The other condition is to plant this idea with the client and ensure that the right conditions are present internally. You often meet with a curious but somewhat confused reaction when you speak about the development partner concept in various contexts. “Do you mean that you work internally?” “Do you get paid for that?” “Do you use dedicated consultants?” The reaction is to an extent understandable, but at the same time it is deeply rooted in a consultant mindset.
Working as a development partner requires adaptability and scalability, an established external network of subconsultants and suppliers, functioning development processes, sound project management, an alternative way of measuring results and, perhaps most importantly, a long-term strategy. A common theme connecting different projects, from sale through to implementation and from client to team, is another prerequisite for success. Such a common theme requires a fixed core of experienced people who continually feed experiences back to their own organisation and ensure a seamless transition between project agreement and implementation. The team are the carriers of culture and processes and contribute to an understanding of the conditions of each new case, i.e. the client’s expectations and expectations with regard to the agreement, scope and schedule, “definition of done” and what the most important factors and challenges are in the project in question.
Avalon currently has around ten development projects in progress within various disciplines and of varying scope and complexity. Each has its own unique set of conditions and challenges, but in general it tends to be the case that the longer the relationship, the more effective the project. A successful project agreement lays the foundation for a longer partnership where the long-term perspective is just as important as a targeted one-off initiative.