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    Practice Leadership Strategy Sprint

    5 steps to create a business unit strategy that aligns with the business strategy.

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      Picture of Vaughan Broderick

      Vaughan Broderick

      strategy choice cascade
      My version of Roger Martin's Strategy Choice Cascade


      Practice Leadership essential guidance to support workers enable that enables delivery of best practice support.

      At the time the Practice Leadership team was over-stretched, trying to provide the service to more than forty teams across in multiple locations.

      The intention was to determine a new strategy and use of resources.


      We selected the Design Sprint (below) as the best approach due to the organisation’s time constraints and ability to get fast alignment. We combined the Strategy Design Sprint with the strategy choice cascade developed by Roger Martin.

      • In practice, our ‘sprint was over four weeks to enable the Collect, Choose, Create, Commit phases.
      Design Sprints

      Tools and Techniques Used

      Collect Phase:

      • Semi-structured interviews. Interviews with stakeholders, including Service Managers, Support Workers and Practice Leaders. The TEDW model was central to the type of questions asked.
      • Analogous research. Desktop research to understand the purpose of Practice Leadership and how comparable services deploy Practice Leadership
      • Service Perspective for Innovation Canvas as a co-creation tool and to create a focus for the work.

      Choosing Phase:

      • Three workshops are described above, with time between to reflect and prepare for each session.
      • Sailboat technique to elicit what is moving us in the right direction and what is holding us back.
      • We used dot voting throughout to make collective decisions.
      • Stakeholder engagement sessions to ensure collaborative buy-in.
      Sailboat Exercise

      Creating Phase:

      • Co-creating during three workshops with the Practice Leadership team and executive management to work through ideas for answering the five strategic questions in the choice cascade.
      • We iteratively developed several tools to test in simulations and then during a two months Pilot.

      Committing Phase:

      • mitting was part of the choosing process and was determined through an impact/effort matrix.
      • A presentation to the Service Managers to ensure collaboration.


      There were several assets that we created during the five-week project:

      • Mission Model Canvas to articulate how the new strategy creates and delivers value.
      • A Deployment Matrix to select where to deploy Practice Leadership – what teams are most needed.
      • A summary document to record the decisions and new strategy.
      • A Discovery Document for Practice Leaders to discover the team’s needs.
      • A Coaching Plan for Practice Leaders to develop the plans to deliver coaching to each group.
      • A process visual that can be used as a training or communication tool during deployment
      Practice Leadership Process Visual


      The Practice Leadership team were now able to:

      • Allocate and deploy resources in a targeted way to maximise impact.
      • Increased staff satisfaction because they now have a clear vision, approach and expectations.
      • Gain confidence during deployment with the use of the assets.
      • Retain stakeholder confidence in their effort and practice.
      "The process Vaughan took us through helped the team to clarify our thinking from where we have been to where we want to be. The design Vaughan used made it easy for everyone to understand and articulate, with no one being left out of the process. The end result has provided the team with the direction and resources they required to enable them to be successful in their role. If you are contemplating a redesign of a service, I highly recommend Vaughan to take you through the process.
      Julie Hampton
      Julie Hampton
      Practice and Quality Manager, Brackenridge