The essence of our activity as a company is serving our clients. What do we promise them? Let’s mention only one sentence from the Brand Promise

<aside> 📌 We treat our clients' businesses as our own. We don’t measure our success by releasing the code to production, we measure it by solving our client’s problems.

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Our service puts our clients’ problems/needs in the center.

  1. You need to know these problems and needs, do not guess them i.e. based on what you do now.

That’s the key factor to align what you do properly with what the client needs. We don’t want to invest energy in something that isn’t related to the client's needs because the chance that it would be an energy loss is too high.

How? We ask about the problems from the very first prospect calls, we also started doing discovery workshops recently to drill down these problems, and we constantly improve our account team mission to discover and understand ongoing cooperations problems. Thanks to these activities we know a lot about the problems of our clients:

  1. ‘The Change’ you lead should be well placed in the context of these client’s problems/needs.

Sometimes what you do now isn’t the best what you can do to sort out the root problem, we often feel that we burn our energy for something that doesn’t make sense. We may even get angry about that, we want to drive the change but the client wants us to do something else.

Sometimes it’s hard to deal with it, to convince the client (who is usually more than a single stakeholder) to other approaches, especially when the client complains about something else regarding our cooperation. That’s why usually moving from A to B requires something in the middle. If you want to have more impact on the product but the client complains about how you deliver or what is your quality then it’s easy to get burned out.

We want to prevent leaders and teams from burning out so if you want you may apply a few more constraints for what you want to achieve: