Client-centric in the fast lane: How to keep clients happy when everything is changing

Imagine you’re a happy client of a professional services firm, enjoying the routine predictability of getting your financials in order, receiving thoughtful tax advice, and maybe even an occasional PowerPoint deck on future strategy.

You’ve built trust, there’s a rhythm to it all, and then one day – boom - you get the email.

Your friendly, predictable company has just been acquired or the software you have only just got used to (that the company rolled out 6 years ago) is changing. The words ‘exciting changes’, ‘synergy’ and ‘efficiency gains’ is thrown around, promises of enhanced services are made. Yesterday, your Account Manager was Karen, today it’s Bob, and by Friday… it could be someone named Sven. And you’re left wondering: "Is this the end of my reasonably priced audit?" and “How does any of this actually help me?”

This scenario captures the core dilemma of a client-centric approach to any value creation initiative that touches clients. 

Taking a client-centric approach involves focusing on delivering value and positive experiences at every interaction with the client. This perspective isn't just about excellent customer service; it requires embedding the client’s needs, preferences, and feedback into the operations, strategies, and decision-making.

When businesses are undergoing transformation - especially mergers and acquisitions - the client’s experience can feel like riding in the sidecar of a speeding motorcycle, gripping on for dear life. 

Change is already challenging internally, but add in clients whose trust is critical, and suddenly, there’s a whole new level of complexity. 

Let’s dive into how companies can keep their clients happy (or at least not completely baffled) during big changes, and why it’s worth every bit of effort to do so.

Understanding the impact on clients

First, let’s talk about why these changes are so disruptive from the client’s perspective. 

M&A, restructuring, or major operational changes often mean new faces, new processes, and maybe even new priorities. This can be unsettling for clients, especially those used to a stable, familiar relationship. 

A client-centric approach recognises that change is not a solo journey - it affects everyone along for the ride.

For a client, these changes often mean they have to recalibrate expectations, learn new processes, and sometimes even renegotiate terms. And let’s be honest: clients are paying for seamless, value-added services, not a front-row seat to a restructuring soap opera. Therefore, ensuring that the impact of change is minimal and well-managed becomes critical.

The key ingredient: Communication (preferably with honesty and without jargon)

The first golden rule of managing client relationships during change is communication. 

Not just any communication, though - clear, honest, and frequent communication. We’re talking about cutting down on the jargon and getting real. 

When clients hear “streamlining for efficiency,” their eyes glaze over. But tell them, “Your invoicing will now be even faster and easier!” and they might actually cheer.

One pro tip: keep communications free of too many “strategic updates” and “alignment” emails. Clients don’t want a dissertation on the organisational journey. They want to know two things: How will this affect our relationship? And what’s in it for me? So, tailor your messaging, focus on benefits, and above all, stay honest about any temporary disruptions or expected improvements.

Embracing consistency amidst change

Consistency is a client’s best friend during uncertain times. If everything internally is in flux, find ways to ensure clients have stable points of contact and continuity in service. 

This might mean temporarily overstaffing key account teams or designating a specific person as the “change navigator” for clients. When clients have someone who understands their needs and can act as a guide, it builds trust even as everything else is evolving.

Let’s face it, clients appreciate a steady hand on the wheel. A key account manager or client success lead can act as that constant in the storm. And if some poor soul has to make 10 calls a day to reassure clients, think of it as an investment in future loyalty.

Remember: clients can smell instability a mile away, so anything that signals “we’re here for you, just like always” is worth doing.

Selling the value of change (with a smile)

One of the most challenging aspects of a client-centric approach during change is getting clients to see the value in these changes. 

Let’s say the company’s adopting a new digital tool that’s going to save hours, improve quality, and make life easier… after a six-month learning curve. 

To the client, this probably sounds like someone handing them a complicated puzzle rather than a time-saving marvel.

Here’s where some light-hearted honesty can go a long way. Let clients know that, yes, there’s an adjustment period, but the end result will be worth it. Better yet, provide training and support to ensure they’re actually equipped to benefit from these changes. And don’t be afraid to have some fun with it - maybe offer clients a “graduation certificate” once they’ve survived the learning curve.

Humour humanises the process, and it reassures clients that you’re all in this together.

Prioritise client feedback (and act on it)

In the swirl of changes, it’s easy to get tunnel vision, but a true client-centric approach is one where clients’ feedback directly influences the process. 

So, ask for their opinions. How are they experiencing the change? What’s working, and what’s not? And most importantly, act on their feedback.

Clients are quick to spot the difference between genuine concern and a perfunctory survey, so approach this with a clear intention to listen and adapt.

Nothing says “we value you” quite like actually responding to their suggestions or addressing their complaints. Plus, you may just uncover some fantastic insights that help improve the process for everyone.

The secret sauce: The long game

In the end, taking a client-centric approach is about playing the long game. 

Clients may grumble at first, but if they come out of the change feeling valued, heard, and well-supported, that loyalty is priceless. 

When they realise that the changes actually do bring value, that you stuck by them through the upheaval, and that things are genuinely better, you’ll have secured a relationship that’s stronger than ever.

After all, clients can be surprisingly forgiving, especially if they can look back and laugh at the journey with you. Who knows? That client who barely tolerated “the Sven era” may just be the one sending you a celebratory email when the new process is working seamlessly. And in the world of client relationships, there’s no better success story than that.

Navigating M&A and other transformations is never without its challenges. But with clear communication, consistent service, a dash of humor, and an unwavering focus on the client experience, businesses can turn a chaotic time into an opportunity to strengthen client loyalty. And who knows, maybe even create a few “Sven stories” worth retelling.

Some tools for your toolbox to enable a client-centric approach

• Design thinking - including customer journey mapping and client personas development
• Voice of the customer (VoC) programs - for gathering, analysing and acting on client feedback, including NPS scores
• Agile methodology - to respond and refine quickly from the client feedback
• Jobs to be done (JTBD) framework - to determine the functional, emotional and social dimensions of clients' requirements based on what the client is trying to achieve from your service/product
• Net promoter score (NPS) - to identify customer loyalty and satisfaction and gather insights from feedback
• Customer success management (CSM) - CSM teams regularly engage with clients allowing identification of potential issues before they escalate

• Data analytics and visualisation tools - such as CRM data, enables personalised approaches to communications such as marketing and sales as well as the ability to analyse trends to predict clients' needs and preferences.