Decision Sprint

Organizations often lack effective systems for dealing with “unknowns.”

Companies today face a complex environment where various “unknowns” impede planning and generate ambiguity. Organizational leaders tend to react to these unknowns in one of two ways: They either pretend the unknowns don’t exist and plot their course forward based on known risks, or they encourage exploration of unknowns, but the effort exists in a silo and often isn’t integrated into corporate planning or strategy. 

Neither approach is ideal. Innovation and the successful navigation of unknowns hinge on establishing pre-execution – or “upstream” – processes for discovering unknown risks, turning them into known risks and deciding how to respond to them. Only then can a project or initiative hope to flow smoothly.

The “Decision Sprint” approach calls for System 2 thinking. 

The Decision Sprint approach helps organizations make better decisions by enabling better inputs – the factors decision-makers take into account when weighing ideas and setting a course of action. When companies normalize the organization-wide process of discovering...