The Sprint works through questions like these:
Where to play in the ecosystem — and where not.
Mapping value creation, capture, and dependency across actors. Who benefits, who decides, who pays. Where OEM capabilities are genuinely differentiated.
Who are the real customers, buyers, and beneficiaries.
Decision criteria differ across operational, functional, and ecosystem roles. Which problems are perceived as urgent and worth paying for.
Designing early services that balance ambition with controllability.
How to frame early services so value is concrete and actionable. How to set scope against what the OEM can actually influence.
Exploring business models without fragmenting focus.
Alternative service and revenue logics beyond activity-based services. Which commercial models enable learning without locking in the wrong incentives.
When to double down, pivot, partner, or stop.
How to learn fast without damaging credibility. The patterns that repeatedly block progress, and how to recognise them early.
