HOW THE DIGITAL GC CAN IMPLEMENT AUTOMATION

Digitise GC

How the digital GC can implement automation to drive efficiencies across the whole tech business

As the GC (general counsel) of a midmarket tech business you already occupy a trusted seat at the table with the rest of the company’s key business units.  You appreciate the need for your organisation to increase productivity whilst keeping costs low in order to increase your customer base and grow.  You regard your internal stakeholders as your own “customers” and want to deliver a service to increase efficiency, save them time as well as giving your department more time to focus on strategic legal matters. You are part of a technology team so are naturally tech-savvy and you know technology is the way forward, but you’re just not sure how.

Automation may be the key.  

With legal touching every department from sales and marketing to CRM and procurement, you have an overall appreciation of the process challenges your business faces every day and may be best placed to implement automation.

By automating aspects of your legal service delivery you can not only improve department efficiencies but optimise service delivery and free up time to empower staff across your organisation to do what they do best! With the right tools supporting key processes, sales teams have more time to sell, CRM managers have more time to improve the customer experience, lawyers have more time to, well, practice the law! 

We look at some key areas to help you consider digital automation and why: 

    • Contract turnaround time – So much time is wasted by your sales teams, HR, procurement and business divisions struggling to understand which contract templates they should use and then communicating with all parties including legal to get sign off. Empower your sales teams to have the right contracts to share with their customers at their fingertips, reduce the amount of time spent gathering paperwork and shuffling it between sales and legal.  Repurpose the time wasted by teams on contract admin by turning to technology to automate it.  It can take care of the lot –  from customising contracts, sending out notification emails to get other departments connected to obtain the layers of approval required right up to digital signatures.  This frees up significant amounts of time for all parties involved to focus on more strategic initiatives. 
    • NDA’s – similar to contracts
    • Approvals – automating the approvals workflow creates a quicker route to revenue generation. It can massively cut the legal contract process time, resulting in greater overall efficiency and accelerated sales cycles. 
    • Creating an audit trail for compliance – by automating all of these processes, data is gathered in the right place automatically providing an audit trail to prove compliance. At AUTTO we actually use our own software inhouse to ensure and prove all new employees have had the information security training required to honour our own ISO 27001 status!

At AUTTO we are proud to be working with Olive AI, an innovative technology healthcare provider.  Olive’s GC uses AUTTOs to optimise efficiency of commercial contracting, as well as streamlining internal processes to reduce time, improve accuracy and minimise unnecessary paper shuffling associated with such a legally intensive business.  

If you are interested in learning more about how we can help your GC, please do get in touch.   

How to innovate practically | Lawtech with a purpose

The Challenge 

“I wonder if we can do something during B-innovative week?” In August, I was on a Zoom call with the Innovation and Client Solutions team at independent UK law firm Burges Salmon. Who were speculating on next steps following a trial of Autto by one of its trainees, Alex. 

Alex Knowles-Smith (now qualified and in the Pensions team) was finishing his traineeship with a seat in the Innovation team. One of his assignments had been to trial Autto for an afternoon to see how easy it was to create useful tools. Autto is a no-code automation solution that makes it easy for professionals to deliver solutions to clients or colleagues using knowledge, business process and document automation. Alex had progressed from never having logged on to Autto before, to building an automated NDA process in only three hours. Alex, a history graduate, doesn’t have a technical background and his success with Autto in such a short time had galvanised our discussion with the firm. Alex had an idea, and a few hours later, it was working – a practical innovation. 

As Autto’s product owner, it was thrilling. It is very easy when building software to get caught up comparing your feature list with the next product along and forget about the user. The reality is it doesn’t matter how many features you have if your software is so complicated most of the functionality never gets used. Our product philosophy at Autto has always been about practical innovation. In business, ideas are worthless if they don’t make off the drawing board; they must be implemented to have real value. For the Autto team, this means rapid easy-to-use automation available to non-technical users at a price point that isn’t eye watering. Alex’s feedback was another confirmation that our hard work was paying off. 

The Next Generation 

This week we presented Autto and Alex’s NDA process to the broader Burges Salmon team. In the Q&A at the end of the session, one of his colleagues asked Alex how useful he had found his time working with Autto and the Innovation team. Alex’s response was fascinating:  

“It made me think in-depth for the first time during my training contract beyond the services we provide as lawyers, to how we provide those services. It set me thinking more creatively and more broadly about the ways the profession might change in future. The ways that the firm is positioning itself to navigate and harness those changes.  

