Every piece of software, every application and every system deployed across government has been implemented to solve a human problem. As a result, each government department, local authority and public sector entity relies on digital applications of varying size and complexity to operate effectively.

However, it is not uncommon for a new application to disappoint its user base, despite the public sector’s extensive experience in specifying requirements. Here, we explore why these challenges arise and, more importantly, the vital role that solution architects can play in preventing or resolving issues as relationship builders and agents of business transformation.

The challenges of system design in the public sector

Designing systems and applications for the public sector presents unique challenges. These digital solutions must cater to a diverse audience, ranging from citizens and frontline staff, to senior employees. Each group has distinct needs, varying levels of knowledge and understanding of terminology. It is easy for assumptions to be made about language and common understanding of policy.

Consider a government department with hundreds or thousands of employees, all relying on the same system for many different query types. Now factor in the wide range of needs, tenure, experience and abilities of the service users or customers. In this context, it is easy to understand how challenges can quickly arise in the development, deployment and adoption of digital solutions.

The solution architect as a bridge builder

An effective solution architect helps meet these challenges, avoid potential pitfalls and delight users. They build maps that enable developers and designers to navigate easily from problem to solution. More importantly, they construct bridges between the islands of system design and system use.

A great solution architect works with all stakeholders – senior commissioners, developers, designers, program leads, technical experts and everyday business users – to guide the development of functional applications, systems and solutions that meet the needs of all users. Translating the required business outcomes into technical applications and processes, and vice versa, requires deep understanding of an organisation’s objectives and the systems being developed. Ensuring that systems are not only functional but also intuitive and user-friendly requires technical expertise and many years of experience. It is no surprise that good solution architects are highly sought after and in short supply.

However, these skills alone are often insufficient to assure complex programme design and delivery. In order to fully meet business requirements efficiently and effectively the best solution architects display not only exemplary technical understanding but also outstanding relationship management and a blend of empathy and communication skills.

The best solution architects combine technical expertise and interpersonal skills to ensure that the implemented solution meets the ambition of the strategic idea. This is a critical point that is often overlooked: technical brilliance is necessary, but not sufficient for success in this role. The ability to foster strong relationships is of equal, if not greater, importance.

Relationship management: The key to influencing and driving adoption

When we consider relationship management, we often focus on component skills like listening, empathising and mirroring. While these are undoubtedly important, there are additional elements that set great relationship managers apart.

A solution architect who excels in relationship management:

• Builds trust, enabling assumptions to be challenged constructively
• Possesses the strength and resilience to persuade and influence stakeholders
• Negotiates confidently, using the relationship they have to explore alternate approaches fully
• Cultivates curiosity, allowing them to question assumptions and ideas and to build informed consensus

Perhaps even more importantly, they create a sense of team and foster a collaborative environment where everyone works towards a shared objective.

This ability to forge strong relationships is particularly crucial when a program fails to meet the needs of end users. In these situations, solution architects face the challenging task of managing and mediating between all stakeholders, including those who commissioned, designed, and implemented the application, as well as the users interacting with it daily.

By investing in building robust relationships with senior stakeholders and users from the outset, solution architects create a foundation of trust and mutual respect. This pays dividends when challenges arise. Instead of defensive reactions or blame-shifting, there is an atmosphere of collaborative problem-solving as new information (such as dissatisfaction) comes to light. Better relationships lead to better communication, which in turn enable earlier decisions on interventions.

Leveraging relationships for better outcomes

Strong relationships allow solution architects to tap into the expertise and influence of senior users. Rather than asking users to critique what has been built, they can instigate productive conversations about what users have missed in previous versions and valued in other applications. This approach engages users fully in the program and makes them part of the improvement process.

This relationship-centric approach brings numerous benefits:

• Increased transparency, as users are more forthright about concerns when they trust the solution architect
• Faster problem resolution, with open communication lines and a focus on the end result
• Improved change management, as trusted senior users champion necessary changes
• Enhanced innovation, with a collaborative atmosphere encouraging new ideas
• Greater project resilience, as strong relationships help teams navigate unforeseen challenges

Senior users and commissioners also benefit from a strong relationship with the solution architect. They gain a trusted advisor who provides honest, technically sound advice that considers the operational environment and broader organisational context, but also gain a peer with whom they can have frank exchanges of ideas and approaches. and receive early warnings about potential issues and can trust the solution architect’s proposals for mitigation. They have access to comprehensive information and insight which will be positioned in light of the organisation’s strategic ambition and can influence technical decisions to ensure that the business ambition is not undermined in a quest for a simpler solution.

Conclusion

While technical expertise is essential for a solution architect, it is the ability to build and leverage strong relationships that truly sets them apart. By focusing on relationship management, solution architects can turn potentially confrontational situations into opportunities for collaboration and improvement. They create an environment where challenges are seen not as failures, but as opportunities to learn and improve.

We put considerable value in solution architects and encourage others to do the same. When working with 6point6 | Part of Accenture, you can be sure that you’ll encounter others who value the relationships with their customers and seek to deliver your outcomes with the same energy and commitment that you do.

These skills are not a nice-to-have; they are essential for influencing decisions, driving the adoption of your ideas and delivering successful outcomes. Technical brilliance may design the perfect system, but it takes strong relationships to get that system built, adopted and delivering maximum value.