cost of application delivery, greater innovation, a reduced need to employ quite so many expensive developers). The alternative is to move slower than the market demands,

An organization that is more flexible in its IT and software development approach will foster greater collaboration between business departments and IT, resulting in more usable business outputs.

Employees want to see their organizations do more to encourage and support their Citizen Innovators. This opens the door to innovation and new ways of accomplishing goals, which may not have been apparent to IT managers.

But IT needs to help support Citizen Innovators and help govern the solutions that they create. Everyone cannot become a developer. Business users have an in-depth understanding of specific processes and customer challenges weighing their company down, but they are not IT/software/analytics professionals. They lack the expertise to build programs that do more than the basics.

This is no time for timidity. 

The key to success with Citizen Innovators and low-code/no-code is to abandon the idea that only experienced ‘code’ developers can deliver useful automation tools. Citizen Innovators programs are not without risk, but they may be worth taking.

Citizen Innovators programs will require new approaches to managing the life-cycle of software and solutions. Remember, what seemed technologically impossible or improbable several years ago has become today’s reality. For the nimble and adventurous, the opportunities low-code/no-code technology is and will present are incredible.

This does not mean that organizations can avoid the need for exceptional technical architects, solution designers, security experts, experienced developers, business analysts, and testers to build and deploy automation. There are no shortcuts to digital transformation. So Low-Code / No-Code platforms are not quite ‘Iron Man Jarvis’ yet ready to replace developers. But what organizations can do today is nothing compared to what they will be able to do tomorrow. Low-Code / No-Code’s day is coming.

We are just beginning a new era of automation, digitization and analytics-powered competition, and there is still a way to go. Organizations need to be prepared to pivot and adapt in this new world, and future-generation Low-Code / No-Code platforms will help them get there faster. Playbooks for organizations need to be clarified, but one thing is sure.

The successful firms of the future will be those that can leverage data and code algorithms to augment human talent to meet customer multi-experience needs innovatively. Organizations must develop a new perspective about the work machines should do and where humans add the most value.

In this brave, new, location-independent digital world, the successful delivery of automation tools will require creativity and collaboration between the business and IT departments that never existed before. Planning around these issues must start early enough, or organizations risk having to engage in discussions during the next crisis.

“It is not the strongest species that survive, nor the most intelligent, but the ones most responsive to change.” Darwin

End.

If you need help implementing AI or automation in your business then connect with me and let’s chat.

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if you love digital technology and generative AI, then you will love my new books ‘The A-Z of Organizational Digital Transformation‘ and  ‘The A to Z of Generative AI: A Guide to Leveraging AI for Business‘.  My A-Z of Organizational Digital Transformation is now available on audible https://ow.ly/YnGl50ReKTb. 

‘The A to Z of Generative AI: A Guide to Leveraging AI for Business‘. 

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