Working Quickly and with Focus

Project Format · 2–3 Weeks · On Request

What to do when the situation is clear enough – but nobody is taking action yet?

Sometimes the problem is not ignorance but inertia. The analysis is done, the direction is recognizable – but nobody takes the first step. Too many options, too little clarity about what might concretely work. Or simply: too much respect for the new.

A sprint condenses the work into 2–3 weeks. During this time, something tangible emerges: a prototype, a tested concept, a well-founded recommendation. Not on paper – but concrete enough for the organization to decide on it.

What a Sprint Achieves

One Question, One Focus

A sprint begins with a clear question. No broad exploration, no open search field – but a concrete question that can be addressed in 2–3 weeks. The precision of the question determines the quality of the answer.

Making Options Visible

Instead of endlessly weighing pros and cons, we make options tangible. What could a solution concretely look like? What would be an alternative? Through rapid drafts and prototypes, what cannot be settled in the abstract becomes visible.

Testing Instead of Assuming

Prototypes are not stored away in a drawer. We confront them with reality: conversations with those affected, test runs on a small scale, feedback from the people who will be impacted. What withstands the test?

Delivering a Basis for Decision

At the end of the sprint, there is not another report but a solid basis for decision-making: What works? What doesn't? What is needed next? The organization can act – informed and concrete.

How a Sprint Works

Phase 1

Question and Framework

Day 1–2

Kick-off: Jointly sharpen and narrow the question

Review existing knowledge: What do we already know? What is missing?

Define success criteria: How will we recognize a good result?

Set up a work plan for the coming weeks

Phase 2

Build and Test

Week 1–2

Design options: Develop prototypes, concepts, scenarios

Rapid test runs: Confront prototypes with those affected

Incorporate feedback and sharpen options

Regular check-ins with the client: Stay on course or adjust

Phase 3

Results and Recommendation

Day 1–2

Condense results: What worked, what didn't?

Formulate recommendation: concrete, well-reasoned, actionable

Define next steps: What follows from the sprint?

Final presentation and handover

“You can't nail pudding to a wall.”
— Niklas Luhmann (attributed)

When Is a Sprint the Right Choice?

The direction is set, but the first concrete step is missing

An idea needs to become tangible before major investments are made

An Exploration has delivered hypotheses – now they need to be tested

A decision is pending, but the options are still too abstract

Note

A sprint is NOT suitable if the starting point is unclear. Anyone who does not know which question to answer first needs an Exploration.

What Do We Need from You?

A clear, focused question – or the willingness to develop one together in the kick-off

A decision-maker who can accept and carry forward the result

Access to the people we want to test with

2–3 weeks in which the topic has priority

“The best way to have a good idea is to have lots of ideas.”
— Linus Pauling

Practical Information

Duration 2–3 weeks

Scope Kick-off, prototyping, tests, final presentation

Format Project-based, on request

Language German (English on request)

Deliverable Tested prototype, decision brief, concrete recommendation

Price On request

Exploration and Sprint

A sprint can stand on its own – if the question is clear enough. Often, however, it unfolds its full impact as a second step after an Exploration.

The exploration delivers the picture of the starting point. The sprint turns it into something concrete: a prototype, a tested concept, a recommendation. Together, they form an arc from "understanding" to "action."

More about Exploration More about Analysis All formats at a glance

Do You Have a Question That Cannot Wait?

Let us find out whether a sprint is the right format.

In 30 minutes, we will clarify the question, the possible process, and whether the prerequisites for a sprint are in place.

Schedule a conversation (30 min)

Or write directly: falk@vorfeld.studio

Who Leads the Sprint

Falk Engelmann

Thinks in systems, works with people. For over 18 years, he has been helping teams and organizations understand their own patterns – and intervene where change is actually possible.

Questions about the project format?

falk@vorfeld.studio

Or book a 30-minute conversation directly:

Schedule a conversation (30 min)

Also of interest:

Understanding the Starting Point (Exploration) Handling Complexity Effectively

Conceptual Foundations

Prototyping

An idea becomes tangible by building it – not by thinking about it longer. Prototypes do not need to be perfect. They need to be good enough to provoke a reaction.

Failing Fast

Failure is not a mistake but information. A sprint is designed so that ideas can fail early and cheaply – before major investments are made and path dependencies emerge.

Contingency as a Resource

Things could also be different – and that is precisely what is productive. A sprint uses the openness of the situation to make alternatives visible, rather than prematurely committing to a single solution.

Decision-Making under Uncertainty

Complete information does not exist. At some point, a decision must be made – based on what has been learned and tested. A sprint delivers exactly this basis: not perfect, but sufficient for the next step.

Local Rationalities

What seems sensible for one department can be problematic for another. A sprint actively incorporates different perspectives – through tests with the people affected by the solution.

From Understanding to Action

Understanding alone changes nothing. The sprint is the format that turns insights into action – whether as a standalone project or as the next step after an exploration.