When did you last listen to podcasts on Spotify or binge-watched an entire series on Netflix? Alright, when was the last time you read an IT contract with that degree of interest? That's right. The truth is that you would probably have stakeholders eager to sign on the dotted line - and perhaps even a little excited about it - if your contracts were half as interesting as the most recent Netflix documentary.
Even though we live in a content-driven world, our contracts - which are essential to our partnerships and projects - very often remain stuck in the old era. It's time to rethink contracts as dynamic, living content experiences that do more than establish guidelines; they should also tell a story and engage parties.
Making contracts a content experience
I get it - contracts are serious business. They serve as boundaries, authorities, and means of protection. Does that, however, imply that they must be utterly boring? Not at all. One of the errors is viewing contracts as static files that, once signed, are hidden away in some eerie online cave. How about we create dynamic and captivating contracts that mimic the content strategies used by Netflix and Spotify?
Consider modular contracts allowing users to select their adventure, navigate through different sections, and follow visual storylines. What if contracts included interactive features that demonstrated real-time updates on performance and progress or assisted stakeholders in making difficult decisions? What if we used multimedia components, such as infographics, videos, and even audio summaries, instead of 30-page PDFs to make the contract something you want to read and study? The goal is to make the information easily comprehensible, approachable, and, dare I say it, even mildly entertaining.
Contracts as living documents
Consider how your favorite streaming service updates, changes, adapts to your viewing preferences, and occasionally even drops a little surprise. It doesn't just sit there after launch. Why can't contracts work like that? Contracts should be dynamic documents that are regularly updated to consider the current circumstances of the partnership, project, and relationship. Consider them as a television show with new episodes that are constantly released, updating stakeholders and increasing involvement.
Make use of digital platforms that track changes, enable real-time editing, and facilitate open communication regarding updates and modifications. Instead of being stashed in a drawer or an unopened email attachment, contracts should be interactive and easily accessible. Imagine a dashboard that updates in real time to display the contract's status, impending milestones, and action items. You could even set up notifications to alert you to new releases, just like in your favorite app. It's all about making contracts both interesting and necessary.
Gamify the contracting process
Stay with me here - gamification isn't limited to corporate training and fitness applications. Could we make the contract management process more like a game? We design a more dynamic, interesting negotiation process in place of a dry, boring one. Maybe consider digital badges for reaching vendor performance goals, leaderboards for contract milestones, or even some sort of reward for early compliance or proactive communication.
Establishing a positive feedback loop in addition to having fun is vital. People are more likely to remain motivated and involved when they feel rewarded or acknowledged. This might result in shorter contract negotiations, fewer missed deadlines, and greater commitment to the terms.
Micro-contracts for macro impact
What if we divided them into micro-contracts rather than one large contract attempting to cover every scenario from now to eternity? Consider them as individual instalments in a series, each concentrating on a distinct facet of the collaboration or project. Micro-contracts could cover individual milestones, specific deliverables, or vendor responsibilities. They're faster to negotiate, easier to manage, and more adaptable to change.
And because they're shorter and more focused, you can adjust them as needed without reopening and renegotiating the entire relationship. This makes the contract management process more agile and ensures that every relationship aspect is clearly defined, current, and relevant.
The unexpected benefits of "bingeable" contracts
The endgame here isn't just to make contracts more fun, although that wouldn't hurt. It's about drafting contracts that interested parties actively participate in, comprehend, and even anticipate reviewing. Contracts that people indeed read and remember, that feel current and relevant, change to meet the demands of the project and the company. Consider it this way: you'll experience fewer misunderstandings, disputes, and delays if your contracts are more approachable and engaging. Additionally, the more invested your stakeholders are in the contract, the more probable it is that they will remain involved over time.
So, are we to abandon the notion that contracts are unavoidable evils everyone fears? Let's begin to perceive them as dynamic, captivating content experiences akin to the most captivating television shows. Contracts that accompany you and inform, interact, and change. Contracts need to start performing, because people's attention spans are getting shorter, and expectations are higher in today's world.
ABOUT THE AUTHOR
As the IT Development Head for The Duke of Edinburgh’s Awards, it is my responsibility to ensure that our technology aligns with our business objectives. My vast experience in research, project management, strategic planning, and business strategy has given me an excellent understanding of IT governance frameworks, risk management, and compliance requirements. I gained much of my experience at WorldCC, where I worked for 15 years. Even though my focus is on IT, contracts still play a significant role in my life.
I am very enthusiastic about technology and enjoy working in a group. I have a hardworking personality, which enables me to resolve intricate challenges that may require advanced problem-solving skills. I love working in a team environment where I can collaborate closely with departmental teams to identify and overcome IT-related issues.
In addition, I bring a different perspective to discussions by balancing technical know-how with human factors such as communication and collaboration. After work, my hours are spent on family activities. We live in South England, which is beautiful, so we always explore the area during family time as we create memories together.
ABOUT DofE
The Duke of Edinburgh’s Award (DofE) is a leading youth charity founded in 1956 by HRH Prince Phillip. Every year, the DofE inspires hundreds of thousands of young people to develop skills, resilience and self-belief, take on their own challenges, follow their passions, make a difference to their communities and discover talents they never knew they had.
The DofE is open to any young person aged 14-24. Each one builds his or her own DofE program – selecting activities and choosing a cause to volunteer for – to achieve a Bronze, Silver or Gold DofE Award. In 2023-24, more than 545,000 young people were doing their DofE, giving more than 4.7 million hours of volunteering across the UK. The DofE is delivered in schools, colleges, community organizations, prisons and young offender institutions and more, all over the UK. Find out more at DofE.org.
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