You're faced with a key client pushing outdated process design. How do you navigate towards modern solutions?

The question posed in the header is problematic from the outset. It supposes that there are “modern” process designs that are right and should be adopted. The question also implies that there is a known answer. In fact, it is likely that the solution is unknown, and cannot be known in advance. Rather, it must be uncovered, experimented towards. Better to ask what it is about the performance of the current operating pattern that is causing issues for customers, employees and managers. Then, it is possible to do some observations (and maybe some experiments designed to uncover the behaviour of the system.) Only then can you create a working hypothesis about what to change to get the desired performance.

It is important to consider three main factors before suggesting process changes: 1) Customer experience 2) Operational costs 3) Competitive advantage The mistake organisations can make is undertaking wholesale changes to processes that don't bring strong enough benefits. For example, I decide to centralise all of my helpdesk services onto a single platform. The cost of this is millions but the potential benefits are poorly defined. Loose benefits exist like - "It'll help to centralise our data", are used as reasons to change. Instead, align on the goals of the change by using data to demonstrate the expected benefits. Finally, consider if a wholesale change is required or if modular improvements will suffice.

Outdated and Modern are relative terms and each client is different in terms of maturity. I advocate the crawl, walk, and run thinking when it comes to making changes. Develop a roadmap and align it with people, process, and technology and most importantly VALUE that each step will bring to the company. Depending on the level of changes, identify impact on people - training, up skills required etc. If the process is truly 'burdened' then benefits from the 'crawl' phase are fairly obvious. Thats your launching pad to accelerate. Another important aspect is to build a team that will be 'supporters' and 'influencers' and not detractors especially if changes impact the whole organization.

Trust requires that investment is made in development of a relationship. Sharing of past experiences and concepts learned will often help people to open up and share some of their own which helps to create trust. Once some trust is in place people are likely to share some of the hidden issues or observations which help to develop a case for change. Such insight often is helpful to shape the best approach and strategy to make effective and acceptable changes.

Building Trust - This should be tge foundational block if any relationship, with client - customer too, which will eventually make easy for detailed BUSINESS NEEDS assessment, following Soutions Design, Pilot - Prototype Testing and repeat of these steps for Improvised Customer Satisfaction at the utmost level. Try it out and please do reflect on this with your Retrospective wisdom (which is based on Experience of an Applied Knowledge only, NOT Based on any AI - Churned out data of large data sets of past, without any real Human Intelligence). God bless you all, all ways, always. 🙏Jai Swaminarayan 🙏 Mahesh Panchal

You can’t drive towards modern solution without building client’s trust for such a solution and that won’t happen unless they trust you / the consultant. So by demonstrating skills and empathy you need to earn the trust that you are upholding their best interests.

When presenting data, it’s beneficial to use techniques widely adopted by consulting firms. Start by writing a “script” for your presentation before focusing on its visual aspects. While many people structure their presentations by moving from problems to details and then to conclusions, it’s more effective to use the Pyramid Principle. Rewrite your draft accordingly. Additionally, use the dots and dashes technique to ensure your slides are concise and to the point. Ensure you use the appropriate type of graphic for each data set, as improper data presentation tools can distract and confuse your audience. Finally, take note of potential questions that may arise during preparation and be ready to answer them.

Nothing changes until behaviours change and behaviours only change when deeply held beliefs or values are challenged. Compelling data or insights are key to gaining acceptance that change is critical to long-term growth and sustainability. Organisations can tend to focus on reinforcing or positive metrics but improving upper quartile performance is difficult, time consuming and expensive often for minimal reward. Highlighting evidence of data points that are less positive and perhaps indicate lower quartile performance can open organisational, team or individual thinking that real opportunities exist to improve performance and gain competitive advantage for relatively modest investment and significant reward.

When a key client insists on sticking with an outdated process design, presenting data can be a powerful tool. Share case studies and metrics that showcase the benefits of modern solutions, like increased efficiency, cost savings, or enhanced customer satisfaction. Use comparative data to highlight how their current processes might be limiting their growth or exposing them to unnecessary risks. By grounding the conversation in facts, you can help them see that adopting a modern approach isn't just a trend-its a strategic move for their future success.

When navigating a client's preference for outdated designs, suggesting practical, phased solutions can bridge the gap. Start by proposing small, low-risk adjustments that integrate new technology or methodologies, making the transition less daunting. Frame these changes as enhancements rather than replacements, emphasizing how they align with the client's existing workflows. This approach not only builds confidence in modern solutions but also demonstrates respect for their current processes, fostering a collaborative path forward.

MOC is crucial for long-term, positive improvements. While the first five steps are important for creating a solid solution, without effective MOC, even the best solutions can fail. First, get buy-in to the ‘why’ by explaining the benefits, involving many stakeholders, and mixing logic with empathy. Change is hard, and outdated processes are often simple and ‘easy.’ Show that you will offer support by creating a transition team. They will document and coordinate efforts, address concerns and issues, and keep everything on track. While not simple, with these steps, we can help people embrace modern solutions while keeping the change process as smooth as possible.