This case study illustrates the power of design sprints to provide direction in fuzzy service design challenges.
I can’t go into full detail here, but get in touch and we’ll have a chat.

Date: 2017 | Client: Barco |  Employer: Clockwork Belgium |  Role: Digital Strategy Lead



After its conception in 2014, Clickshare quickly rose to the top of Barco’s best selling products and for good reason: one click and you’re good to go. Presenting & collaborating wirelessly has never been so easy. But there’s no time to dally when you want to stay ahead of the competition, so Barco continuously kept improving on their product in order to make full use of this technology’s potential. They didn’t do this alone: Clockwork was called upon to help conceptualise a connected future for the Clickshare product line.


I was part of a 4-person design sprint team: 1 business consultant, 1 service designer (that’s me), 1 graphic designer, 1 security specialist. My responsibilities included:

Design sprint approach
Team management
Workshop formats
Workshop facilitation
Processing & presentation of insights



Barco is one of Belgium’s biggest brands. They have been raising the bar of sensory technology world-wide since 1934. Whether it’s in cinema , aviation control or medical imaging Barco has continuously been on the bleeding edge. With the introduction of their Clickshare button, a one-click plug & play presentation solution, they’ve now also ventured into the meeting room (over 300 0000 ones to be more precise) and are taking it into a wireless & connected future.



At Clockwork, I was one of the key people involved in creating our own spin on Google Venture’s design sprint format. Design sprints are interesting from a commercial perspective: a clearly defined product with a fixed price tag. But a variation on this methodology would also prove instrumental in helping our customers with one of the most recurring questions we used to get. “Could you please help us innovate?” A question easily asked, but difficult to answer. As was the case for a more connected Clickshare.


Providing great focus, design sprints proved the perfect fit to broader innovation challenges. In just one week we could come up with ideas and get them validated by the target audience. Not to find the ultimate solution, but to refine the question and offer a clear path ahead. Go from “How do we innovate?” to “How do we make option x work?”. In the case of Barco this helped us to transform “How can a more connected Clickshare improve our customer experience” into [ Nope. Top secret. ].



In order to prepare ourselves for the week to come and to get familiar with the actual product we ran through the entire set-up process together with our technical support colleagues. We wanted to look at the product from the point of view of the one responsible for installing the boxes in the meeting rooms. By experiencing the onboarding process first-handed we got to see what worked, but also spot possible barriers that might prevent customers from connecting their Clickshare devices.



We knew Barco and we knew Clickshare, but we had yet to fully grasp the challenge they were facing. So we dedicated an entire day to asking every question we had about Clickshare’s USPs, customer journey and Barco’s view on the main motivators for customers to connect their devices (aptly named ‘connectivity carrots’).



Nobody ever came up with the next big thing by just staring at a blank page, so we kickstarted the brainstorming process by challenging the team to come up with the worst possible connected Clickshare experience they could imagine. Definitely not the outcome we were working towards, but a great way to get the brain juices flowing: all the strengths of these worst-case-scenarios were pitfalls to avoid in the actual ‘good’ ideas.


Coming up with ideas is one thing, making them easy to understand for people who weren’t part of the brainstorm, that’s something else entirely. So in order to communicate day 2’s top ideas to Barco’s distribution partners, existing- and possible future clients we visualised each use case.



T-day, you know… testing day (the core of the sprint week). A day filled to the brim with focus groups. They helped us to gain insight into which ideas would and which ones would not work, even at this very early conceptual level. All thanks to the magic word every UX researcher swears by: “Why?”.



At the end of this intense week-long collaboration with the Clickshare team we gave them 3 must-do initiatives out of 12 validated ideas with concrete next-steps to execute them, backed by first-hand insights into their current customer journey, product perception and competitive position.