A rapid design team for early ideas
A structured approach to turn ideas into validated product concepts in short cycles.
The brief · Yara International
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.
- Started
- 2020
- Model
- On demandoutside the delivery cycle
- Core team
- 32 UX designers, 1 UX researcher
- Cycles
- A few sprintsper project, to a clear timeline and budget
My roleIdentified the need and created the delivery model
I 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.
I 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.
What the team didA focused unit
A focused unit of 2 UX designers and 1 UX researcher, who ran the sprints with the business.
- 2 UX designers
- 1 UX researcher
Outcome
A repeatable approach that helped transform ideas into concrete solutions and accelerate decision-making.
The frustration from business
How do you actually take ideas across the organisation and turn them into products that can be tested and evolved? Many organisations struggle because their product teams are optimised 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 organisation to invest in a new way to solve the problem.
- Day-to-day execution
- Deep expertise in one product
- Tested concepts
- Short cycles
The right people with the right mindset were essential to secure success. That is why we built a unique team for the task.
A specialised 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 a strong design focus, service design, product thinking and technical awareness, to drive a collaborative process that led 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.
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.
Each projectAgreed first
- What problem is being solved
- Why it matters
- What success looks like
- Who owns what, defined early
A process to bring stakeholders together
The working methodology 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 made.
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.
An idea that a delivery team has no time to test.
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 also have development capabilities, to be able to provide end-to-end services for internal projects.
The decisions
Three decisions, across three chapters.
Select a decision to read what I chose and why.
Chapter 02The team
Chapter 03Clarity
Chapter 04The process
Decision 1 of 3 · Chapter 02 · The team
A dedicated team for early ideas
Instead of asking delivery teams to change pace
WhyThe right people, with the right mindset for fast validation.
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.