By Brett Li, tonkan
Mindsets about work are changing. Employees want and need new things, such as flexibility, autonomy and the ability to function in a really nimble mode. The digital transformation has also created new opportunities for innovation and process design. But these forces have also created new challenges that must be addressed. To adapt, organizations need to empower employees, and especially operations teams tasked with designing new work experiences, to innovate and solve problems more effectively and autonomously. To do this, organizations are increasingly turning to a new approach to solution design: composability.
Once widely adopted, this will change everything. Here’s how.
What is composability?
Composability is a way of building software or processes with “building blocks” made up of business capabilities. The building blocks, which are generated and regulated by computing, represent actions. The blocks are fundamentally interchangeable and can be assembled and reassembled with a no-code platform to create more complex layered solutions, much in the same way that open source components are manipulated by developers to build applications.
What makes composability so revolutionary?
According to a study by tonkan, composability is revolutionary in part because of the self-sufficiency it enables. Historically, doing things like automating workflows is something that organizations have relied on their IT teams to facilitate. Indeed, using automation software has often required users to know how to code, which only about 0.4% of the population can do. This created inefficient dependencies.
Composability avoids these obstacles by allowing domain experts to design and create their own workflows and solutions even if they don’t know how to code.
Of course, no-code tools available in the market already claim to do the same thing.
The problem with most no-code platforms, however, is that there is a trade-off between the accessibility of the platform and the complexity of the solutions that can be built. Thus, they cannot be used to create truly cross-functional or operationally impactful solutions, solutions that are actually needed to accelerate the business.
Additionally, when no-code tools are used on their own to build apps without IT intervention or oversight (unverified and ultimately unsupportable apps), they risk exposing sensitive data, creating internal vulnerabilities, and compromising conformity.
However, when codelessness is used as a means of accessing and creating composable solutions, because creating composable solutions involves assembling and reassembling modular, IT-organized and integrated building blocks, each with built-in explicit permissions. solutions that succeed in increasing agility and empowering organizations, but without compromise their company’s data.
Organizations that empower non-IT employees to build composable tools are found to be 2.6 times more likely to accelerate digital business results than organizations that don’t, according to a Gartner survey.
Business operations will be redesigned to accommodate composability
There are a myriad of hurdles that operations teams will be able to overcome in the composable enterprise. There are also many types of gains that composability should help organizations achieve, such as increased revenue growth, to begin with. In 2022, CIOs and CTOs of composable companies expect their revenues to grow by an average of 7.7%, according to another recent Gartner survey.
Besides, composable platforms allow companies to save resources. Research shows that most organizations get bogged down in apps. Non-technical teams remain dependent on developers for all forms of technology enablement. Apps; development time; time wasted waiting for IT to fix all the little issues that operations teams have, for example, all cost money and lead to project delays.
Composable platforms, however, solve these problems, allowing non-technical teams to self-empower, facilitate faster production cycles through iteration, and ultimately create processes that allow employees to both work the way they want and make better overall use of the tools they already have. This creates a more enjoyable and effective employee experienceallowing, among other things, to improve retention rates and avoid costly and unproductive turnover.
Composability will redefine the way we work, both in business operations and beyond
One of the reasons business operations is such an appropriate department for organizations to staff with composable software first is the role that business operations teams play in designing employee experiences and business processes at the wider. Business operations teams are the conductors of a given company’s orchestra, determining how its unique mix of people, technology and data is used to drive the business forward.
Composable platforms essentially give business operations teams, regardless of their technical acumen, a supercharged ability to perform this work with greater creativity, efficiency, and self-determination.
But they also give operations teams the tools they need to finally harness the full potential of innovative and promising technologies such as automation and no-code.
With a composable platform, process designers can, without ever writing a single line of code, create internal workflows and process solutions that automate for end users all kinds of previously menial and demanding tasks, and that allow employees to spend more time focusing on the work for which they are uniquely qualified.
Take, for example, supplier intake and approval, or the process of receiving, triaging, managing and resolving all new and existing supplier requests across the organization. Many organizations still facilitate all of this effectively manually. Domain experts who don’t know how to code aren’t able to create or implement automations that could allow them to optimize this process on their own for efficiency and agility, because most automation platforms are inaccessible to non-technicians. But composable platforms change all that and allow users doing this work to build and iterate on an optimized procurement intake, coordination and approval process that not only reduces the time and energy required legal, financial, security, and IT professionals need to invest in the provisioning process, but it makes the process more reliable and efficient overall. How? By eliminating the potential for human error, automating repeatable tasks, and freeing up the procurement team to spend their time focusing on the things that maximize their skills and value. This improves the speed and agility with which procurement teams can support the business and maximize customer satisfaction.
This has always been the promise of automation. But enabling business operations teams to more strategically manage how and what is automated, and to do so with the personalization that composability enables, allows organizations to get the most out of technology.
The same can be said of no codes. No-code is not a silver bullet in itself, although that is how it has been positioned in the market, due to its ability to create “citizen developers”.
no codes is, however, a very effective way to abstract the technical expertise required to work with complex software components. It is powerful for the way it enables composability and makes composable building blocks accessible.
Composability is therefore key to unlocking a future of work in which organizations are not only better positioned to operate with greater holistic agility, but also to provide their employees with a more human-centric and empowering work experience. .
Driven by composability, the way we think about using technology will soon change. Employees will no longer be forced to work for or around the boundaries of your organization’s tech stack. On the contrary, all of us, from the world of business operations to all other elements of an organization, will have a new ability to make technology work for we.