Workplace decision sprints by Work Future
Work Sprints
Clarity for complex workplace decisions.
One workplace problem. One focused sprint. One week.
Workplace decisions become difficult because organisations are complex. Data sits across multiple sources, teams have competing priorities, and the right answer is not always obvious.
Work Sprints cut through that complexity quickly. In one focused week, Work Future comes in, defines the problem, reviews the available data, asks the right questions, tests the practical options and gives you a clear decision path.
You may be dealing with space pressure, an office restack, a refurbishment decant, uncertain occupancy patterns, or a difficult decision about desk sharing. The sprint is deliberately timeboxed, practical and outcome-focused, so you can move from workplace problem to next step without starting a long, open-ended study.
Talk to Work Future about solving your workplace problem.
What is a Work Sprint?
A Work Sprint is a short, focused workplace strategy and planning engagement designed to solve one live workplace problem.
A Work Sprint quickly frames the problem, reviews the available information, tests the practical options and gives your leadership team a clear recommendation.
It is designed for organisations that need clarity before committing to a lease, fit out, restack, refurbishment, decant, desk sharing model or new way of working.
The output is not a generic report. It is a practical decision pack that helps you understand the current position, the available options, the risks, the assumptions and the recommended path forward.
When to use a Work Sprint
A Work Sprint is useful when you need to make a workplace decision, but the answer is not obvious.
You may need a Work Sprint if:
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You are under space pressure and need to understand whether more space, more desks or a different way of working is required.
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You need to restack teams, but team locations, growth assumptions, available space or stakeholder views are becoming difficult to resolve.
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You are planning refurbishment works and need to move people with the least disruption.
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You have occupancy data but need help understanding what it is telling you.
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You are considering desk sharing but are not sure whether it is suitable for your organisation.
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You have decided to adopt desk sharing but need a practical readiness and engagement approach to drive employee buy-in.
How Work Future keeps the sprint focused
Work Sprints move quickly by focusing on one defined workplace problem.
The first conversation is used to confirm the decision you need to make, the information available, and the most suitable sprint approach. Depending on the sprint type, this may include headcount data, desk numbers, floor plans, occupancy data, growth assumptions, project timeframes, business requirements or stakeholder input.
Where the right information is available, a Work Sprint can move quickly into analysis, option testing and recommendation.
Where information is missing or unclear, Work Future can help establish what is needed first so the decision is based on the right evidence.
Work Sprint types
1. Space Pressure Sprint
For organisations asking whether their current workplace can support their people, growth and way of working.
Typical questions include:
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Do we have enough space?
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Do we need more or less space?
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Do we need more desks?
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Do we need a different way of working, such as desk sharing?
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Can we absorb growth within our current workplace?
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Are we making a property decision based on the right assumptions?
Typical outputs include:
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A clear options summary.
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Practical space and workplace planning implications.
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Indicative cost considerations where relevant.
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Recommendation on the best path forward.
2. Restack Sprint
For organisations that need to understand where teams should go and how the building can work harder.
Typical questions include:
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Where should teams go in the building?
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How do we plan an office restack?
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Can we test scenarios before making a decision?
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Can we consolidate spare desks?
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How do we balance team growth, adjacencies, leadership preferences and available space?
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What are the move implications of each option?
Typical outputs include:
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Team allocation and restack recommendation.
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Scenario comparison.
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Spare capacity and growth assumptions.
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Move implications and planning considerations.
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Clearer team location options for leadership discussion.
3. Decant Sprint
For organisations planning refurbishment works, staged moves or temporary relocation of teams.
Typical questions include:
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How do we move people during works with the least disruption?
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How much swing space do we need?
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Can we reduce unnecessary moves?
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Which phasing option creates the least disruption?
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Which teams need to move, when, and where?
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How do we avoid confusing employees and disrupting operations?
Typical outputs include:
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Phased decant approach.
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Swing space logic.
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Move count comparison.
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Least-disruption route.
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Key risks, assumptions and next-step actions.
4. Occupancy Sprint
For organisations that need to understand how many people are actually using the workplace before making a space decision.
Typical questions include:
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How many people are actually coming in?
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How many people do we need to plan for?
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How many desks do we really need?
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Are our hybrid working assumptions supported by evidence?
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What does the occupancy data actually tell us?
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What planning assumptions should leadership use?
Typical outputs include:
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Occupancy trends and planning implications.
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Interpretation of available workplace data.
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Recommended planning assumptions.
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Evidence to support future workplace decisions.
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Practical implications for desk sharing, growth, restacks or space reduction.
