Sprint Guide Case Study
Establishing a Cross-Organisational Team in 3 Months
The Challenge
A government-backed initiative needed to move rapidly from ambition to action.
A newly formed team of five people had been brought together from different organisations and sectors, but team members had not previously worked together. There were no established ways of working, delivery processes, governance arrangements or team rhythms in place.
Alongside developing strategy and direction for the initiative, the team needed to build trust, engage stakeholders across partner organisations and wider networks, and create the operational structure required to deliver at pace.
The objective was not simply to launch a project, but to establish a capable team that could lead the initiative independently and sustain momentum over the long term.
The Impact
Working alongside the Interim Director, I established a high-performing cross-organisational team that became self-sustaining within three months.
Together, we translated strategic ambition into practical action, creating the structure, alignment and momentum needed to move the initiative forward with confidence.
Strategy and Delivery Plan: Developed, approved and adopted as the basis for future activity, translating high-level objectives into practical workstreams, ownership and delivery plans.
Team: Established a high-performing cross-organisational team with clear roles, responsibilities and ways of working.
Governance: Embedded reporting and governance processes providing visibility and direction for senior stakeholders.
Stakeholder Engagement: Implemented a structured engagement approach across partner organisations and wider networks.
Leadership Transition: Successfully transferred leadership and facilitation responsibilities to an internal team member.
Most importantly, the team continued operating independently after handover, using the processes, practices and delivery rhythms established during the engagement. The result was a self-sustaining team with the confidence, capability and structure to continue leading a strategically important initiative without ongoing consultancy support.
My Approach
I worked as a close partner to the Interim Director, translating strategic intent into practical action across the team. Using a structured sprint-based approach, I established the operating model required to create alignment, momentum and accountability.
This included:
Creating a repeatable sprint planning and delivery rhythm
Designing practical frameworks, templates and collaborative workspaces that helped the team turn strategy into coordinated action
Supporting strategy development, implementation planning and prioritisation across multiple workstreams
Establishing stakeholder engagement, governance and reporting processes
Coaching the future internal lead to enable a successful transition
The engagement was delivered remotely, supported by monthly in-person workshops, enabling distributed team members to collaborate effectively and build strong working relationships.
Client Feedback
"What impressed me most was Rod's ability to create lasting capability rather than dependency. Within a few months he established a strong team culture, clear delivery processes and an effective operating rhythm. Team members quickly became confident in leading meetings, engaging stakeholders and driving the programme forward. The transition to internal leadership was seamless, and the team continued to thrive after Rod stepped away."
Nicko Debenham - Interim Director
Facing a Similar Challenge?
If you're bringing together stakeholders, establishing a new team or trying to build momentum behind a complex initiative, Sprint Guide provides the structure and support needed to move from ambition to action.