Design Sprint 10x Faster: solve big business problems and test ideas in just seven days. The antidote to mediocrity. Ambitious trust us to help them solve their most important challenges.

We combine methodological rigour and an entrepreneurial mindset alongside an aversion to mediocrity and cookie-cutter approaches to deliver results that get our clients noticed (and promoted).

1 Contents Method Overview 04 Background 05 Approach 06 Process overview 07 Benefits 08 Capability development 09 Our approach vs. the standard approach 10 Success principles 11 When not to run a Sprint 12 Virtual Delivery 13

Process in detail 10 Day-by-day activities 15 Outputs and examples 23

Why Mosaic 26 Team 27 Distinctive working practices 28 Success stories 29

2 Digital Prototyping Great work – really In-store Experimentation Previous Sprints inspiring!

Luke Buxton, Head of connected life & gaming - EE Ink Subscription Service

Fantastic.

ANITA TADAYON, TRANSFORMATION DIRECTOR - BT

Engaging and New Store Format practical - DTC Venture everyone, no Vodka Prototyping matter what their role, can take something from it.

Neil Logan CEO, Incremental Group

3 01. Method Overview

4 Design Sprints are a method of addressing critical business questions through rapid ideation, prototyping and user testing. Developed at Google Ventures Developed at Google Ventures, they’re a “greatest hits” of business strategy, innovation, behaviour science, and more - packaged into a battle-tested process that any team can use. They are now widely practised by most of the world’s most innovative enterprises.

“ Sprint offers a transformative formula for testing ideas... You’ll move from idea to to decision, saving countless hours and dollars”

ERIC RIES, AUTHOR OF THE LEAN STARTUP

5 Sprint Approach

A small team clears their diary for a week and rapidly progresses from problem to tested solution using a step-by-step process and spending their time on work that really matters. BUILD

Working together in a sprint, you can shortcut the endless-debate cycle and compress 02 months of experience into days. 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 IDEA 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. 01 03 LAUNCH

04

LEARN

The sprint gives teams a shortcut to learning without building and launching

6 Design Sprint

Process Overview

Pre-SPRINT SPRINT Post-SPRINT

Mobilise Understand Sketch Decide Prototype Validate Initiation

Leaders kick off (2h) Frame & focus Lightning demos Heat mapping, Intensive iterative Customer interviews Experimentation critiquing & voting prototype creation (design & setup) Team kick off (4H) Knowledge download Challenge map Team debrief Storyboarding User testing Activation workshop Training (2H) Expert interviews Ideation Prototyping planning Preparation and Leader’s playback Preparation & logistics Solution sketching rehearsal (post-sprint)

AN INTENSIVE SEVEN DAYS WITH A DEDICATED TEAM OF CIRCA 7. DELIVERED VIRTUALLY OR IRL 7 Sprint Benefits engagement. sapping stakeholder energy endless debates and an answer. This short to get to and quickly decisions Sprints force teams to make ACCELERATION - circuits - market research. and discussions PowerPoint reliableanduseful than testinginfinitely are more prototype from Insights RISK REDUCTION politics. politics. problem versusplaying the remainsolving on focus the ensures format the on same pageand the Sprint literally gets the team ALIGNMENT transformation. transformation. digital through foster to aspire organistions most culture and behaviour of adoption consequently, acceleratesthe exemplifies Nothing CAPABILITY - the mindset, - and, 8 In addition to the immediate commercial benefits, the process is invaluable in building capability and fast-tracking digital transformation. It’s also scalable: all our clients have run several sprints following engagements with us. After the first engagement you will have:

♦ Practitioners: the team (and deciders) will have a firm grasp of the process and will be proficient practitioners of future Sprints.

♦ A toolkit: soft copies of all tools used (including virtual whiteboard assets).

♦ A Case Study: packaged example of the project for teams on future projects to refer to. Capability 9 Our approach vs. the standard method

The standard Design Sprint method runs for five days. This works well for start-ups and small businesses for whom the method intended for. However, in our experience the complexities of enterprises (for whom we have run dozens of Sprints) work best with the following additional stages:

♦ Mobilise: defining and scoping the problem both with Sr. stakeholders and the team, before crucially securing buy-in that they’ll commit to progressing the solution, subject to it being within agreed parameters and testing positively with consumers.

