Innovation Sprints

Start moving at full speed.

Leveraging agile processes and lean principles, TheoremOne’s Innovation Sprints rapidly prioritize and sequence project phases and other inputs, distilling them down to a detailed current state analysis and opportunity roadmap to support your upcoming objectives. Through a combination of stakeholder interviews, in-person working sessions, and collaborative brainstorming, we use our Innovation Sprints to build the case for ongoing investment with thoughtful value projection models that correlate level of effort, urgency, and value into a clearly prioritized backlog.

How TheoremOne Innovation Sprints Work

After a TheoremOne facilitated Innovation Sprint kicks off, our team will work alongside yours to produce an analysis of current state and future opportunity roadmap. This allows the project team to prioritize and sequence future phases and initiatives of your project. Some of the activities and outcomes from a typical innovation sprint include:


Current State Analysis

  • Map out the existing technology landscape and integrations
  • Review your org chart, reporting structure, responsibilities, and personnel inventory
  • Hold an in-person workshop to whiteboard activities and engage the team
  • Define future goals, along with the engines that can propel us and the anchors that may slow us down

Stakeholder Interviews

  • Interview all stakeholders, from senior leadership to individual contributors
  • Keep the interviews private to allow team members to speak openly
  • Distill interview content into common themes and an actionable summary

Prioritize and Sequence

  • Whiteboard activity - team members move around activities/phases/projects to determine roadmap
  • In-person working session
  • High-level draft of project phasing/activities

Resourcing Analysis

  • Evaluate  existing resource pool for skill match and determine what vendor capabilities are needed
  • Hold a project management workshop
  • Develop a resource plan for the project

Roadmap and Approach

  • Finalize the roadmap, attach resources to it, and build out the timeline
  • Assign the internal project team
  • Review the final product vision and make refinements and adjustments

Additional Outputs

  • Value proposition and business model with customer and market evidence
  • Proof of market opportunity and reduction of risk
  • Evidence supporting financial opportunity and cost estimates
  • Understanding the feasibility of technology and execution risk
  • A proposed way forward with a roadmap and next steps

A repeatable process for Nestle’s Innovation Hub

Working with Nestlé’s teams, we identified six new business models, and planned their development and implementation within a 24-hour period.


Our mission was to create a repeatable process for Nestlé’s Innovation Hub to quickly test ideas in order to help meet the commitment of 100% recyclable or reusable packaging by 2025.


A one-day workshop format was successful in vetting and validating ideas. Over two days, we ran workshops on two initiatives, resulting in six business models including concrete next steps.

Investment Funnel & Innovation Hub Process

A proof-of-concept hackathon was held and in a few hours, 37 discussions were held, 11 ideas were collected, 5 were chosen as interesting, and 4 were surfaced as potential ideas for our next workshop.

Workshop Activities Overview



Understand activities are for all members of the workshop to understand the context in which the problem exists.

We aim to set the geographical and market focus of our workshop and generate ideas of who this could be useful for.



The mission of the Diverge activities are to generate as many solutions as possible.

This resulted in 13+ different solutions for each day’s theme.



In the Converge activities, our purpose is to surface the best ideas and refine it.

During the workshop, we converged on three ideas per day to refine and begin planning next steps.



The planning session is to figure out how to make these ideas real.

In the workshop, this resulted in generating business models, next steps, and identifying risks and assumptions.

Twenty-Four Hours and Two Concepts

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