What the findings deliverable looks like
At the end of week four, the business receives a findings report in exactly this shape - every number below replaced with one measured from your own calls, tickets, quotes, and operations data.
This is an illustrative sample of the deliverable. The figures, flows, and documents shown are representative of a typical engagement, not drawn from any specific client.
Where the support desk hours go
In an operation with a round-the-clock service promise, the design sprint measures where the desk hours actually land. Typically well over half go to work that follows a script - status lookups, re-keying, routing - not to the judgment calls the promise is really about.
86% of hours on work that follows a pattern - 14% on work that needs a person.
The process on paper vs. the process in practice
We reconstruct the real workflow by shadowing the work and tracing records through the systems, then set it against the documented procedure. The gap between the two is where the hours and the delays live.
Lookup across records, availability checks, manual order entry, status callbacks.
Requirements gathering by email, review queue, pricing lookups, multiple revision loops before release.
Enrollment by phone and email, trainer availability juggling, reschedules rippling through the calendar.
The repeatable-work inventory
Every recurring request type is counted, timed, and tested for repeatability. The ones that follow a stable pattern are agent candidates; the rest stay with people.
Illustrative: ~70% of inbound volume follows a repeatable pattern an agent can carry end to end.
The risk register
Findings are ranked by exposure, each traceable to the interviews and records that surfaced it. The design sprint names the single constraint the plan should attack first.
Nights and weekends run on a thin on-call rotation. Missed or delayed calls hit the exact customers the promise was made to - and the cost is invisible because nobody logs the call that never connected.
Every complex quote waits in the same review queue. Quote cycle time tracks specialist availability, not deal urgency - and win rates fall as quotes age.
The operations data system captures activity every day, but failures are still caught by inspection and customer calls. The data to see issues coming already exists.
Training is scheduled around a small trainer bench. As a new facility comes online, training throughput becomes a ceiling on how fast the business can scale service delivery.
Decades of diagnostic know-how live in a handful of heads. Every person who leaves takes playbooks with them that were never written down.
What the gap is worth
The design sprint ends in a number: what the current way of working costs annually against an agent-carried baseline. Illustrative categories - the design sprint computes each from the business's actual volumes: