The Sprint method allowed the team to start prototyping quickly, collect immediate user feedback, and make small mistakes early. We conducted multiple design sprints in quick loops—folding the learning from week one into the structure of week two, and so on. We learned a lot in the process. Here are a few quick tips we picked up for running successful and energizing design sprints. 

A design sprint reduces the risk of downstream mistakes and generates vision-led goals the team can use to measure its success. For the purposes of this book, we’ll focus on digital products, as our direct experience lies in that arena, though the design sprint has roots in gaming and architecture,¹and many industries have employed them successfully.
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 result is that you often end up with more junior staff members in the room, with senior executives only included on Monday when the group speaks to experts. That isn’t a problem in theory, as long as the high-level stakeholders delegate decision making authority to those in the room. However, in my experience, this rarely happens. There is a tendency for the executives to introduce new variables late in the day, undermining the whole process.

But probably the most valuable benefit of design sprints is that they introduce stakeholders to the importance of validating ideas with real users. Google has orientated the whole week around building a prototype that users find easy to use. That is a valuable lesson for colleagues who can often be more focused on their own agenda, rather than that of the user.
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