We have used a focused, and nimble ‘design’ process in three ‘sprint’-style weeks. Each week consisted of 4 days of sprinting and 1 day of rest to ‘process’ all of the input.

Before being able to set up an SD strategy for internal use, it was of high importance to look at the external context that the SD strategy framework needed to operate in first. During the first week of the sprint and on the basis of Fronteer’s Lighthouse model, we looked at key trends in the market, the main competitors and stakeholders of Heineken, and the target audience of the 2030 SD framework. The resulting strategic vision served as a basis for the three narrative routes that the team co-created towards the end of the first week.

The goal of the second week was to further explore and validate the operationality of the different narrative routes that we formulated at the end of the first week. In order to look at the operationality of each of them in the context of Heineken, we set up validation sessions with different Operating Companies (OpCos) of Heineken from all over the world. With the input from Opcos from Ireland, Brazil, Hungary, Indonesia and Vietnam, we used the process of iteration to work towards three perfected, inclusive and operational narratives.

The main objective of the third week of the sprint was to finalize the concepts and bring them to life through design. Consequently, we explored various visual explorations in order to create the perfect fit between the storyline and the visual.