Innovation in the Corporate Environment
Company representatives say that due to ongoing business and numerous projects, they do not have enough resources to focus on new solutions. Day-to-day operational tasks that support the business eat up the time needed for development and innovation - but only if there is no internal drive in the company, and therefore no strategic determination to introduce innovations into company’s operations. That was not the case with Mozzart, a company ICT Hub collaborates with on several different processes aimed at introducing and implementing innovation into their business.
As the title suggests, this text shares our experience with implementing Design Sprint, aiming to inspire you, the reader, to consider applying this methodology in your own company.
Design Sprint and Design Thinking: Similarities and Differences
What is the Design Sprint Methodology? Design Sprint is often confused with the Design Thinking methodology, mainly because they both include the word ‘design.’ Both methodologies are used to solve problems and develop innovative solutions, but they differ in their approach, timeframe, and specific goals. Each of these methodologies has its own distinct focus and method of application. How do they differ? Simply put (thanks to ChatGPT for helping summarize the differences), the distinctions look like this:
Characteristic | Design Sprint | Design Thinking |
Goal | Quick validation of solutions through prototypes and testing | Deep understanding of the problem and innovation development |
Timeframe | Five days | Long term, iterative process |
Approach | Fast solving of specific challenges | Focus on user research and generating ideas |
Participants | Small team of key people with diverse skills | Larger teams, often including users |
Focus | Quick implementation and testing of solutions | Through phases of research and iteration toward optimal solution |
Testing | User testing during five days | Iterative testing over a longer period |
To sum up, Design Sprint is ideal for situations where ideas need to be tested quickly and decisions made within a short timeframe, while Design Thinking is better suited for longer-term, research-driven processes that require a deeper understanding of user needs and iterative solution development.
Why did Mozzart choose Design Sprint as the method for developing a new product?
The key for our client, Mozzart, was precisely what sets these two methodologies apart — finding a solution to a specific challenge in a short time, testing it, and, if the results were positive, presenting the solution to the Executive Board with a detailed implementation plan and defined resources, so they could begin implementation as soon as possible. You can notice notice that the previous sentence highlights speed — a major advantage that is especially important in large companies with numerous procedures.
But let’s start from the beginning – from the preparation phase to execution.
Mozzart has a dedicated Innovation Management Manager, who serves as the main point of contact for the ICT Hub team when discussing and coordinating innovation-related projects. In this case, that was an advantage, as the person in this role had a strong understanding of internal processes, employee capabilities, and the company's strategic direction. This means they can provide the necessary support for implementing the process. If a company does not have an Innovation Manager role, it’s important that the designated representative — the process leader, sponsor, or 'owner' — has insight into the key information mentioned above and is able to secure the required resources.
The Innovation Management Manager presented a challenge the company was facing — one they wanted to solve quickly by launching a new product. While we won’t mention the product name or specific solution details, we can say that the challenge was successfully addressed, the product was implemented, and it’s delivering excellent results. And of course, we will share how Mozzart arrived at the solution with the help of the Design Sprint.
Once the topic was defined, the preparation and execution of the Design Sprint workshop began.
In the preparatory phase, the ICT Hub team conducted in-depth research on the topic and gathered key insights through conversations with company employees, ensuring the workshop would be guided effectively. This included stakeholder analysis, analysis of the challenge and competitor business data, and business process mapping. Based on these preparations, the workshop’s task and goal were clearly defined, and a detailed agenda for each segment of the workshop was created.
Design Sprint Phases: From Problem to Tested Solution in Five Days
Eight employees with expertise relevant to the challenge were chosen, as they would later be responsible for implementing the solution. When selecting participants, it’s important to include people from different departments, those who think 'outside the box,' and who can fully commit to the sprint — with backup arranged for their regular responsibilities. Although it may seem simple, it's important to keep in mind that employees need approval from their superiors to take time off, which can be challenging, especially during periods of high workload. Additionally, to ensure better focus, it’s helpful to step away from the daily work environment and move to a different space. For their first Design Sprint, the Mozzart team used the ICT Hub premises.
This group of employees was directly involved in creating the solution, which increased their motivation to implement it. The Design Sprint also helps align goals, especially when people have different perspectives. When goals are not aligned, implementation can be difficult—but the Design Sprint makes alignment easier, leading to more efficient implementation of solutions.
The final outcome of the workshop should be a joint solution proposal that includes a defined and tested prototype, an implementation plan, and a marketing plan.
The Design Sprint process has clearly defined phases, but it can be adapted as needed by the client—provided that the consultant leading the process believes that the core structure and tools of the Design Sprint remain intact.
