Hi everybody. Taking this issue’s first story to share as a theme. Design Sprints as a transformation tool. Lego have done it
and so have many other companies. Richard’s point is that while Design Sprints are generally faster than other methodologies at delivering solutions, their adoption in organisations can often take months. Why?
- they need support from the senior team
- teams were seeking permission when starting out, when it’s more effective to ask for forgiveness
- they weren’t communicating the outcomes
- transformation is hard and takes a long time because it’s very much about changing the culture at work
That last point was my own, but I think it fits well. When people don’t know what it is you are proposing and you ask permission and support to try something new, it is incredibly difficult to get going.
Thank you for reading this issue,