♦ Prototype (x2 days): doubling the timeframe from one to two days. This greatly increases the fidelity of the models and allows for more options to be considered. The weekend gap also provides a useful period of reflection ahead of user testing.

♦ Initiation: a workshop to make sense of all of the learnings, refine the prototype, build a roadmap (i.e. features/user stores, MOSOW analysis, ball-park costings, etc.) and prepare a leader’s playback presentation to secure investment and resourcing to progress the solution.

10 10 Sprint Success Principles

NO DISTRACTIONS

The team is 100% focused and dedicated to the SPRINT. This means they need to clear their diaries and only responds to calls and emails during breaks.

TIMEBOX

Momentum and intensity are critical to success. The timescales are deliberately tight and the team will need to complete tasks within them; there is minimal room for slippage or re-works.

DECIDE AND MOVE ON

Slow decisions sap energy and threaten the sprint timeline. If the group sinks into a long debate, ask the Decider to make a call.

11 When not to use a Design Sprint Design sprints aren’t magic bullets for addressing every situation or need:

1 THE COMMERCIAL 2 SIGNIFICANT RESEARCH 3 THE SCOPE IS VERY BROAD OPPORTUNITY ISN’T CLEAR IS REQUIRED Design sprints must be focused Design sprints are great at proving Customer and market on a single goal and 2-3 questions directional clarity but they are not a insights are essential inputs (falsifiable hypotheses). When substitute for strategy. A strong for design sprints and a teams bite off too much, it results business case demonstrating value is day’s user testing is not in lowest common denominator a prerequisite. sufficient as a substitute. solutions.

4 THE SOLUTION IS WELL 5 LATE-STAGE DEVELOPMENT DEFINED OR INCREMENTAL IS REQUIRED

In these situations, the role of Design sprints are the beginning design thinking is limited and the of conversations, not the end. team will be too constrained to They are not an effective vehicle apply the method effectively. for doing sophisticated development work quicker and more cheaply.

12 VIRTUAL DELIVERY Mosaic has delivered several virtual Sprints and has a comprehensive set of templates and tools for doing so. 13 02. Process in detail

14 PRE-SPRINT Mobilise Team upskilling, kick-off and logistics:

Leader kick-off (1.5H): with project sponsor(s)

♦ Scope challenge: set parameters and focus (e.g. channels, types of ideas, etc.). ♦ Appoint Decider(s): nominate 1-2 sponsors who will make/approve major decisions during the sprint. ♦ Select team: cross-functional team of circa seven colleagues with appropriate skillsets (e.g. technical, marketing, product, commercial, design, etc.).

Team Kick-off (0.5 days)

♦ Team building: introductions & bonding exercises. ♦ Method: overview of the method with examples and case studies. ♦ Challenge: context, scoping, hypothesising, etc. ♦ Consumer recruitment: determine spec. ♦ Expert interviews: identify SMEs to consult.

Preparation and logistics

♦ Setup Team : configure collaboration platforms (e.g. MS Teams and Mural digital whiteboard/templates) and review docs. ♦ Customer recruitment: screener and scheduling.

15 External Team Members

Augmenting the team with external experts from non-competing organisations Mosaic has senior- is a great way to stretch thinking and to challenge internal orthodoxies. relationships It’s also useful for forging stronger relationships with partners and building with all the brands buy-in from them for projects they are involved with, or which may impact upon them. listed above. External participants all sign NDAs to maintain confidentiality and may participate in some or all of the process. Typically, existing partners participate on a pro-bono/reciprocal basis. Non-partner organisations may request a small incentive or a donation to a good cause.

