A rapid design team for early ideas
Product teams are optimised for delivery and day-to-day execution. They struggle to shift to a faster, experimental way of turning ideas into tested concepts.
Yara International · 2020 onward
- My role
- Identified the need and created the delivery model
- Team
- 2 UX designers, 1 UX researcher
- Years
- 2020 onward, on demand
- Outcome
- Concepts moved from idea to validated direction
01 The full story
A structured approach to turn ideas into validated product concepts in short cycles.
The brief
Create a faster way to turn ideas into tested concepts and prototypes that represent a near-final product, beyond the pace of standard product teams.
The model needed dedicated resources able to partner with the business across a few sprints, delivering to a clear timeline, methodology and budget.
My role
Identified a clear organisational need for a faster way to turn ideas into validated concepts and product outcomes, beyond the pace and structure of standard product teams.
Built the case for investing in a dedicated rapid design team with the right mix of profiles and skills, creating a new delivery model able to support both end-to-end product work and fast prototyping.
- 07.A
The frustration from business
How do you actually take ideas across the organization and turn them into products that can be tested and evolved? Many organizations struggle because their product teams are optimized for delivery and focused on the day to day execution of a specific product.
While these teams have deep expertise in their areas, they often struggle to shift to faster environments that require a more experimental and rapid approach. Identifying this gap was the first step in convincing the organization to invest in a new way to solve the problem.
The right people with the right mindset was essential to secure success. So that is why we build a unique team for the task.
- 07.B
A specialized team for rapid results
The Rapid Design Team was built as a focused unit designed to move quickly from idea to solution.
Its members had strong design focus, service design, product thinking, and technical awareness to drive a collaborative process that lead to results. These could be either tested with users or given to stakeholders for further business decision making, all in a short time.
Working within constraints and under pressure was part of the model, requiring clear roles, strong collaboration, and a shared mindset around speed and execution.
- 07.C
Clarity and accountability as pillars
Speed in projects only works well if we have clarity.
Each project required clear alignment on what problem was being solved, why it mattered, and what success looked like. Roles and responsibilities were defined early to avoid confusion and maintain momentum.
Strong documentation was one of the drivers for success, with shared responsibilities between the team and stakeholders on the agreements made.
This core mantra ensured that fast work remained focused and meaningful.
- 07.D
A process to bring stakeholders together
The working methodology process of the Rapid Design Team was built around design sprint and workshop sessions with the project stakeholders.
The intense schedule had clear key moments for input and collaboration from stakeholders and for registering their feedback on the progress done.
A constrained and time boxed agreement ensured each session mattered and provided a clear timeline and accountability of what was expected from everyone involved at each stage.
- 07.E
A successful story of speed and impact
Over time, the team helped deliver multiple product concepts that moved from idea to validated direction.
It enabled teams that were previously stuck in early stages to progress, creating real momentum and impact across projects.
The team evolved to have also development capabilities to be able to provide end to end services for internal projects.
02 Ownership
What I did, and what the team did.
How it worked
A dedicated team, outside the delivery cycle.
Early ideas follow the same steps: clarity first, then a sprint with stakeholders inside it, then a tested concept.
An idea that a delivery team has no time to test.
03 Decision map
The decisions, and why.The pivotal decision.
Three decisions I made in this work, and how or why I made each one. Where a figure shows the result, it is linked.
-
01
ChoseA dedicated team for early ideasInstead of
Asking delivery teams to change pace -
02
ChoseClarity before speedHow
Every project agreed what problem was being solved, why it mattered and what success looked like. Roles were defined early, with strong documentation and shared responsibility.
-
03
ChoseStakeholders inside the processHow
Design sprints and workshops with fixed moments for input and feedback, time-boxed and with clear accountability.
04 Evidence
The work behind the decisions.
Select a figure to open it larger.
Supports decision 1 ↑
Multiple product concepts moved from idea to validated direction. Teams previously stuck in early stages could progress, with a repeatable approach.
Multiple validated product concepts delivered in short cycles, enabling teams to move forward with clear direction.
A repeatable approach that helped transform ideas into concrete solutions and accelerate decision-making.
A structured approach to speed that turns ideas into clear product direction in a fraction of the time.
Contact
Open to design leadership roles.
I’m based in Singapore and can work in Singapore and the EU without sponsorship. Available now.