Our usual lean and agile process was complicated by the requirement for so many staff to participate at every stage.
In practice, this meant conducting rapid scoping phases internally to fine-tune our own ideas, before we began the process of exploring the defined problem spaces together.
To ensure momentum, we relied heavily on a regular cadence of large scale workshops. We used these points of contact to test our early hypotheses and insights, as well using them to extract the strategic decisions necessary for progress.
After quick local immersions in Bangalore and New Delhi, we proposed a menu of possible projects and presented them to representatives across the business. Eventually, we determined three distinct projects roughly addressing the three key channels.
Each of these channel-wise projects would have their own team (Quicksand staff paired with relevant stakeholders) and distinct research activities that would inform a final phase of prototyping and execution.
Additionally, each of these were instructed to strike a balance between incorporating new technologies and ensuring user-centricity. This was a recognised tension from within the business.
After involving the client in a series of co-creation workshops - in which we created an interactive environment of our insights, opportunities and assets from our field immersions - Quicksand emerged with several viable and feasible innovation projects.
Because the client had been a part of the design process, as members of each Quicksand team, at this point we were able to move quickly through high and low fidelity prototyping because we had earned the trust of the organisation to make quick decisions.