Facilitating Innovation with the Design Sprint Methodology
Facing inefficiencies in delivering timely asset allocation proposals and limited client engagement, a global private bank with over $500 billion in assets under management sought innovative solutions to modernise its processes and improve client interactions.
I led a one-week design sprint, bringing together key stakeholders from the asset allocation, private banking, and engineering teams to co-create a solution.
Clarifying the Problem and Vision
I facilitated sessions with key stakeholders to ensure a shared understanding of the problem: private bankers faced delays in delivering asset allocation proposals, leading to inefficiencies and missed opportunities. Our goal was to empower them to generate and refine customised asset allocations independently, without waiting for internal approvals.
Co-Creating the Solution
Throughout the week, I led collaborative workshops where the team explored how a digital tool could enable private bankers to handle asset allocations in real time. The focus was on delivering essential features:
Reviewing risk/return forecasts
Entering asset allocations
Visualising performance in real time
The team embraced the co-creation process, and the collaborative environment made the sprint both productive and enjoyable. Facilitating a fun, engaging workshop was just as crucial as the design itself, ensuring everyone felt ownership over the solution and was invested in its success.
Prototyping and Testing
In my previous experiences, a common challenge had been securing access to users for testing at the right time within the sprint's tight schedule. To avoid this, I proactively secured the availability of 4 senior private bankers for feedback during the user testing phase.
Their insights enabled us to refine the prototype in real-time, keeping the sprint on track. The enthusiasm they expressed signaled early validation of the tool’s potential to improve both their workflow and client engagement.
At the end of the sprint, we demoed the prototype to senior management. The presentation highlighted how the tool could enable private bankers to adjust asset allocations on the fly during client meetings, enhancing their ability to close deals faster.
Outcome
Stronger Buy-In: The design sprint successfully kicked off the project by securing internal buy-in and funding. Thanks to the prototype, internal presentations became more compelling, making it easier to justify investment. Developers were also able to assess feasibility and costs more accurately, significantly increasing the likelihood of delivering the project on time and within budget.
Project Continuation: Following the sprint, the project moved forward into development and was eventually built, enabling private bankers to streamline asset allocation proposals and engage clients more effectively.