The model by which legal services have been delivered has been unchanged for so long. We record by the hour, a lot of it is still done using classic legal resources. It set me thinking about how we take that legal expertise, engineer it in different ways, and deliver it to the client in different ways. It was the first time that I’d grappled with that and thought about it in some depth. Going forward, I’m going to be trying to build that technological angle into my career. As more and more things are automated and the profession changes, it’s going to be very valuable.” 

It seems the latest generation of lawyers is not only more open than previous generations to real changes in the way their legal services are delivered but expect and value that opportunity as part of their careers.  

How can law firms be practically innovative? 

What can we learn from this example.  I think there are three simple steps law firms can take. 

If law firms give lawyers, particularly digitally native lawyers, hands-on access to different technologies, then many ideas on using them to benefit both clients and the firm will come quickly. It is hard for lawyers to conceive these ideas in a vacuum – the technology experience helps them understand what is possible for their clients.  If the technologies are too difficult for your lawyers to use or understand, they are the wrong technologies.  

The technology is available to bring those ideas to reality quickly, but it requires time from legal professionals who understand the problems. Given a choice between a lawyer spending an hour developing an innovative new way to serve a client and billing an hour to the same client, almost all law firms will pick the latter. Law firms should value time spent developing new ways to serve clients in a similar way they value CPD, as the essential non-billable time required to deliver a better professional service. Until they do, progress will inevitably be limited. 

Finally bringing those ideas to reality will require a broader team of analysts, technologists and designers. These are the teams which provide specific expertise to bring lawyers ideas to practical delivery to clients. 

After four years of spending a lot of time talking to law firms, my view is that many firms are now investing in the third of these steps, but neglecting the first two. Law firms that want to deliver better value to clients through real-world, practical innovation will need to value the time and effort which goes into these improvements in an equally tangible way. 

How are Burges Salmon delivering real innovation? 

Each year Burges Salmon stages “B-innovative”, a week of events, training and thought leadership to encourage positive change. This year, Autto has teamed up with the firm’s innovation team to replicate Alex’s experience on a larger scale. Thirty-seven of the firm’s trainees have divided into teams, and we have given them full access to Autto. The firm has challenged each group to deliver a prototype automation or app that could be of value to a client in the next three weeks.  

The goal is to challenge trainees to think how best to meet client needs and help Burges Salmon better understand how lawyers can be involved with new technological developments.  Importantly the goal is not just the idea but the actual delivery of a working prototype.  It is an exercise in practical innovation.  

As senior innovation lead Emma Sorrell, who is running the challenge told me: “Burges Salmon knows the clients we serve are digitising, and technologies like Autto are giving us the tools to adapt and keep up. But we are still exploring the right mix of skills to bring these new client services to market. When and how to combine the skills and experience of our solicitors, our business professionals and our technologists. This year’s Autto challenge is an opportunity to explore that further.” 

We will report back here in a couple of weeks on how the trainees got on.   

By engaging their trainees with technology directly Burges Salmon are taking an important step to delivering better legal services to their clients with technology. 

Using Legal Tech | Why is now the right time to digitise?

2020 has been an unprecedented year for the World and in particular for the world of work. We have all been using the expression “The New Normal” so much that it has already lapsed into cliche.

The business world is still being rocked by the pandemic so much that it is impossible to forecast what “The New Normal” is going to be. However, there are some obvious trends:

Cloud-based technologies have gone from being treated with suspicion by many businesses to a must-have because they enable home working. More strategically, they increase an organisation’s resilience, scalability (up and down) and provide access to fantastic technology.

Business costs are under heavy scrutiny. As the crisis is dragging out from months to years, the impact on clients businesses is becoming more significant and is driving more fundamental shifts in business practice.

There is nothing like a crisis to drive change! In the words of the World Economic Forum (Future of Jobs, Oct 2020), ‘Automation, in conjunction with COVID-19, is creating a double disruption’. Cloud-based technologies are increasingly being used by companies to automate routine work and to support humans in more challenging work that machines alone cannot do. The motivation for this is to cut costs.

 

close up of businessman hand working on laptop computer with financial business graph information diagram on wooden desk as concept

For law firms and corporate legal teams, these trends offer both a risk and an opportunity.

