Why we run Sprints
There’s no shortage of content on service transformation. Conferences, research, frameworks, publications. What’s scarce is knowledge structured for the people actually making the decisions.
We see the gap in three places.
Noise
Much of what’s published is too generic to apply, too academic to translate, or biased by whoever paid for it. That doesn’t leave executives with nothing. It leaves them with too much of the wrong thing. Which framework holds up in your context is a judgement call, and today it sits with whoever the reader already trusted.
Knowing vs doing
A framework explains the pattern. It rarely explains the choices. How did the other team handle pushback from sales? What got cut when the budget tightened? Where did the plan bend? Those answers live with peers who’ve run the same programme, not in the framework itself.
Foresight
New dynamics in service move faster than the evidence base. AI in diagnostics, outcome-based contracts, data shared across the value chain: by the time the best-practice paper is written, the question has shifted. Executives need structured thinking about what’s emerging, not just validated answers about what already worked.
How Sprints close the gap
A Sprint tightens around one strategic question over three months. Members get the curated reference knowledge — frameworks, benchmarks, cases — cleared of the noise. Then they work through it with peers running the same question in their own organisations. The output isn’t a report. It’s a clearer point of view on a decision you’re already facing.
We run Sprints on questions sitting ahead of the evidence. Where the framework doesn’t yet exist, the cases are still unfolding, or the right answer depends on judgement that only emerges when the right people think it through together.
