Thinking

The Benefit of Intermingling

Since inception 20 years ago, we've worked in a professional services model using multi-disciplinary teams built up from project consultants, designers, developers and all the elements needed to deliver a digital programme of work.

No design floor, no technical floor, and no ‘creative’ floor around here. Instead just teams of people sharing their specialist knowledge with each other and collaboratively producing great work. Not sure if a design is technically feasible? Want to double-check the type of interaction your code is required to make? No problem - ask the person sat next to you.

This set-up allows us to collaborate and share ideas much more readily. It does require a little more open-mindedness than traditional ways of working, but with the right people in place, the results are impressive.

Our company is structured into divisions, each one made up of this mixture of roles. Divisions are run as small business units of up to about 18 people, with the ability to manage and deliver work for their clients, with a great deal of autonomy, and retains the ability to make decisions quickly.

This means that we can allocate accounts to the most suitable team based on technology, sector, project type and personality, and that relationship can remain for the lifetime of the account, building up a body of knowledge and a working relationship more akin to a partnership. All of our staff are client facing and each team member contributes collaboratively to solving challenges, proposing solutions and ultimately to the running of individual projects and accounts. Over 80% of our new business comes from existing clients and word of mouth and we attribute this to our integrated team setup and how well this model works for our clients and for our teams here in the office.

Written by Polly Lygoe, Client Services Director

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