SME Interviewees An external expert Typically circa six 20 min expert interviews (with internal and externals) are scheduled to plug gaps in the team's knowledge and to integrating digital and inspire and stretch thinking. Examples of this challenge could physical experiences include: provided invaluable Internal External insights which led to a breakthrough innovation ♦ Executives ♦ Partners on a retail project. ♦ Category leaders ♦ Entrepreneurs ♦ Legal and regulatory ♦ Academics ♦ Tech. / IT ♦ Journalists

16 16 Sprint Day 1, Understand

A series of structured conversations to build a foundation – and a focus – for the sprint week. The structure allows the team to "boot up" as much information as quickly as possible, while preventing the usual meandering conversations:

♦ Frame & focus: set specific SPRINT questions, run a premortem to surface the biggest challenges and develop mitigation strategies.

♦ Knowledge download: share the most important existing knowledge and data around the challenge.

♦ Team interviews: brainsuck with team members for them to share context, knowledge and ideas (including current/previous initiatives and lessons learnt).

♦ Expert interviews: quick-fire discussion/presentations (20mins) with other stakeholders who can provide knowledge and inspiration.

♦ HMW: throughout the above activities, team members individually capture notes in the ‘How Might We’ format to address the challenge.

17 17 Sprint Day 2: Sketch

Solving the problem using a method optimised for deep thinking. Instead of a typical group brainstorm, every individual will sketch their own detailed, opinionated solutions, following a four-step process that emphasises critical thinking over artistry:

♦ Lightning demos: team members present example solutions they find inspiring to fuel the team’s creativity (directly and indirectly related and within the category and beyond).

♦ Challenge map: outline the customer journey, key touchpoints and interactions between actors.

♦ Ideate: generate a long-list of potential solutions.

♦ Crazy 8s: sketch a variation of some of the best ideas across eight frames.

♦ Solution stretch: create rough storyboards of the lead ideas.

18 Sprint Day 3: Decide

The team will now have several solutions (sketches) to choose from and can decide which of them will be prototyped and tested with customers. Instead of an endless debate – or a watered-down group decision that nobody's happy with – we’ll use the five-step "Sticky Decision" method to identify the best solutions. We’ll then take the winning scenes from our sketches and combine them into a storyboard for prototyping:

♦ Heatmap: display sketches of the strongest solutions and heat-map strong elements of each using dot voting.

♦ Critique: group captures highlights, questions and objections.

♦ Vote: group votes on their favourite ideas. The decider then places their Supervote on the top 1-2 solutions to prototype and test.

♦ Storyboard: sketch out the user experience that the solution deals with and which needs to be simulated during testing.

♦ Prototype planning: outline what types of models need to be created and the roles each team members will play.

19 Sprint Day 4 & 5: Prototype

The team now builds a realistic prototype of the proposed solution(s) in the storyboard(s) to learn whether or not we’re on the right track. SPRINT prototyping is all about a "fake it ‘til you make it" philosophy: with a realistic-looking prototype, we’ll get the best possible data from the test day and learn whether we’re on the right track:

♦ Assign roles: sub teams will be assigned to different or elements within them (e.g. screens) and specific tasks such as copywriting, asset collection, editing (i.e. stitching content together, etc.).

♦ Prototype: build realistic models of the most important elements of the leading solutions.

♦ Discussion guide: prepare questions for the test phase, including exactly how to test porotypes.

♦ Trial run: practice facilitating the customer presentation, look for mistakes, troubleshoot and fine-tune.

20 Sprint Day 6: Test

A series of consumer interviews to get feedback on the proposed solutions and undertake detailed prototype testing:

♦ Customer interviews (X6): in-depth discussion and prototype walkthrough, throughout which users verbalise their thoughts to validate and refine every aspect of each solution. This is led by an interviewer while the rest of the team watches with their cameras off and feeds in questions via the chat function.

♦ Debrief: after all the interviews, the team will summarise the key insights, implications and prototyping amends.

N.B. We recommend inviting stakeholders (especially execs) to view the interviews and build buy-in for the solutions and SPRINT process.

User Testing

Numbers: studies consistently show that testing with five consumers is enough to provide robust learnings as more than this creates a diminishing return on insight. However, we recommend using six both to safeguard against no-shows and to provide a broader mix of subjects.

Management: all subjects are meticulously recruited, screened and paid for directly by us and all permissions and guidelines are secured.

