Organizations can often take months to create a new product concept…and many times that product concept was not validated by customer need or designed for what is most important to the business and customers. A design sprint can significantly shorten that timeframe into an intense 5 day period that is very productive. Five full days for a team dedicated to a design sprint is still more than many organizations or professionals can allocate. Our design sprint training workshops will show you this approach and how you can have more of a design sprint mindset and be able to get started with key activities.
For this design sprint training resource we will focus on the 5 day format from the Sprint book since it is the most widely known with tools and resources we can use in design sprint training workshops. If you are looking for a design sprint facilitator or design sprint training, email us at [email protected] and we can recommend one of more than 10 excellent trainers or facilitators in our network across the globe.
Choose the format that best expresses the idea. It’s impressive to build a digital prototype in a week, but remember: You can learn a lot from paper prototypes! Make a conscious decision about the areas that you design in high fidelity (like screens) and places where a paper prototype will do the trick. Being scrappy will pay off in the end. We created a combination of digital and paper prototypes for Swell. Digital prototypes were reserved for value proposition and user flow testing, whereas paper prototypes were a great way to test new and emergent thinking.
With a solid foundation in science and rationality, Design Thinking seeks to generate a holistic and empathetic understanding of the problems that people face. Design thinking tries to empathize with human beings. That involves ambiguous or inherently subjective concepts such as emotions, needs, motivations, and drivers of behaviors. The nature of generating ideas and solutions in Design Thinking means this approach is typically more sensitive to and interested in the context in which users operate and the problems and obstacles they might face when interacting with a product. The creative element of Design Thinking is found in the methods used to generate problem solutions and insights into the practices, actions, and thoughts of real users.
By the time you complete our course you’ll have everything you need to successfully run your own Design Sprint, so we’d very much encourage you to do so! You’ll also have lifetime access to all the materials to reflect back on and use however you wish afterwords. We’d also encourage you to keep in touch with us and let us know if there’s something we can do to help you with your future Sprints!
It takes four days instead of five. Why? Because we realized that there are countless little hacks you can do to make the process more efficient. We moved things around, changed up the order to make the flow more logical, and we also shortened a lot of the steps involved. Incredibly, we’ve also added stuff in, only to make the whole thing take less time. I know, this sounds confusing, but it’ll make sense if you keep reading…
Personas are fictional characters, which you create based upon your research in order to represent the different user types that might use your service, product, site, or brand in a similar way. Creating personas will help you to understand your users’ needs, experiences, behaviours and goals. Creating personas can help you step out of yourself....
Sometimes issues come to light that need some clear changes in your product, and you can fix those things and plan additional research. For example, thoughtbot did a design sprint for Tile⁴ to optimize the team’s mobile app design to help users find keys with a device attached. After the sprint, we iterated based on what we learned and continued additional research sessions. In those following weeks, we found that making the device beep louder helped users find keys three times faster than anything else.
If your initial sprints fail, they may quickly fall out of favor with these influencers and leaders in the company. Truth is, no matter how much you prep, your first sprints will be rocky. However with options like the public workshops and customized in-house workshops, the really good news is that you don’t need to fall on your face to get started.
Transforming concept into business: transforming the prototype into a business stream, is not only a question of product industrialization, it’s also a matter of distribution channels, customer relationship, resources, partnerships, profitable model, all things that often require the engagement of parent business unit within the company. This transformation process where your innovative concept creates an opportunity for your partner business unit is a delicate scale-up to handle.
Tip: Limit the number of variables in your prototype, so you receive specific feedback on your big question. Designing a digital product? Start by designing landing pages that express each product offering, rather than the entire user flow. Testing two feature sets? Keep the branding the same and test different product features against one another.
In a world of hyper-specialization, C. Todd stands in the intersections and sees the connections that revolve around us. As an Innovation Architect at Constant Contact's InnoLoft, he facilitates product and service design sprints for a wide range of external startups and internal product teams. C. Todd is also a member of the adjunct faculty at Madrid's prestigious IE Business School where he teaches courses on Creativity, Innovation, Design-Thinking and Communication.
The design sprint reduces the risk of bringing a new product, feature or service to the market. The process helps teams to gain direct feedback from customers quickly, meaning new solutions and experiences can be iterated and improved before they are built and launched. The Design Sprint book was written and published by Jake Knapp, John Zeratsky and Braden Kowitz. Designer Jake Knapp invented this successful 5-day process at Google. Since then the methodology has been accepted not only by Google ventures but by hundreds of successful brands across the globe.
“Design thinking begins with skills designers have learned over many decades in their quest to match human needs with available technical resources within the practical constraints of business. By integrating what is desirable from a human point of view with what is technologically feasible and economically viable, designers have been able to create the products we enjoy today. Design thinking takes the next step, which is to put these tools into the hands of people who may have never thought of themselves as designers and apply them to a vastly greater range of problems.”
Working together in a sprint, you can shortcut the endless-debate cycle and compress months of time into a single week. Instead of waiting to launch a minimal product to understand if an idea is any good, you’ll get clear data from a realistic prototype. The sprint gives you a superpower: You can fast-forward into the future to see your finished product and customer reactions, before making any expensive commitments.
What Google learned from their research is similar to what developed within IDEO over the course of 30 years where trust, purpose, and impact have evolved to become central to IDEO’s culture. There’s a focus on establishing trust and building relationships by designing intentional moments, which we call rituals. For example, IDEO’s weekly tea time ritual was designed as a way to encourage collaboration and “casual collisions”—a time when people step away from what they’re working on and connect with each other. Small, consistent moments like tea time are a prime way to deepen relationships and trust over time.
The company’s current focus (determined from previous Googlegeist surveys) is to be the most inclusive workplace on the planet. As Frederik says, diversity and inclusion lead to empathy and innovation. As an organization, the more inclusive you are the more innovative you are. Google is designing products for people all over the world, which makes it imperative for the company to understand and empathize with different global perspectives. How well you connect to people who are different from yourself significantly increases the diversity of ideas you have.
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