We are agents of change within our customers’ organisations. Our engagements differ in nature and evolve over time. We are aware of where our engagement stands in the lifecycle so we can behave appropriately.

Sometimes we are early and disrupt with exploratory visionary work (Pioneers). Sometimes we are late and support and evolve an existing service (Town planners).

But what we like best is to turn ideas into scalable products and implement long-lasting changes that can be handed over to the customer (from Pioneers to Settlers to Town planners). [see metaphor of Pioneers, Settlers and Town planners (Cringley-Wardley)]

We like getting things done. “Practical innovation” is much more important to us and our customers than academic or abstract “thought-leadership”. Think leading-edge not bleeding-edge!

Sometimes – the thing that will deliver most value to the customer is the least glamorous initiative. Sometimes the most important thing is to address hygiene factors – allowing the foundations of future change to be laid.

We aim to prioritise and tackle the problems that will enable customers to change – even if that sometimes means getting our hands dirty on the more in-the-weeds projects.

We drive technical innovation and thinking about new technologies, tools and practices for the benefit of our customer. At the same time, we only introduce new technologies when it makes sense for the customer, considering the entire lifecycle of the technology. We are careful not to treat customer engagements as opportunities to learn a new technology; when we identify technology that we believe will bring real value to a customer, we take a responsible approach to introducing it, ensuring relevant measures are in place to prove it not only works as intended, but can prove increased value to the customer.