The question that cannot move to next quarter
The business-critical questions your team cannot address, answered in 8 to 10 weeks
Published by the World Economic Forum as a Future of Jobs case study.
Working with
Is this your situation?
The question that cannot move to next quarter
Team has no time
Big consulting firm, big ticket size
You have a budget
For example
Commercial
Pricing has drifted and nobody can defend it.
Operations
Two plants report the same cost differently.
Supply chain
Service levels hold only because inventory is hiding the problem.
Finance
The business case has been rebuilt three times and still moves.
Strategy
A market looks attractive and nobody has been there.
From your question to your outcome. 2 weeks to start, 8 to 10 weeks to finish.
Scope
The question, the decision it feeds, & what would make you act.
Fieldwork
Interviews inside and outside, site visits, and data from four systems.
The analysis
Built in front of you, while the logic can still be argued with.
The answer, and the handover
A recommendation for your steering group, and the analysis transferred to your team.
Hear it from a client before you read a word of ours.
Kari Kulojärvi
CEO, Axopar Boats
Previously Senior Partner, McKinsey & Company
Jump to
From a quality perspective the team exceeded all targets. Fast, intense. The sprint manner of working showed its power.
Same project internally would have taken 4 to 6 months calendar time when running it beside all the other tasks. Results are now in pilot use.
SprintlyWorks is a highly capable augmentation to my team. The unique model gave me that capacity with structure, timely cadence, and concrete outcome.
I have completed 23 years in the industry and I am not that easily impressed but I must say astonished by the result you have here.
Even if we had internal resources to conduct the project, we would not have achieved the same breadth of insights. The value SprintlyWorks brought was probably three to four times what we could have done ourselves.
Three sprints told us which market was worth pursuing and which was not, and that clarity in two months was invaluable.
Internally, we simply do not have someone who can dedicate 50 to 60% of their time to deep-dive into a topic. SprintlyWorks filled that gap with focus and speed.
Exactly the outcome we hoped for, and material we have now shared across the organisation to very positive feedback. Internally it would have taken six or seven people half a year.
Who is on it. A complete delivery team, on one question, full time.
One senior analyst
Full timeRecruited from
Runs the question for the whole sprint and sits in your meetings rather than reporting into them. The person you call when the steering group moves.
Two analysts
Full timeRecruited from
The interviews, the site work and the analysis itself. Inside your business rather than reading about it.
Independent quality review
Every deliveryOurs, on every delivery
Nothing reaches you unreviewed. If a number will not stand up in your steering group, it does not go in.
How they get in
Every hireMost applicants do not get in
Every analyst is tested on a real client question before a place is offered.
2018
Founded in Helsinki
100+
Projects delivered
40+
Category leading brands, recurring
1.3%
Of analyst applicants accepted
2 wks
From green light to start
20+
Languages for fieldwork
One case, in full. What it looks like when the number finally gets owned.
Aftermarket · €2B industrial OEM
€30m a year
Estimated aftermarket revenue going to follow up that never happened. Three engagements, three fixes, and nobody who owned the number.
It turned out to be a governance gap, not a strategy gap.
The company had already run three improvement engagements on aftermarket. Each one produced a fix. None of them produced an owner, so the quotes still went out and nobody followed them up.
The sprint did not propose a fourth strategy. It found where the handoff broke, named the role that had to own it, and left behind the tracking that role needs to do the job.
Read this case →There are over a hundred more. We have deliberately put one on this page, because you do not need a hundred to decide whether to send an email.
Published by the World Economic Forum as a Future of Jobs case study.
Read the case study →
Before you ask. The three questions we get on the first call.
If your question is not one of these, it is the one worth sending.
Write to us →What does it cost?
It depends on the length and the seniority the question needs, and you get a number on the first call rather than after a scoping exercise you pay for. A sprint is deliberately sized to sit inside a director's own budget.
How is this different from a consultancy?
Scale, and what you keep. One senior analyst and two analysts for eight to ten weeks against a single question, and the analysis transfers to your team at the end rather than staying with us. It is not a substitute for a large transformation programme, and we will say so if that is what you need.
What if the answer is not the one I expected?
You get it anyway, with the reasoning attached. Several of our sprints ended with a recommendation not to do the thing they were commissioned to size. That is a result too, and usually a cheaper one.