The risk is that lawyers retreat to what they know in the face of cost pressure, hide behind the billable hour and refuse to change. Law is a culturally conservative industry, and this will be the chosen course for many firms. Eventually, they will find their billing eroded as clients refuse to pay for work they know can be automated. Or lose business to competitors that do or clients bringing more work in-house. This trend has been forecast for some years now, but the events of 2020 will drive it to reality in 2021.

The opportunity for firms is that Cloud-based legaltech, like my business autto.io, has never been available at a lower cost or easier to adopt than it is today. Firms and in-house legal departments can develop solutions that create more value for their clients’, crafting services delivered using a combination of human and machine. This approach offers the potential to increase loyalty from existing clients, gain new clients and even to serve new markets.

Critically the initial entry costs to legal tech are low often with free trials to get started. There is a clear opportunity for law firms to engage, experiment and innovate to find what works for them. Now is the time to digitise.

What do clients want that legal tech can solve?

What do clients want?

It’s easy to assume that clients hire law firms for their expertise, but a  research study by Salesforce in 2018 shows that reputation is not enough. According to this study, when clients pay for a service they aren’t just buying the end result. What they are really looking for is a good client experience. It doesn’t matter how large or small the client’s company is, or how much business they generate for you. They want to feel that their unique needs are recognised and addressed by a firm that understands implicitly what is at stake and can act upon that to create the best outcome.

These needs are often at odds with another requirement that seems to contradict the desire for personalised service: value for money. The question remains: what do clients consider “value for money,” and how can law firms sell their specialised expertise in a way that serves clients best while delivering the value they expect?

How do clients measure value for money?

It goes without saying that legal clients want a positive outcome. They also want fast service from a firm that makes them feel that their business is important. When a firm meets these objectives, is this enough to satisfy the client lust for “value for money?”

If the bottom line is not improved, then the answer is no.

The legal marketplace is more competitive now than ever before. Professional services such as accounting firms, alternative legal service providers (ALSPs) and even clients’ in-house legal teams are now competing with law firms and driving down the cost of legal services.  At the same time, the cost of hiring a law firm continues to rise. According to law.com the price of hiring a law firm increased by 130% between 1996 and 2018, well above inflation.

It’s clear that it is time to innovate or be left behind.  Take, for example, the repetitive, low-value tasks that clients don’t expect to pay for. They are often vital to client work and business administration but do valuable (and expensive) staff members need to do these tasks? Automation can do this work quickly and efficiently, allowing staff the time to give clients that individualised attention they expect, while lowering the cost of providing these services.

Clients want outstanding service

Quick service delivered at a lower cost is not worth much if it does not provide what clients need. This is where law firms have an advantage over other services providing legal services. The right technology, combined with the subject matter expertise of a skilled lawyer can provide the best possible scenario for clients because the more your technology does for you, the more time you have to add value to your services. In short, automation can give you more time to think about and approach issues that are important to your clients..

Lawyers can also gain from automation and the extra time it provides.. New recruits do not undertake years of study to spend their working days doing menial administrative tasks. Therefore, the increased opportunity to engage in meaningful, client-facing work results in better employee satisfaction. This opportunity to focus on high-value work increases employee retention, giving your firm a greater overall level of skill, experience, and institutional knowledge, which benefits both the firm and its clients. It’s genuinely a win-win situation.

The point, of course, isn’t to use technology for everything, nor is it to replace lawyers with technology. It’s to find the best ways that people and technology can share the workload to provide the best outcome for lawyers, staff and clients, alike.

From Excel to interconnected workflows with new AUTTO feature

From Artificial Lawyer

It just got easier to streamline your data tables. 

Workflow automation company, Autto, has unveiled a new capability that allows you to leverage data tables to build multiple interconnecting workflows that update in real-time, rather than building isolated workflows, each with their own data source. 

As Autto explained to Artificial Lawyer, instead of using traditional, static spreadsheet platforms – such as Excel – in isolation, users of the platform can build and manage data sets within it. 

Co-founder, Ian Gosling said that corporate legal teams and law firms could take an Excel spreadsheet, perhaps that they had used in the past to record key data, move that into Autto’s platform and then run multiple workflows that connect to it. 

There is a growing interest in workflow systems – often referred to as no code or low code platforms – that include for example, Bryter, Neota Logic and Autologyx. 

In many cases these are used by clients to improve one very specific work process, and the ability to build an entire ecosystem of interconnected workflows would appear to be useful. 

As with other platforms of its type, Autto offers an intuitive visual interface that allows a user – without the need for any coding experience – to build a workflow. For example, creating a dialogue box on a desktop to guide a lawyer through a decision process to create a document, complete a form, or to approve an action and move a legal matter forward. 

Elements involved in these workflows can include, among others, triggers to send emails, or for esignature, to create PDFs, to introduce conditional gateways, and to connect to databases – as explored above. 

The goal is not to replace higher value tasks, but to provide ‘the plumbing’, as it were, to enable people to work more efficiently – and to leverage data already inside the business more effectively. 

But, what can be built is really up to the imagination of the users. Such tech can be leveraged to produce quite complex networks of workflows that are central to a business. 

Or, to sum up, as Max Cole, co-founder, said: ‘It has a transformative effect when data can be called on by different workflows.’

Beyond this new capability the company noted that the SME sector has not made much use of automation, even though in many cases it’s not that expensive to utilise workflow tools. 

Artificial Lawyer also asked Cole and Gosling about ‘no code’ i.e. zero coding needed vs ‘low code’ i.e. some coding input needed to build a workflow. 

Gosling replied that they prefer not to think in terms of either, though if they had to pick one it would be no code that best described them. The logic is that talking about code means looking at things from a developer’s perspective. The idea is to focus on data flows that a user is dealing with in their day-to-day work. 

For example, we’d never say: buy this phone, it’s a no-code phone – we just expect there to be no coding involved to use that piece of technology. In short, while there may be a ton of software beavering away behind the scenes, the user just wants things to work. 

 

View full article here

 

Legal Innovators: Max Cole, Autto – ‘Listen Very Carefully To Clients’

From Artificial Lawyer

Max Cole, co-founder of legal tech company, Autto, has picked up some important lessons about innovation on his journey. An English barrister, Cole formed the process automation company with SaaS specialist Ian Gosling and full-stack developer Krisztián Kerék, who serve as the company’s CEO and CTO respectively. The company specialises in the automation of legal processes, and also wants to make this type of technology more accessible to small and medium size businesses.The product evolved out of another piece of software they had worked on called affio, an easy to use online Wills platform, where they spotted the potential for something new.‘The principles that [applied] to that other piece of software could be extrapolated and made generally available,’ Cole tells Artificial Lawyer. ‘The realisation that we could put automation tools into the hands of lawyers, rather than coders, was a very exciting moment that has spurred us forward.’ Defining Innovation For Cole, innovation means finding a new way to deliver better services to clients. ‘I think of innovation as not necessarily requiring technology, and that it’s about doing things in a different and better way. Technology can be a means to doing that, but it isn’t always the case.’ And does he go along with the traditional trinity of ‘People, Process and Technology’ when it comes to driving innovation and change?‘You don’t jump to the technological solution, you have to involve people. You have to understand the process and then you decide what technology you can use to help solve the problem,’ he replies.‘I would say that in order of importance it’s: people, then process, then technology. If you do it the other way round, you end up with white elephants.’Knocking on Lawyers’ DoorsSpeaking of problems that need to be solved, he says one of the main challenges is that ‘lawyers … don’t always naturally understand or accept that there is an automation opportunity within their work.’He believes that most lawyers are trained to think of themselves as artisans and believe they are always providing unique or bespoke solutions to unique circumstances, ‘and that is not compatible with the notion that parts of what they do can be looked at as a process and automated’, he explains.

In addition, the business model of law firms, which is still generally to charge on the basis of a fee per hour, for the number of hours, ‘has been fantastically successful and remunerative [and] is not always compatible with finding innovative ways of doing things,’ he adds.So, how do you get over, or through, this deeply embedded cultural barrier? How has Cole approached what is in effect a request to think and act differently? How do you win a client’s confidence so you can actually change something about the way they work?‘The thing that we learnt very quickly was that you have to listen very carefully to your customer, and you have to be solving, or able to solve, real world problems for them,’ he says.‘It’s not good enough to simply say ‘look at my great technology, now you need to think about how you might deploy it.’’’Cole states you have to be a partner in an ongoing conversation with clients, listening ‘really carefully’ to what they are trying to do.Ultimately it seems that running a legal tech company is all about winning ‘hearts and minds’.The Road AheadLooking to the future, could there be a major change in how lawyers work as more innovation, such as automation of legal processes, beds down into firms? Cole believes, that inevitably, yes, it will happen.‘I think that over time technology is going to become more and more embedded in the core legal work that they are doing, rather than something that is just on the outside supporting it.‘The trend is definitely in that direction, because there are tools available which can make legal work easier, that’s the bottom line.‘But, I don’t think it’s necessarily a straight road, I think that lawyers are going to have to really be careful about identifying the problem they are trying [to] solve and then finding the right technology to solve that problem,’ he concludes.And, no doubt Cole hopes that one of the solutions they settle on is Autto. Of course, as he says, much will depend on winning their trust by listening very carefully to their needs and understanding the problems that they want to solve.By Irene MadongoMax Cole, co-founder of Autto, will be speaking at the Legal Innovators conference on 11 October, along with many other great speakers from law firms, inhouse legal teams, and tech companies. For more info see the link below. 

