This thesis examines the critical challenge organizations face during Digital Transformation (DT), specifically the persistent skill gap between IT and Non-IT employees. In an environment marked by rapid technological evolution and increasing business reliance on digital solutions, this gap exacerbates innovation bottlenecks and slows digital adoption. Despite the emergence of solutions such as Low-Code/No-Code (LCNC) platforms and Citizen Development initiatives, organizationsfrequently struggle to empower Non-IT employees effectively, resulting in superficial skills that lack strategic depth.

Adopting a Design Science Research (DSR) methodology combined with Actor-Network Theory (ANT), this research systematically addresses the issue.By identifying organizational barriers in Digital Transformation, such as resistance to change, fragmented collaboration, and limited digital literacy among Non-IT employees, the study proposes a structured, integrative framework to empower Non-IT employees sustainably.

Through qualitative analysis, expert interviews, and iterative artefact development, the thesis validates that enabling Non-IT employees to transition from operational proficiency to strategic digital competency is achievable, hence also alleviating pressure on IT resources and tapping into the potential of a broader workforce.