As an agile consultant, I’ve learned a multitude of lessons over the years, but one stands out above the rest: the statement of work (SoW) often bears little resemblance to the actual problems my clients face. This insight transcends the realm of agile consulting; it applies to any consulting role.
The Disconnect Between SoW and Client Needs
In my experience, the primary focus for many consultants is to deliver on the SoW. It’s a straightforward approach: “Here’s the contract, and this is what we need to do.” However, I’ve found that this can lead to a losing proposition. Delivering exactly what’s outlined in the SoW can result in unhappy clients because, more often than not, it doesn’t address their real needs.
- Unmet Needs: Clients may receive what they asked for, but if it doesn’t bring about systemic, lasting change, they’re left feeling dissatisfied.
- Temporary Solutions: Without addressing the core issues, organisations often revert to their old ways as soon as the consultant leaves.
A Personal Anecdote
Let me share a personal experience that illustrates this point. I was on a train in England, and the Wi-Fi was utterly horrendous. Frustrated, I tweeted the train company to express my dissatisfaction. Their response? “We’re not contractually obligated to provide Wi-Fi.”
This response epitomises the pitfalls of rigidly adhering to a contract. It’s a classic case of missing the forest for the trees. The company was so focused on the letter of the contract that they neglected the spirit of customer service.
Rethinking Contracts
This experience has shaped my approach to contracts. I often prefer to work without formal contracts, opting instead for a more flexible arrangement. Here’s how I typically operate:
- Variable Contracts: I use what I call an “email contract.” It’s simple: “Can you help us out?” “Yes, I can.” “What dates?” “These dates.” That’s enough for me to book my flights and get to work.
- Trust Over Formality: This approach has served me well, especially with larger clients who often come with their own contracts. I assume an NDA for every engagement, but I prefer to maintain a level of flexibility that allows me to adapt to the client’s needs on the ground.
Delivering Value Beyond the SoW
The key takeaway here is that delivering value should be the primary goal, not merely fulfilling the terms of a contract. I strive to provide enough value that my clients feel confident in saying, “Yes, Martin delivered.”
- Focus on Relationships: Building a relationship with clients allows for a more dynamic and adaptive approach. When you understand their needs, you can deliver solutions that truly matter.
- Value-Driven Engagement: By prioritising value over contractual obligations, I ensure that my clients receive the support they need, even if it diverges from the original SoW.
Conclusion
In conclusion, the most valuable lesson I’ve learned as a consultant is to focus on the real needs of my clients rather than the constraints of a contract. By fostering relationships and delivering genuine value, I can help organisations achieve lasting change.
If you found this insight helpful, I encourage you to engage with me. Whether you want to discuss agile, scrum, or DevOps, feel free to book a coffee chat through Naked Agility. I always welcome the opportunity to connect and share ideas.