First Cuts: Building on Ambiguity

On any typical consulting project, it is expected that the scope is ambiguous in the beginning. It may require multiple rounds of internal and client meetings to tighten the scope of work. Once the scope is finalized, the consulting team works with the client to get hold of the data and information to proceed with the project. It is at this stage that the current project taught me something new. 

We started with an ambitious scope of developing an impact framework for reporting the impact of the firm’s engagement strategy. For the first few weeks, as we tried to understand the engagement strategy in detail we realized we had a broad scope yet limited data from the client. We also learnt that there was not enough publicly available information that was directly relevant to us. So, how exactly does one develop an impact framework with limited resources and understanding? It was like trying to piece together a puzzle with missing fragments. We approached this in multiple stages. 

Asking the right questions: In the first stage, we focused on understanding client needs at a fundamental level. What does the client want to achieve through the impact framework? We started with asking the right questions to understand the fundamental requirements of the client. This gave us clarity about where we can add value to the client and the direction we could potentially take.

Mapping out knowledge gaps: In the second stage, we focused on mapping out the existing information that is already available to us. This included publicly available shared by the client, existing impact frameworks and landscaping and benchmarking impact strategies of industry peers of the client. This gave us an understanding of knowledge gaps and strengths. We worked with the client to fill these knowledge gaps in the next few weeks.

First drafts as hypothesis: The third stage, we developed the first drafts of our hypothesis in terms of a theory of change, and an impact framework based on our analysis and research from stages one and two. Recognizing the urgency of the situation, we decided to take a proactive approach. Instead of waiting for the perfect data or a perfectly defined scope, we decided to draft an initial framework of deliverables. This draft was far from complete, but it offered a starting point, something tangible to guide the client's understanding and prompt discussions. We presented the first draft as a work in progress. It was a conscious decision to position it as an evolving document that would improve with their input. This approach had two significant benefits. First, it engaged the client in the brainstorming process. Second, it stimulated discussions and prompted the client to provide additional information and clarity.

Going forward, hopefully this leads us in the right direction in delivering scope as the client is able to provide feedback, clarifications, and supplementary data based on first drafts and following iterations. With each iteration, the project can gain more focus and direction. The evolving first draft can serve as a visual representation of our collective understanding, and it played a crucial role in honing our goals. In the end, first drafts become the anchor in a sea of uncertainty. 

Navigating a consulting project when the scope and data are unclear can be a daunting experience. However, by proactively creating a first draft of deliverables, we were able to provide clarity, engage the client, and encourage collaboration within our diverse team. Hopefully, the iterative process that follows allows us to refine our project's direction, ensuring that the final deliverables align with the evolving needs of the client.