21 Post Sprint Day 7: Initiation

Workshop with relevant stakeholders (e.g. IS and finance) to produce:

♦ Feature map: define the core functionality and prioritise build (e.g. critical/desirable/optional or good/better/best).

♦ Ballpark costings: T-shirt sizing (with cost bandings) of features to inform capex planning and potential unit economics mapping (driver trees).

♦ Roadmap: create a high-level implementation plan detailing key milestones, dependencies, risks, etc.

♦ Action plan: create a list of immediate next steps, with owners and timescales.

Leaders’ Playback (post sprint):

♦ Highlights video: summary of user testing.

♦ Presentation: prototype, user insights and materials above.

♦ Decision: all necessary approvers are present to ensure the project maintain momentum. 22 03. Outputs

23 Outputs A cogent concept that has been validated with users and roadmap for fast-track delivery:

PROTOTPYE TESTING HIGHLIGHTS VIDEO REPORT

A circa 10min video summarising key insights A detailed write-up covering: objectives A realistic model of the proposed solution from the user testing. This is invaluable for and scope; Key insights and covering key functionality and journey points. securing buy-in from stakeholders who were not involved in the process. recommendations; and a summary roadmap (MVP/MMP and user stores, directional costs, timings, etc.)

COMPANY CASE STUDY & TEMPLATES

A detailed case study full of company examples and a template (digital whiteboard) for running future sprints. 24 Digital Prototype CX Experimentation Previous Sprints MVP: Explainer Video

Retail Experiment Preparation

Co-creation Session New Store Format DTC Ecommerce Venture Product Prototyping

25 Why Mosaic?

Book smart and street smart, we combine methodological rigour with an entrepreneurial mindset.

26 Why Mosaic? A heavyweight team of veteran innovation practitioners

Colin Duff Dalila Madine Paul Woodward Ben Levin CEO Director Senior Consultant Consultant

Seasoned innovation & transformation After graduating from Standford’s elite D- Paul began his career at a small publishing Ben spent three years as a strategist at consultant and trainer with a string of global School (home of Design Thinking) Dalila firm where he led their digital transformation McKinsey working across a range of hits for leading enterprises across a wide launched an innovation lab at a leading and international expansion as operations industries for clients including Ford, Coke, range of industries and challenge types. European energy company. director. Microsoft and T-mobile.

Colin is a recognised expert and regular She teaches at a top French business school, Subsequently, he worked in several Ben’s specialities are strategy, business speaker and commentator on Design is the General Manager for Open Ideo France enterprise innovation labs including Shell, model transformation and financial Thinking, Lean Startup and Digital and is a regular contributor to Forbes Just PLC and Investoo. modelling. Transformation. He has led 100+ innovation magazine. projects and has delivered dozens of training sessions.

27 Why Mosaic?

Distinctive working practices Our clients tell us we’re different from other agencies in the following ways:

Call it as we see it Book smart High intensity Practitioners, not and street smart consultants

We are forthright and never shy We bring erudition and an We work hard and fast and Success for us is making away from addressing the entrepreneurial spirit to challenge our clients to do things happen, not just elephants in the room. everything we do. the same. providing fat decks.

28 Why Mosaic? Success stories Demonstrable impact across a diverse range of sectors and challenge types

Growth Consulting Growth Capabilities

Innovation Insight Design Sprint Proposition sprints Training

Future of communication Retail Gaming Retail Offering Problem Solving & Creativity Digital Transformation

Understanding changing attitudes and Generating a range of radical ideas to Identifying areas where Argos could take the Upskilling Sr. managers in the UK and Asia Building advocacy and alignment for behaviors and identifying emerging needs propel EE’s entry into to gaming and fight back to Amazon, then budling and to generate breakthrough ideas, identify new methods and ways of working and growth opportunities. rapidly prototyping and testing them with translating them in a value proposition. novel solutions and make better decisions. across the consumer leadership team. users.

29 London HQ Kemp House, 152 - 160 City Road, Supercharging Growth London, EC1V 2NX hello@mosaic- Unleashing Potential innovation.com