Propose a design sprint when there’s a big new opportunity your company is considering.
Your customers won’t be able to tell you what the best solutions are. Nor will market research. This is where design sprints are invaluable.
If you don’t know your customer, you’ll find yourself designing solutions in the dark without understanding the core problem you need to solve.
The most valuable product of the design sprint is not the ideas your team came up with or the beautiful (or not so beautiful) prototypes you made. It’s what you learned from customers about your ideas.
To help the wider company understand the impact of sprints and design, host a workshop or brown bag lunch to share what you learned in your sprint and show others how sprints work.
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Change management is not about writing a bunch of policies about process. It’s deep design work to establish new operating practices for our teams.
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Agenda, people! – Keeping things tight and to a central theme will mean that the meeting can be as short as it needs to be whilst also keeping people on track.
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Many designers work on gut feeling and do what feels right, but in an open setting of co-creation, it’s important to explain design decisions.;
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Setting context is important when asking for feedback. If you don’t, each person can have a different understanding of how far along your design is and also be keen on giving feedback to different parts of the design.
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