Over the years of refining our Problem Framing process, we’ve heard lots of great questions that helped us shape our approach. Here, we summarize the best & most repeated questions we’ve heard.

As designers and innovators, why are we so quick to practice empathy & compassion with our users but not our fellow team members? The real work required to generate results from innovation programs starts with the relationships we nurture inside our teams.

My story of discovering, first-hand, how important psychological safety is to teams using design thinking and design sprints to spur innovation. And some simple techniques for you to consider in your next sprint.

How to successfully introduce and implement sprints inside corporate environments.

Three things product leaders can do to evolve from endless discussions about changing priorities and # of shipped features, to building better products in less time that the entire team is proud of.

13 things you can do to get senior leadership to say yes to design sprints…and subsequently make yourself one of the most highly sought after resources in your company.

One of our most liked and shared articles from last year, attempted to answer the most popular question we hear when helping teams run design sprints — “What happens before a design sprint?”

How to spend 1 day getting your team aligned around a big, important problem, before plunging into prototypes and MVPs.

How some companies thrive with completely dispersed workforces while others flounder with last-century control policies like punch-clocks.

Two things you must do as a CEO if you want to help your product development teams build scalable technology businesses (not just an app).

Turns out, when companies grow to several thousand employees, and certainly several hundred thousand, it becomes necessary for someone to make sure information is getting shared. Shared across people, functions, departments, delivery centers, and continents, as effectively as possible.

How and when to connect these powerful frameworks to create new products or rethink existing ones.

Especially a small, non-tech business like yours. In fact, it is completely reasonable for your company to launch a new, innovative product or service to market within the next 100 days. Sound too good to be true? Let’s take a look.

Alice Default is a Design Producer within Microsoft’s Outlook Mobile team. Her mission is to build a better email and calendar experience on iOS and Android.

Haya Gaviola is a Sr. UX/UI Designer at a major online payment service provider. She spends her days creating and tweaking experiences that impact millions of people’s financial transactions.

Learn how a global publishing powerhouse that’s nearly 2 centuries old is using design sprints to power their product innovation.

When we think about design sprints, design thinking, and innovation, cancer probably isn’t often the first topic that comes to mind.

One of the biggest assumptions the Sprint book made was that readers already understood how to select the most critical, most appropriate challenges on which to run a design sprint.

First impressions are lasting, especially when they cost time, money, and reputation.

In our last discussion we talked about the #1 design sprint question we hear — “What happens after a design sprint?”