In Mozzart’s case, the process involved several steps:
- Defining the persona and the current user journey
- Defining the problem and proposing ideas for its solution through the “How might we…” exercise
- Defining the solution concept and the new user journey
- Defining the elements of the solution prototype
- Testing the prototype, gathering feedback, and finalizing the prototype
By defining the persona and the current user journey, the potential user is identified, gaining a better understanding of the person who will use the solution, including their needs, lifestyle, and habits. Ideally, the prototype of the solution should be tested with representatives of the defined personas on the last day of the sprint. Creating a rough implementation plan and marketing plan
Implementation Plan: From Idea to Real Product
The user journey maps each step a user takes - from the moment they first hear about an initiative, which in this case is run by Mozzart, to the moment they decide to participate, as well as what happens throughout the process afterward. Defining the user journey helps identify areas with potential for improvement.
Based on the problems identified during the user journey, each team member selects and writes down questions aimed at solving those issues. The goal is to clearly express, in a single sentence, the key problem that needs to be addressed—both from the company's and the user's perspective. The written questions are then grouped according to the areas they relate to. All participants vote on the most relevant issues to tackle in order to achieve the goal defined at the beginning of the Design Sprint.
Shifting Employee Mindset – A Hidden Benefit of This Methodology
After the brainstorming session, each participant wrote down their own ideas as potential solutions to the defined problem. The next task was to select one idea as a solution. Participants then presented the concept through three steps of a prototype (in the form of a drawing), visually illustrating the key features of the solution and how it addresses the problem. They then voted on segments from the presented drawings to collaboratively create a final solution, for which a new user journey was developed to meet user needs.
Based on selected segments of the proposed solution—and considering both user needs and technical feasibility—a final idea is chosen to develop into a prototype. This prototype, which highlights the key features of the solution, is used to create a new user journey in order to identify potential weaknesses. A designer (ideally a UX designer) creates a solution concept that is then tested with potential users. Preparing for user testing involves selecting appropriate users and carefully formulating the questions to be asked. Feedback gathered from users is used to improve the prototype—and that’s it! After five days of intensive and engaging work, a user-tested prototype is ready, and the plan for further development and implementation can begin. Participants create a shared action plan, with clearly defined roles, deadlines, required resources, and present the plan to the executive board.
Design Sprint as a New Standard in the Innovation Process at Mozzart
As mentioned earlier, the presentation and implementation were successful, and the results of the process are measurable. However, beyond the business benefits, there's another equally important outcome—both for innovation processes within the company and for employee satisfaction. The participants of this Design Sprint encountered the methodology for the first time and experienced a shift in their approach throughout the process: from initial skepticism to strong commitment and engagement by the final day.
All participants worked equally and with dedication on the chosen solution, despite the pressure of their daily responsibilities. The outcome of the presentation to the board positively influenced employee motivation to take part in similar projects in the future. Needless to say, shortly afterward, ICT Hub organized another Design Sprint at Mozzart—and the plan is to hold these workshops on a regular basis.
When asked, 'Would you recommend working on concepts through Design Sprint to your colleagues?' all participants answered yes.
On the topic of expectations from the Design Sprint, we’d like to share one of the participants’ responses with you:
’’I expected a constructive exchange of opinions and ideas, and that expectation was fully met. On the other hand, I had doubts about whether all colleagues would be able to agree on a single proposal, which is why I’m pleasantly surprised by the outcome—we all supported one idea and worked together to improve it. Now, each of us will contribute to bringing that idea to life within our own departments. Well done to all of us!’’
Ana Tomić, Marketing Manager
In conclusion, completing the Design Sprint in just five days introduced Mozzart to a new way of thinking—focusing on user-tested solutions that have proven successful in practice, accompanied by a clear implementation plan and renewed employee motivation. The company intends to adopt this approach as a regular practice moving forward
"At the very beginning, when we proposed the Design Sprint as a process to solve a specific challenge, the Executive Board members supported us, recognizing the value of this approach and demonstrating the company’s willingness to continuously develop and embrace new ways of working. The challenge was to assemble an expert team of colleagues, separate them from their daily tasks for three days, and expect full commitment and participation in a process entirely new to them. There was no shortage of dedication and active involvement, which was undoubtedly helped by the significance of the challenge they were addressing. Stepping out of their comfort zones, thinking outside the box, and combining diverse perspectives and individual approaches, the team navigated the Design Sprint through collaboration and constructive discussion to arrive at the best solution. The success of the first Design Sprint quickly led to a second, and we plan to make it a standard process within the company going forward. A successfully implemented Design Sprint helps build trust in innovation processes and, hopefully, motivates employees to engage in future innovations."
Daniela Perović, Innovation Manager