View full article here

 

Legal Innovators: Max Cole, Autto – ‘Listen Very Carefully To Clients’

From Artificial Lawyer

Max Cole, co-founder of legal tech company, Autto, has picked up some important lessons about innovation on his journey.An English barrister, Cole formed the process automation company with SaaS specialist Ian Gosling and full-stack developer Krisztián Kerék, who serve as the company’s CEO and CTO respectively.The company specialises in the automation of legal processes, and also wants to make this type of technology more accessible to small and medium size businesses.The product evolved out of another piece of software they had worked on called affio, an easy to use online Wills platform, where they spotted the potential for something new.‘The principles that [applied] to that other piece of software could be extrapolated and made generally available,’ Cole tells Artificial Lawyer.‘The realisation that we could put automation tools into the hands of lawyers, rather than coders, was a very exciting moment that has spurred us forward.’Defining InnovationFor Cole, innovation means finding a new way to deliver better services to clients.‘I think of innovation as not necessarily requiring technology, and that it’s about doing things in a different and better way. Technology can be a means to doing that, but it isn’t always the case.’And does he go along with the traditional trinity of ‘People, Process and Technology’ when it comes to driving innovation and change?‘You don’t jump to the technological solution, you have to involve people. You have to understand the process and then you decide what technology you can use to help solve the problem,’ he replies.‘I would say that in order of importance it’s: people, then process, then technology. If you do it the other way round, you end up with white elephants.’Knocking on Lawyers’ DoorsSpeaking of problems that need to be solved, he says one of the main challenges is that ‘lawyers … don’t always naturally understand or accept that there is an automation opportunity within their work.’He believes that most lawyers are trained to think of themselves as artisans and believe they are always providing unique or bespoke solutions to unique circumstances, ‘and that is not compatible with the notion that parts of what they do can be looked at as a process and automated’, he explains.

In addition, the business model of law firms, which is still generally to charge on the basis of a fee per hour, for the number of hours, ‘has been fantastically successful and remunerative [and] is not always compatible with finding innovative ways of doing things,’ he adds.So, how do you get over, or through, this deeply embedded cultural barrier? How has Cole approached what is in effect a request to think and act differently? How do you win a client’s confidence so you can actually change something about the way they work?‘The thing that we learnt very quickly was that you have to listen very carefully to your customer, and you have to be solving, or able to solve, real world problems for them,’ he says.‘It’s not good enough to simply say ‘look at my great technology, now you need to think about how you might deploy it.’’’Cole states you have to be a partner in an ongoing conversation with clients, listening ‘really carefully’ to what they are trying to do.Ultimately it seems that running a legal tech company is all about winning ‘hearts and minds’.The Road AheadLooking to the future, could there be a major change in how lawyers work as more innovation, such as automation of legal processes, beds down into firms? Cole believes, that inevitably, yes, it will happen.‘I think that over time technology is going to become more and more embedded in the core legal work that they are doing, rather than something that is just on the outside supporting it.‘The trend is definitely in that direction, because there are tools available which can make legal work easier, that’s the bottom line.‘But, I don’t think it’s necessarily a straight road, I think that lawyers are going to have to really be careful about identifying the problem they are trying [to] solve and then finding the right technology to solve that problem,’ he concludes.And, no doubt Cole hopes that one of the solutions they settle on is Autto. Of course, as he says, much will depend on winning their trust by listening very carefully to their needs and understanding the problems that they want to solve.By Irene MadongoMax Cole, co-founder of Autto, will be speaking at the Legal Innovators conference on 11 October, along with many other great speakers from law firms, inhouse legal teams, and tech companies. For more info see the link below. 

