A sharper problem definition
Agree the challenge, the customers affected, the constraints and what a better outcome means.
Growth Lab · Opportunity workshop
Find what's worth building.
Bring a business problem; leave with a buildable opportunity. One focused week brings business, customer, process and technology perspectives together and turns an open question into an initiative your team can act on.
Day 1
Prepare
Align the problem, the stakeholders, the data and the outcome you want.
Day 2 · 3h
Discover
Map today's experience, uncover insights and develop possibilities.
Day 3 · 3h
Shape
Prioritise ideas, challenge assumptions and shape the solution and MVP.
Days 4–5
Package & review
The opportunity brief, business case, roadmap and estimate — and a readout.
What you leave with
An idea with a business case.
Growth Lab ends with a documented initiative your team can evaluate, fund and take forward — with us, with your own team, or with a partner of your choice.
Ideas grounded in insight
Map the journey, challenge assumptions and develop ideas around real business needs.
A prioritised opportunity
Compare ideas by value, evidence, feasibility and strategic relevance, and choose where to focus.
A tangible solution concept
Make the chosen idea concrete: a concept, a first experience and its key assumptions.
A business case to discuss
Expected impact, success measures, costs and uncertainties for a reasoned investment decision.
A direction for delivery
MVP scope, a high-level roadmap, technology direction and a budgetary estimate.
The workshop
Two sessions. One priority initiative.
For a real challenge: stalled revenue, process friction, an unclear investment or a technology opportunity that needs defining.
| Illustrative schedule | Focus | Output |
|---|---|---|
| Day 1 | Brief and input review | Agreed challenge and workshop inputs |
| Day 2 · 3-hour session | Discovery and idea development | Problem definition and opportunity shortlist |
| Day 3 · 3-hour session | Concept and MVP shaping | Priority initiative and scope boundary |
| Days 4–5 | Synthesis, estimate and readout | Decision pack and recommended next step |
What to bring
- 01A real business problem and the outcome you want.
- 02A sponsor and around four to six relevant stakeholders.
- 03The process, customer or performance information you have.
Sessions run remotely or in person. The calendar is illustrative; scope, participants, fee and dates are agreed in the proposal. Extra research or prototypes are scoped separately.
Your decision pack
Leave with something your business can act on.
Opportunity and business case
A clear problem, the people or process affected, the evidence, and the assumptions behind the expected impact.
Solution concept and MVP scope
The approach, essential capabilities, boundaries, dependencies and the smallest useful first step.
Roadmap and investment direction
High-level phases, technology options, open feasibility questions, a budgetary range and the recommended next step.
A budgetary estimate is a planning input, not a fixed delivery quotation. Growth Lab is a standalone engagement; implementation is optional and agreed separately.
Bring one problem. Leave with a direction.
A standalone, productized engagement with a fixed fee, confirmed after scoping.