The old way

Here comes the brief. You examine it. You provide a quote. If everything goes smoothly, the client signs a contract that outlines everything you will do, how much it will cost, and when it will be delivered.

Then you start working, and... things aren't as you had imagined. Issues start to surface. The client begins to change project requirements. But are these change requests, or did we misunderstand each other? We have to renegotiate the budget and the timeline. How much energy is spent on this instead of actual work?

Fixed or flat-rate contracts work when everything is perfectly predictable and can be calculated in advance. No changes are expected during the project because you follow a predetermined plan without uncertainties. What kind of innovative projects fit this description? None. That's why the Agile Studio doesn't operate that way.

On the other hand, fixed contracts allow the supplier to collect an upfront payment, say "let's touch base in three months," and only start worrying about who will do the work, how to meet deadlines, and other promises made to make the sale at that point. We have stopped working that way.

When we decided to work towards bringing real innovation, we understood that change had to be our daily bread. We often work on startup projects, collaborating with clients who are still refining their ideas, business models, and budgets. It doesn't make sense to provide clients with only working hands; you need thinking minds to define the best path to take and understand how to address change. That's why we've invested heavily in speed, flexibility, and tools that enable us to challenge ideas. To do this, we've left behind the old fixed contracts, which are not suited to offer this type of contribution.

Enter the Agile Contracts instead.