View full article here

 

AUTOMATION PROVIDER AUTTO RAISES $1M

From Business Cloud

Automation provider Autto has raised $1m in funding through a combination of UK government grant funds, angel investment and participation from UK legal platform Tangible.

The funding will be used to evolve the London firm’s SaaS platform, which is designed to deliver simple automation.

The funds will also fuel further research, in partnership with the University of Exeter, into the adoption of ‘lawtech’.

Autto’s technology is designed to automate routine tasks, enabling staff, and is targeted at professional sector organisations keen to embrace emerging technologies.

Ian Gosling, CEO and co-founder of Autto said, “This funding announcement is a huge milestone in Autto’s journey. It signifies a growing appetite for our solution and an affirmation of the need for simple-to-implement technologies in the workplace.

“We have great ambitions for the company and this funding will help us to expand our capabilities and help our customers on their automation journeys.”

Robert Reynolds, Founder & CEO at Tangible added: “Autto provides a simple yet effective solution to the needs of our internal and external clients.”

Co-founders Ian Gosling, Max Cole and Krisztián Kerék have sustained interest from angel investors led by serial technology angel, Sean Phelan, demonstrating a continued confidence in the success of Autto.

New investment from Tangible was secured after the company trialled Autto’s solution on existing Fortune 500 clients.

“We’ve seen first-hand the benefits derived from the creation of its workflows, and we wanted to play a part in its future development.”

“Autto provides organisations with a dynamic platform to automate the necessary to enable the exceptional. To drive adoption, Tangible will be building out a library of workflows (what we call Catalysts) and launching them into the market in the coming months in partnership with Autto.

“We are excited about the possibilities of working with Autto to help drive the next stage of its journey.”

View full article here

 

From Excel to interconnected workflows with new AUTTO feature

From Artificial Lawyer

It just got easier to streamline your data tables. 

Workflow automation company, Autto, has unveiled a new capability that allows you to leverage data tables to build multiple interconnecting workflows that update in real-time, rather than building isolated workflows, each with their own data source. 

As Autto explained to Artificial Lawyer, instead of using traditional, static spreadsheet platforms – such as Excel – in isolation, users of the platform can build and manage data sets within it. 

Co-founder, Ian Gosling said that corporate legal teams and law firms could take an Excel spreadsheet, perhaps that they had used in the past to record key data, move that into Autto’s platform and then run multiple workflows that connect to it. 

There is a growing interest in workflow systems – often referred to as no code or low code platforms – that include for example, Bryter, Neota Logic and Autologyx. 

In many cases these are used by clients to improve one very specific work process, and the ability to build an entire ecosystem of interconnected workflows would appear to be useful. 

As with other platforms of its type, Autto offers an intuitive visual interface that allows a user – without the need for any coding experience – to build a workflow. For example, creating a dialogue box on a desktop to guide a lawyer through a decision process to create a document, complete a form, or to approve an action and move a legal matter forward. 

Elements involved in these workflows can include, among others, triggers to send emails, or for esignature, to create PDFs, to introduce conditional gateways, and to connect to databases – as explored above. 

The goal is not to replace higher value tasks, but to provide ‘the plumbing’, as it were, to enable people to work more efficiently – and to leverage data already inside the business more effectively. 

But, what can be built is really up to the imagination of the users. Such tech can be leveraged to produce quite complex networks of workflows that are central to a business. 

Or, to sum up, as Max Cole, co-founder, said: ‘It has a transformative effect when data can be called on by different workflows.’

Beyond this new capability the company noted that the SME sector has not made much use of automation, even though in many cases it’s not that expensive to utilise workflow tools. 

Artificial Lawyer also asked Cole and Gosling about ‘no code’ i.e. zero coding needed vs ‘low code’ i.e. some coding input needed to build a workflow. 

Gosling replied that they prefer not to think in terms of either, though if they had to pick one it would be no code that best described them. The logic is that talking about code means looking at things from a developer’s perspective. The idea is to focus on data flows that a user is dealing with in their day-to-day work. 

For example, we’d never say: buy this phone, it’s a no-code phone – we just expect there to be no coding involved to use that piece of technology. In short, while there may be a ton of software beavering away behind the scenes, the user just wants things to work. 

 

View full article here

 

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