| > It's a hard problem. That same internal customer will similtaneously rail against the recharge in their budget for IT. It's a cost: a drag on their P&L. IT says they're under-resourced, and they could do it quicker with more people - but that would increase the P&L drag. Vicious circle. I started my career as a Solutions Consultant. Our primary customers were small business units in large organizations that were frustrated with “IT” and looked externally to solve their problem. Low code is a variation on this strategy. Our delivery time estimates always beat IT estimates and our costs were often less. Maybe because we were seen as a competitor to IT, or maybe some manager was being sneaky our first interactions with IT was usually after the engagement contract was signed. (None of these projects had RFP/RFQs) During the discussions with IT was when the hard parts of the engagement really happened. It was then we learned about the compliance requirements. Security, data integrity, availability, platform standards, ci/cd, pmi, etc…. These unknowns often dragged out our delivery times and skyrocketed our billable hours. Putting us equal to or behind internal IT. In my experience at large organizations Compliance is more closely aligned with legal than IT but is often an a function of IT. The rules set forth by the legal teams are enforced through technical/process controls by IT. This makes IT look like the ‘problem’ went in fact they are just following mandates set forth be legal. It’s often easy for a business unit to complain about IT preventing revenue growth and get an exception. If a business unit complained to upper management that legal wouldn’t let them do something I doubt exceptions would be granted as easily. I’d suggest that compliance be its own department and review all external tools or vendors instead of IT. This would put external consultants or low-code solutions on par with internal IT. If would also shortened the feedback loop between those creating the rules and those it causes grief. |