Sometimes a design sprint can get rid of those preconceived notions. They think they want XYZ, but it’s not it at all. As she explains, “Product marketing wants to sell this one feature and says, ‘let’s build XYZ because we heard that the user said they wanted XYZ,’ when actually, that’s not the problem at all. Larissa Levine, from the Advisory Board Company, believes that a design sprint is successful if it guides you toward building the right product feature.

“While ideas aren’t usually the problem, most organizations find themselves with an excess of ideas-validated ideas and the execution is what’s missing.ĭesign sprints can help prevent you from building the wrong thing even when your customers say it’s the right thing. She measures the success of a design sprint by the ideas generated. There is no testing done, no exploration done with end users,” remarked Dana Mitrof-Silvers, a design-thinking consultant who works with many nonprofits, such as the Indianapolis Museum of Art and the Denver Museum of Nature and Science. Because the way these deals usually work is to go out and build things and just invest thousands of dollars and all this time, and then, find out that it falls flat.

There’s no way you’re not going to save yourself time and money. How do you measure the absence of a failed product? For example, how do you measure the amount of time you won’t spend on bad product development? How much money will you save by not investing in a product that will make less ROI? Those questions point toward future gains by not spending some difficult-to-calculate amount of time or money. You can’t change what you can’t measure, right? One of the biggest questions we initially faced when implementing design sprints in our organizations was “How do you measure the success of a design sprint?” In our experience, it was often the absence of something that we were trying to measure.

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