Table of Contents
- Key Highlights
- Introduction
- Create Spaces Where Technical and Non-Technical Minds Meet
- Invest in Easy-to-Use Tools
- Set Guardrails That Empower
- Celebrate Small Wins Publicly
- Rethink the Role of Your Engineers
Key Highlights
- By teaching non-technical employees to build their own tools and automations, companies can significantly reduce reliance on engineering teams, freeing them to focus on more complex projects.
- Establishing cross-functional forums for sharing knowledge encourages collaborative problem-solving and innovative use cases beyond what engineers can provide alone.
- Investing in easy-to-use, low-code tools can empower a wider range of employees to contribute to technological solutions, fostering an environment of resourcefulness.
Introduction
In the fast-paced, technology-driven marketplace of today, organizations are faced with the challenge of maximizing productivity while managing limited engineering resources. At Super.com, a membership program designed for saving, earning, and credit building, a significant bottleneck emerged as the demand for engineering-led features and tools outpaced their capacity. Faced with this predicament, the company embarked on a transformative strategy: empowering non-technical employees to become self-sufficient in creating their own tools. This initiative not only alleviated pressure on the engineering team but also catalyzed remarkable growth—culminating in over $200 million in annual revenue with a streamlined workforce.
The lessons learned from this experience can serve as valuable insights for other organizations striving to balance innovation with operational efficiency. By creating the right conditions for collaboration between technical and non-technical teams, investing in user-friendly tools, and adjusting company culture, leaders can unlock the full potential of their workforce.
Create Spaces Where Technical and Non-Technical Minds Meet
The first step in fostering a more empowered workforce is creating environments where collaboration between technical and non-technical employees can thrive. Super.com instituted two distinct guilds focused on AI: one dedicated to technical implementations, such as building tools, and another on adoption and use cases. These guilds brought together individuals from various departments, including product management, operations, and design, to share their experiences and insights on using technology in creative ways.
Case studies presented during these meetings illustrated how product managers could leverage AI tools to gain deeper insights into codebases without burdening engineers. Furthermore, operations leads shared automation scripts that simplified processes, showcasing the immense potential of collaboration. By dismantling silos and encouraging discussions around technology, Super.com cultivated a culture where innovation was a collective effort rather than confined to the engineering team alone.
These cross-functional forums not only surfacing unique use cases but also normalized the sharing of successes and challenges. Organizations can replicate this model by establishing regular inter-departmental meetings or project showcases, ensuring that knowledge and resources flow freely. Such initiatives foster a community where all employees feel they can contribute, regardless of their technical skills.
Invest in Easy-to-Use Tools
A barrier that often limits non-technical employees from becoming fully engaged in technology-driven initiatives is the complexity of the available tools. Super.com recognized this challenge and prioritized investment in user-friendly, low-code solutions that would enable non-engineers to confidently build and deploy their own automations. Tools such as Superblocks, Zapier, Amplitude, and Glean Agents were introduced, along with a streamlined onboarding process that ensured quick access for all team members.
The developer operations team made a concerted effort to eliminate unnecessary steps in the sign-up and training procedures. They simplified the onboarding experience so that new users could set up and start using the tools in under ten minutes. This initiative underscored the understanding that if a tool required extensive training or support, enthusiasm for adoption would likely wane.
By proactively supporting and engaging with non-technical staff—offering one-on-one assistance where needed—Super.com cultivated a sense of confidence among all employees. When individuals perceive themselves as capable creators rather than passive users, they are empowered to explore innovative solutions that may address their specific needs.
Set Guardrails That Empower
To encourage experimentation while ensuring consistency and quality, Super.com established clear internal policies around AI usage. These policies defined approved use cases and outlined the standards for quality and security that all team members were expected to uphold. By making these guidelines accessible and straightforward, non-technical employees could confidently navigate their projects.
Engineers played a supportive role in this framework, elevating the developer's function from a policing role to that of a coach. Every piece of code, regardless of its origin, underwent the same review process, with engineers providing constructive feedback that focused on improvement rather than rejection. This shift in dynamic allowed non-technical contributors to submit their work with a sense of ownership, fostering a collaborative environment where experimentation could flourish.
Ultimately, setting guardrails, rather than establishing rigid barriers, encourages innovation. The coherence in quality and oversight enhances trust and empowers individuals to explore possibilities fluidly. Other organizations seeking to replicate Super.com’s success should consider developing comprehensive, clear policies that guide experimentation while promoting responsibility and accountability.
Celebrate Small Wins Publicly
A culture that embraces innovation and collaboration must also recognize and celebrate contributions from all corners of the organization. Super.com consistently highlighted small wins achieved by non-technical staff—stories of process automation or success stories surrounding AI integration were shared in company-wide presentations and weekly business reviews.
Public recognition not only motivates individuals who create noteworthy solutions but also inspires others to experiment with their ideas. When employees see their peers celebrated for their innovations, they become more inclined to explore how they can implement similar solutions in their roles. During objective and key results (OKR) planning sessions, teams were encouraged to discuss how AI could accelerate their goals and whether they could independently create the necessary solutions.
Such public recognition contributes to a shift in corporate culture, reinforcing the idea that innovation is not just the realm of developers but a collective responsibility. Companies looking to create a similar culture should actively promote and acknowledge contributions made by non-technical employees, fostering a sense of accomplishment that sparks further creativity.
Rethink the Role of Your Engineers
As organizations empower non-technical employees to take on more responsibility for their projects, the role of engineers shifts to focus on higher-impact functionalities. At Super.com, over 93% of their developers engage with AI tools daily—transforming how they allocate their time and efforts. Engineers are now free to concentrate on complex features, architecture, and deep debugging.
This shift also alleviates the earlier burdens of answering basic questions or making minor fixes. By allowing other teams to adopt their tools and implement smaller changes, Super.com ensures the most skilled technical talent is available for ambitious projects with the potential to drive significant growth.
As industries increasingly incorporate AI and automations, it is essential to rethink how technical expertise is utilized. Organizations that successfully transition to this new paradigm create an environment where engineers are not relegated to mere troubleshooting roles but are instead leaders driving innovation from the front.
FAQ
What are the benefits of empowering non-technical employees?
Empowering non-technical employees to build their own solutions allows organizations to reduce their reliance on engineering teams, promoting faster innovation and responsiveness to business needs.
How can organizations create collaboration between technical and non-technical teams?
Establishing cross-functional forums, regular meetings for knowledge-sharing, and collaborative project presentations can help break down barriers and foster cooperation.
What tools should companies invest in to facilitate non-technical contributions?
Easy-to-use, low-code platforms like Superblocks, Zapier, and Amplitude that are designed for non-technical users can help facilitate their engagement in building solutions.
How can organizations ensure quality when enabling non-technical employees to create solutions?
Implementing clear internal policies to guide experimentation, establishing review processes similar to those used for technical projects, and providing coaching rather than policing can help maintain quality.
Why is public recognition important for fostering a culture of innovation?
Celebrating small wins publicly encourages a supportive atmosphere where employees feel valued and inspired to contribute their ideas, thereby stimulating further innovation across the organization.