Enlist executive buy-in and commitment. It’s one thing to talk about business-led development and furnish essential low-code tools, but without a demonstrated commitment from top leadership, it’s difficult to move the needle on cultural change at this scale. Conversely, if executive management is actively communicating the benefits and connecting the impact of business-led development to critical business goals, the effort has a much better chance of grassroots adoption and, ultimately, enterprise success. Embrace a Center of Excellence (CoE) model. Unleashing the power of business-led development is liberating, but it can create its own challenges (think additional silos and solution sprawl) without proper management and oversight. A formal CoE serves as a governance framework for managing and administering rapid-cycle innovation efforts. To be successful, a CoE should be aligned with a leader who is accountable, along with a cross-functional team that can bring in key perspectives from across the organization. The CoE should create policies, establish security protocols, promote training and education, and serve as a community for business-led innovation. A manufacturer of snack foods credits its CoE with expanding business-led development from a few departmental pockets to the entire organization. Led by technical IT experts and business technologies, the CoE helped promote citizen development and encouraged reuse so apps built by one team or region within the company could be easily leveraged somewhere else. In many cases, companies still think of development as an IT-led effort. Yet if the business isn’t involved, IT can only drive so much change. You need to make sure everyone knows [business-led] development is a company initiative, that everyone plays their part, and that it doesn’t happen in disconnected silos. ” — Deb Gildersleeve, CIO, Quickbase “