How do you get buy-in from clients and stakeholders when using consulting frameworks?

Understanding client needs is not just the first step, but the backbone of any successful digital transformation strategy. Too often, businesses adopt a 'technology-first' approach, focusing on tools and systems without aligning them with the client's or stakeholder’s goals and pain points. This misalignment can result in wasted resources and failed projects. In today's dynamic business environment, stakeholder needs can also evolve rapidly. Regular check-ins and agile methodologies can be instrumental in ensuring that the transformation strategy remains aligned with these changing needs.

I would ask all the questions to an AI digital twin and get more data to make any complex decisions. If you understand how you think, you know the data on which you make decisions.

Framing the clients problem is the center of what a consultant does. Helping the client more clearly see their real goals, the context of the problems, and the implications of action or inaction comes before any type of consulting framework. Creating a shared picture of the situation is one of the highest value services a consultant can provide. If the consultant has done this well, the client should be automatically be asking, “what should we do?” because these pains have to be resolved. And then when you share your framework it should seem like the most natural answer to solve the problem.

The tools and techniques we use are collaborative ones, in which ideas and strategies are generated by a group effort. These tools are essentially guides or ??s that show the way. In all these sessions we involve all key client stakeholders and team members. They are integral to the development process Because in these sessions, a lot of clarifications amongst the client team happens. Once all are on board, the ideation process becomes infectious and exciting with the highest quality of ideas being generated. Eventually this culminates into the big idea that everyone has helped create, ensuring automatic buy in and implementation.

SWOT is a simple and effective way of engaging and involve the client and stakeholders. Smart tool for letting the client pin point input and objectives for further work.

I tend to use some frameworks as diagnostic tools, before starting the actual consulting in order to ascertain the actual issue(s) and/or root causes. This usually means due dilligence or SWOT, or even an in-house workshop. That's how you get buy-in early on, as you are diagnosing. When it becomes apparent to the stakeholders what value you bring (and that you are a solver), they are ready to cooperate.

Often ‘buy-in’ is defined and negotiated during engagement proposal stage, when approach, phases, prerequisites and expected client engagement are reviewed and agreed. Both client and consulting teams should be aligned on project objectives, roles & responsibilities and expected outcomes prior kick off. During execution, project team can refer to sow, client sponsor to get buy-in even from reluctant stakeholders

Dans l'ère digitale, intégrer les clients t?t signifie utiliser des plateformes collaboratives en ligne pour le partage d'idées et de feedbacks en temps réel. Des outils comme les systèmes de gestion de projet et les tableaux interactifs facilitent cette interaction continue. La co-création via des ateliers virtuels ou des sprints de design permet d'ajuster les services aux besoins réels des clients, renfor?ant leur engagement et minimisant les réajustements tardifs.

The benefits have to be explained in terms of the client's corporate strategy goals, mission, and values. It cannot be how you as the consultant would define the benefits. To define benefits, you must have gained alignment with the client on the root cause of the problem.

Before presenting a consulting framework, it's crucial to communicate its benefits effectively. It's like selling the "why" before the "what" to the stakeholders. Without understanding the value of the framework, they might not be interested, no matter how brilliant it is. To make it relatable, it's wise to share real-life examples or stories. Doing so will transform a theoretical framework into a practical tool that can be used to solve their specific problems. It's like demonstrating the practical uses of a Swiss Army knife instead of just listing its functions. When stakeholders see the practical value of the framework, they are more likely to engage and invest in the transformation process.

The best negotiator I know always focusses on and formulates it ?Your advantage is …“ Really reduced and condensed to one essential message. I find this extremely powerful.

Dans l'ère numérique, illustrer les avantages d'un cadre de conseil peut se faire via des simulations interactives et des démos en réalité virtuelle, qui mettent en scène les résultats potentiels. Des outils d'analyse prédictive pourraient visualiser l'impact des recommandations, et des plateformes de collaboration permettraient de personnaliser le cadre avec le client. Ces technologies facilitent la compréhension et la confiance des clients dans le cadre proposé en le rendant tangible et en démontrant son efficacité en temps réel.

Making it simple is always interesting in any situation. Remember that if a 10 year old kid can't understand your story it is not simple enough.

Pour simplifier des cadres complexes, utilisez des outils digitaux comme des infographies interactives ou des tutoriels vidéo courts qui décomposent chaque élément en parties digestes. Conseil digital : implémentez des FAQ dynamiques basées sur l'IA sur votre site, permettant aux clients de poser des questions et d'obtenir des explications simplifiées instantanément. Cela facilite la compréhension et l’engagement des clients avec le cadre.

"A confused mind says, No." A friend of mine brought this quote into my life years ago, it is the most impactful alignment phrase I've ever come across. Ingrid gets at this point below using a 10 y.o. avatar.

Votre cadre doit être aussi dynamique que le paysage des affaires lui-même, se métamorphosant pour épouser les contours spécifiques de chaque projet et client. Plut?t que d'imposer un moule standard, sculptez une réponse sur mesure qui reflète la culture unique et les besoins précis du client, témoignant ainsi d'une intelligence adaptative.

It is always interesting to find some images to include in your framework, if possible. You can use a mind map, even better, to tell your story only with images if you prefer!

Ask two questions. Are we as a consultant familiar or new to this organization (trust relationship), and then the second question, is what the framework is suggesting new or familiar to the client's understanding and practices (knowledge). If the answers to both questions are new, then use a relationship-building (trust) approach with the client first. Later switching to selling benefits. If the consulting firm is familiar but the topic is new, use a technical approach promoting benefits (knowledge). Occasionally switching to relationship building and trust. If the consulting firm is new but the framework is familiar stay on the course of relationship building for trust.

Adapting to an organization’s culture is key to successfully implementing a framework. Trying to force the way they think into a rigid, cookbook approach will only lead to frustration; whereas maintaining the core methodology while adjusting to meet their needs will gain buy-in and ownership since it is “their way of thinking about …”

For example, I worked with a client developing a strategic plan, and the traditional framework was top down with financial outcomes at the top. The client, however, was a governmental entity where profit was not a concern, the ultimate goals were related to citizen needs. As a result, the approach was tailored to having satisfying citizen needs as the desired strategic outcome, which fit their view of what the strategy intended to accomplish. Financial goals were redefined as budgetary requirements which are foundational to having the resources needed to deliver services, i.e. “No Money, No Mission.” In the end, the organization bought into the process and developed as strateg that was relevant to them.

The simplest way to get buy-in is relatability - yours and of the story you're attempting to communicate. Even in highly aware management structures the ultimate question will (almost) always be: WIIFM (what's in it for me). And it is your job to make that crystal clear, whether 'me' means a company, an individual or a team. The value that a certain process/transformation/novelty will bring must be clear and those being consulted must be able to see themselves within that new context.

Audience participation especially when they are paying the bills is essential. Be sure to involve client staff at all levels to gather information and devise solutions, but don’t be limited by the clients view of what works if you feel you can “go beyond” and deliver more than the client expected.

You are telling a story, and you need people to be interested, agree and buy in. How will you tell your story? Test it with a close friend or family member. Anticipate questions. Good luck. ??

In my experience don’t be afraid to challenge your clients to look beyond where they think their horizon is. A classic example is digital transformation - there’s usually a lot of up front focus on delivering the transformation from a technical perspective, and often the human impact is overlooked. The pandemic highlighted this by ushering in a new, flexible ‘work from home’ culture, but on numerous occasions the impact of changes to working practices, isolation for individuals, and the need for peer support were overlooked.