WWF has a large supporter base, product portfolio and a packaged engagement calendar. A number of teams are involved in delivering the WWF supporter experience and finding time to step away from the day to day to work on continuous improvement or innovation projects is challenging. To minimise the impact on operations and secure focused engagement from key stakeholders, a sprint model was adopted that create dedicated time to work on a specific challenge, while delivering value quickly in terms of solutions to test in market and iterate based on feedback.

Working closely with the project sponsor, the Senior Manager, Supporter Experience, we designed an approach that consisted of short, focused workshops engaging key stakeholders as needed, with significant upfront work in relation to data analysis, problem exploration and research review in close collaboration with the project sponsor, and a regular connecting cadence between sessions. Merging a design sprint approach with integrative thinking and a facilitated consideration process to evaluate solutions that focused on moving beyond trade offs to innovate for solutions that addressed key needs for supporters and staff, the approach enabled depth of analysis and evaluation with breadth of solution ideation within an efficient format.

To support moving from abstract solutions to implementation, the approach also included collaborative solution design workshops to ensure alignment, with clear documentation provided at the conclusion of each sprint in the most effective format to enable relevant teams to bring them to life - for example content briefs, test plans outlining clear measures of success, journey maps or concept briefs. In response to interest from internal teams in relation to adopting the process used internally, the sprint approach was also documented in a clear process flow, outlining key steps, roles and responsibilities and suggested pacing to support internal adoption.