Creating a Design Sprint Process That Can Scale Across the Enterprise

Creating a new way of working to obtain quick wins in customer experience improvements and innovation capabilities.

CX design sprint
After significant reorganization, our client’s CEO wanted the organization to deploy a more agile way of working across multiple departments to quickly develop and test innovative services and experiences.
A new design sprint process that proved so valuable that it is deploying throughout the organization, as well as a validated member experience built out in a high-fidelity proto-type, tested, and used to inform future work.
– Project Selection
– New Process Draft
– Prototype Creation
– User Testing
– Project Roadmap
– High Fidelity Prototype
– Delivery to Leadership
New Sprint Process
High-Intensity Sprints
High Fidelity Prototype
Customer Interviews
Concept Screens

We focused on an applied approach to implement an agile design sprint process with cross-functional team members in order to reinvent part of their customer experience. The purpose was two-fold: to establish a new way of working that was human-centered, iterative, and fast, while at the same time, creating a design prototype that could be tested and refined. The ultimate goal was to demonstrate the effectiveness of the methodology in creating a much faster go-to-market process.

CX Process Whiteboarding

Our client had a traditionally more siloed culture that required multiple meetings and conversations before a direction was decided on. Establishing a new method of working across departments required consistent reinforcement that being agile means one can start with directional consensus that will later be refined in an iterative manner. Despite a challenging paradigm shift in working methodology, the team came together in 3 three-day sprints, and each from their own unique vantage point added valuable insights and ideas to create a prototype that was tested with their customers, iterated on, and became something they were all proud of. It also gave them initial data on the desirability of the concept in the market versus just applying their best guess.


At the end of our engagement, the organization had proven out a new way of working with our team as their guide. This boosted their skill sets and confidence in being able to scale the process, enabling other teams to move from discovery, to ideation, to testing and business case development all within a few weeks, instead of months or even years. The process has since been deployed across other departments and proven to be an entirely new and integral way of working for the organization as they reposition to be more customer-focused.

The Design Sprint Process

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