Innovation projects go through phases. There are different perspectives of what these phases are in design and innovation methodology like Agile, Lean Startup and Design Thinking.
This will be less about methodology phases (though we might make some links to it) and more about the experiential perspective of the project team and their ‘customer’.
Here we will be looking at our perspective and learning from previous projects and taking you along for the ride...
Phase 1: New Beginnings
At the start, both the team and the customer are optimistic and excited. The team is highly motivated, activity levels are high, and there is a strong sense of momentum as learning accelerates. The customer, in turn, is pleased by the visible progress and energy driving the project forward.
This phase tends to be a lot about collecting and gathering information, for example about the journey, about the users, about the problem. Think of the Discovery or Exploration phase in the Design Thinking double diamond methodology.
The team focuses on learning new things rather than worrying about the unknown. The dynamic is fun, exploratory, engaging, creative, and full of discovery. This means there is no outcome planned, almost no vision, just an ambition to learn and through learning have confidence that you will find an outcome.
Phase 2: Uphill Climb
The team has gathered all the information and now they have to wade through it to make sense of it.
Their mission: to find the nuggets of value.
After the exhilarating flurry of activity in Phase 1, this often feels like a slog, like a slow uphill climb.
If not done right, the customer might get disoriented and disappointed at the sudden change in pace. This can cause tension between the team and the customer and cause a loss of momentum in the project.
A common mistake we have seen time and time again, not taking the customer on the journey with you. They are not on the roller coaster with you; they do not know why things have slowed down and cannot see what lies ahead.
So how do you show them the right thing, to get them back on track with you?
Whilst the lack of things to report in this phase can lead to the temptation to share less with the customer. However, you can share insights, share what the information means for the customer and the project. Instead of just “what we’ve done”, it should be “what we’ve learned”. This is important because when you move away from the activity and deliverables and towards what is of value, you take the customer out of the slog and on to the ride.
Share the story of where you started, what you have learned, why it is important, and how that fits into the bigger picture.
A real-world example:
We conducted a successful, exciting, productive workshop with a customer. The spirits were high; they had a great experience and left feeling excited about the next phase. So, when we presented back to them the content of the workshop, they were left confused and disappointed. They were there with us, so why were we telling them about it like they weren’t there? We quickly realised where we had gone wrong, we hadn’t told them the story, where we had started, what we had learned, why it was important, how it fitted into the bigger picture of the objective and the future outcome of the project.
So remember that during this phase, shared ambitions and outcomes often confront real-world complexities, leading to confusion and misalignment within teams. To move forward, it is crucial to clarify and validate insights through open discussion, rather than rushing ahead or reverting to earlier stages. Although it may feel repetitive, persistent stakeholder engagement and narrative building will ultimately lead to clarity and focus. Stay with this phase; it is where you will discover insights that will benefit you in the next phase and beyond.
Phase 3: Loop-de-loop
This phase often overlaps with the ‘ideation’ and ‘testing’ stages in Design Thinking, and the ‘build’ and ‘test’ stages in Agile and Lean Startup. We usually bring these together into quick cycles of validation and iteration.
After the slow uphill climb of Phase 2, the team reaches another peak and regains velocity, entering a flurry of ideation, building, and testing. Unlike Phase 1, however, this is not a straightforward downhill rush. It is more like a loop-de-loop: ideas are generated, built, and tested, but when they do not work, the process can feel as though it is throwing the team backwards. Instead of constant forward progress, the project loops back before moving ahead again.
Handled well, the customer stays with you, enjoys the thrill of the ride, and understands that moving backwards temporarily is part of making progress. Handled poorly, the customer feels left behind, watching the team move backwards without clarity on why or where the project is heading. A common mistake here links back to earlier lessons: failing to share learning. The customer needs to understand why you are returning to try again and what the setbacks mean for the wider journey.
Most attempts in this phase will not succeed immediately, and that is part of the process. Teams must lean on Phase 2, continuing to validate insights, analyse findings, and learn from building, testing, and feedback. When something new emerges, resist the urge to revert to Phase 1; instead, stay focused on the value of Phase 2 and keep testing. Outcomes may shift by design or through discovery, and emergence often happens here. The key is to embrace it, connect it with previous learning, and build on both successes and failures. Double down when you believe you have uncovered something with the potential to grow stronger. Keep sharing, testing, and learning. At this stage the emphasis shifts from narrative to tangible experiences, and progress is built through iteration.
Phase 4: The End
As the project nears completion, the team often becomes stressed and frantic, focused on finishing deliverables. Customers may be excited or uncertain about the outcomes, depending on how well they have been prepared.
Projects, like roller coasters, should not go from a dramatic high to a sudden stop. Abrupt endings can leave customers disoriented. It is important to bring the project to a smooth close and give the customer something to look forward to afterwards. Do not simply hand over deliverables and end the conversation.
In the run-up to the finish, repeatedly expose the customer to the final outputs so they know what to expect and can provide input. Revisit and highlight the key learnings, from where you started to where you are now. Tell the complete story and ensure the customer understands both the journey and the value created. Finally, outline potential next steps, setting the stage for what comes after. Then it is on to the next ride.