A Rapid and Holistic Design Process

A guide to defining accelerated design processes: holistic, open-ended, collaborative, and specifically adapted to strategic enterprise challenges. Enterprise Design Sprint is a best of breed approach based on our work on design methodology with companies like Google, Toyota and SAP. It combines Design Sprints with Lean principles, using the Enterprise Design Stack as a guide. This section is currently under development, join our newsletter and LinkedIn group to stay informed when our Design Sprint tool is released!


Innovative enterprises think beyond better products, increased sales or more efficient operations. By focusing on their relationships with customers, staff and other key actors, they co-create value for their ecosystem, and challenge established strategies. Enterprise innovation and development practices have to enable and inspire teams to envision potential futures, while keeping in touch with the complexity, diversity and ambiguity of their environment.

Many attempts have been made to capture the process of innovative teams to come up with the unexpected. We integrate design processes into planning-intense industrial production, research and development, or project management, often failing to adapt to changes and to deliver: deliverables are produced for the sake of the process, irrelevant and outdated even before their finalization, and organizational hurdles stifle innovative ideas.

Design Thinking, Agile and Lean principles seek to ensure the cross-disciplinary, collaborative and flexible nature of creative projects. But they seem hard to integrate in those complex, thinking-intense environments of the ambitious large-scale endeavours we are dealing with. To do so, the process has to adapt to the individual enterprise context and culture.

The Enterprise Design Sprint is a rapid phased model that defines fundamental activities of Enterprise Design practice on a granular level, along with methods, tools, environments and potential killer deliverables for phases of research, thinking, experimenting, validating and building. Moving across the Stack and going beyond typical design processes, it emphasizes activities linked to engagement of key actors, as well as ensuring delivery through subsequent programs and transformation initatives.

This approach is a generic and adaptable process for innovation by design. As a scaffold for a custom toolbox that fits a particular enterprise context, it allows to define a process model that supports an open exploration of what might be.


1. Engage


Engage with key stakeholders, understand the underlying intent behind the initial brief and develop the design challenge to tackle. Develop first mappings of the Anatomy and conduct first workshops.

2. Discover


Perform research and analysis on Anatomy elements like Content and Touchpoints, developing an idea of the elements to consider. Frame the problem space by applying a user, business and systems perspective on the design challenge.

3. Define


Envision strategic options for potential future states, agreeing on a vision of the intended result. Develop models representing the different Frames and define how to address challenges of Information Architecture, Interaction Design and other conceptual aspects that form the Design Space.

4. Experiment


Generate ideas about the potential outcomes implementing the conceptual basis across the different aspects of the Design Space. Illustrate the Rendering in sketches, wireframes, storyboards or other media, turning the concept into a product and making it visible.

5. Validate


Build prototypes that simulate how the product and underlying technologies, services or processes would work. Validate these Rendering elements by applying user, business and systems Frames, ensuring meaningfulness, viability and feasibility of proposed solutions. Address issues but also opportunities and ideas by rapidly iterating the conceptual models and their representation in concrete solutions.

6. Implement


Make the Rendering reality by producing the outcomes of the design process, turning them into documentation, specification, assets and codes to be share with everyone involved in their implementation. Plan the transformation of non-tangible Anatomy elements such as services or communication channels.

7. Deliver


Make the finalised Rendering elements available to the enterprise audiences they were designed for. Manage the communication and change processes involved in this transition, and set up governance and continuous improvement processes. Measure success, evaluate, refine and iterate with regards to the intended Big Picture transformation.

Real-life Design Process

Processes of joint exploration, mapping, synthesis and creative resolution are messy and unpredictable by nature. Consequently, no design process follows a well-defined route, and hands-on iterative work takes center stage. To cope with this, we follow lean and agile principles, constantly adjusting the process to its environment without loosing sight of the strategic intent behind the initiative.

Enterprise Design Squiggle

Casting an Enterprise Design Team

The range of relevant aspects to be addressed in a project, program or other initiative varies widely, depending on the individual situation and environment of a design challenge. We believe strongly in cross-disciplinary teamwork, enabled by a close collaboration of bright minds from different fields.

Enterprise Design Team