For many years, it was the nature of any digital project that developers were managed by the client, like a sort of commodity. The client’s role was to instruct the developer to do whatever they saw as necessary. The competition and pricing in this approach were high, while the criteria for selection were simply “Do you have a developer with these skills, and what is the price?”

However, in recent years, there has been a move towards not only building the code but also collaborating to design the solution from a UX perspective. This shift involved developers working with their clients to identify the requirements, conduct user testing, and essentially guide the client on how to build products via the solution architecture and then implementation.

It has been quite a journey

What we saw was a transition from engineering resources to digital consultants and digital transformation drivers. It has been quite a journey. Now, efficient two-way communication is the key to a successful working relationship. According to Ark Group, 95 per cent of CEOs believe effective communication is a critical factor in any area but just 22 per cent felt it was being delivered.

Whether it was the old way or the new way, communication throughout this area can be a minefield, especially when dealing with cultural differences. In Southeast Asia, where Seven Peaks is based, an open, honest, and direct way of communicating is common, but this can be tricky from time to time.

Also Read: Cloud communication platforms: How to choose one for your business

For example, if a client or a manager is older, it’s considered rude to correct or dispute them. This can have unfavourable consequences, but at the same time, if you don’t correct someone it may reflect badly on them and ruin the relationship.

There is a delicate balance between saying what needs to be said and relaying it in such a manner that no one feels disrespected. For me, this is one of the most important things to remember, whether it is regarding internal or external communication.

What companies must remember is the specific problem they are trying to solve on behalf of their client, and that there is a combination of tech and other solutions that can accomplish this. Introducing new buzzwords because they are fashionable, or specific technology simply because it’s new, should be avoided, even if it’s something the client feels that they want.

I believe another key asset in communication is guiding clients toward what they need rather than what they want. This can be challenging, as it can lead to disagreement and debates; however, by providing the most efficient advice and always bringing them in the right direction, challenging their assumptions, and demonstrating the benefits of the course of action you’re recommending, they will eventually take your lead.

To ensure that a project goes smoothly, one of a team’s first tasks should always be to run a product discovery. This can help them to fully understand the client’s business objectives and the pain points that are to be addressed. Based on that, the team should break each element of the solution down into much smaller projects that can be completed incrementally.

This approach helps teams to solve those individual problems much faster, while the overall finished product reveals itself bit by bit. Again, this approach is about building what a client needs rather than what the client wants, as there should be zero extraneous elements on those smaller projects.

Clients and developers must work together daily throughout the project, the most effective way of communication is face-to-face, working software is the primary measure of progress, simplicity is essential, and at regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly.

Leveraging on Agile methodology

Good communication and Agile methodology go hand-in-hand. For example, it states there should only be time made for the briefest of meetings to speak of prominent points, while any problems must be prioritized for completion. The Agile approach is flexible and accurate, and its team members must be the same. Using this form of effective communication, sprints can be reviewed quickly, followed by a brief, retrospective assessment to judge which innovations might have contributed the most to the project.

Also Read: What companies can do to stay agile in the future of work

Agile helps deliver value within a business as it is an efficient process compared to methodologies that came before it. Changes in planning can be accommodated easily without causing disruption. Projects can be delivered within weeks or months and quick delivery is key to client satisfaction.

Frequent interaction with clients to review progress and note suggestions is vital when delivering value. Working directly with clients to understand their needs and to be aware of any changes in the market is essential, while shorter delivery times also allow for criticisms or suggestions from users to be sought and applied quickly. This also goes a long way to helping reduce the chance of failure within the project.

Finally, I believe strong organization and solid communication can be hugely beneficial to employee morale. A recent report by McKinsey revealed companies that employ efficient internal communications policies that nurture relationships as well as growth, see a boost in productivity of up to 25 per cent.

This approach allows for creativity, innovation, and motivation within the team. A happy and energetic team is likely to be more efficient and productive. This is especially important in the age of working from home as people are in their silos, communicating often can help keep them focused.

To say “good communication drives successful projects” may sound like a no-brainer, but understanding why this is true and in what areas specific effort can reap success, can be the difference between a good outcome and a great one.

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