5. Desk Sharing Suitability Sprint
For organisations that are on the fence about desk sharing and need an honest assessment before proceeding.
This sprint answers the question: should we do it?
Typical questions include:
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Is desk sharing right for us?
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Can we share desks without damaging culture?
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What would the practical impact be?
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What would need to change for desk sharing to work?
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What are the risks if we proceed?
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What are the risks if we do nothing?
Typical outputs include:
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Suitability assessment for desk sharing.
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Implications for workspace, workforce and culture.
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Indicative cost, program and change considerations.
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Recommendation on whether to proceed, pause or explore alternatives.
6. Desk Sharing Readiness Sprint
For organisations that have decided, or are close to deciding, to adopt desk sharing and need to understand how to make it work in practice.
This sprint answers the question: how do we make it work?
Typical questions include:
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How do we adopt and adapt to desk sharing?
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What employee engagement and change management do we need?
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What behaviours need to change?
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What practical rules or principles are required?
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How do we support leaders, teams and employees through the transition?
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What needs to be in place before implementation?
Typical outputs include:
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Desk sharing readiness assessment.
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Employee engagement and change management approach.
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Practical adoption principles.
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Risks, resistance points and mitigation actions.
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Recommended next steps to support employee buy-in.
What you get from a Work Sprint
Each Work Sprint is focused on one live workplace problem and produces a practical decision pack.
Typical outputs include:
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A clear definition of the workplace problem.
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A baseline view of the current position.
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Practical options tested against agreed decision criteria.
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Risks, constraints and trade-offs explained in plain English.
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A recommended direction.
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A short executive decision pack.
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A practical next-step roadmap.
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Optional follow-on scope where implementation support is required.
How the sprint works
Most Work Sprints follow a simple structure.
Day 1: Define the problem
Confirm the sprint question, decision criteria, available data, key assumptions and stakeholder context.
Day 2: Understand the current position
Review the available information and build a clear baseline view of the problem.
Day 3: Test the options
Develop and test practical options using workplace strategy, planning logic and relevant analysis.
Day 4: Review the implications
Compare options, assess risks, test assumptions and identify the most practical way forward.
Day 5: Recommend the path
Prepare and present a clear decision pack with the recommended direction and next steps.
The one-week sprint is the standard approach. Timing and scope are confirmed after an initial discussion, so the sprint is focused on the right problem, with the right information and the right level of decision support.
Pricing
Work Sprints are offered in three levels depending on the problem, available information, stakeholder requirements and level of output required.
Diagnostic Sprint
From $4,500 + GST
A shorter review (3 working days) for narrow workplace problems where the question is relatively contained and the required output is simple.
Standard Work Sprint
From $7,500 + GST
The standard one-week (5 working days) sprint for organisations that need to solve one live workplace problem and produce a clear decision path.
Executive Work Sprint Plus
From $12,500 + GST
A more detailed sprint (7 working days) for complex workplace decisions involving more stakeholders, more scenarios, greater analysis or a more polished executive output.
The right option can be confirmed after an initial discussion.
Frequently asked questions
Can a workplace decision be solved in one week?
Yes, when the sprint is focused on one clear workplace problem and the right information is available.
A Work Sprint is designed to compress the decision-making process by asking the right questions early, reviewing the available data, testing the practical options and producing a clear recommendation.
What if we do not have all the data?
You do not need perfect data to start the conversation.
Work Future can help identify what information is available, what can be reasonably assumed, what needs to be tested and what should be clarified before a final recommendation is made.
Where the data is not yet strong enough to support a one-week sprint, a shorter diagnostic review may be the better first step.
Is this a full workplace strategy?
No. A Work Sprint is focused on one specific workplace decision.
It can support workplace strategy, but it is not a replacement for a full workplace strategy where a broader program of work is required.
The value of a Work Sprint is that it helps you make progress on a defined decision quickly, without turning every workplace problem into a long strategy project.
Who is this for?
Work Sprints are designed for organisations facing a live workplace decision.
This may include corporate occupiers, government agencies, property teams, project teams, executives, architects, designers, project managers or organisations planning a lease, fit out, restack, refurbishment, decant, desk sharing model or new way of working.
What happens after the sprint?
You receive a clear decision pack and recommended next steps.
Some clients use this to support internal leadership discussions. Others use it to brief project teams, designers, project managers or external consultants. Where required, Work Future can also support the next phase, including workplace strategy, project management, change management, restack planning, decant delivery or desk sharing adoption.
Need a clear answer to a workplace problem?
Workplace decisions often become harder than they need to be because organisations try to solve too many problems at once.
A Work Sprint narrows the focus, creates momentum and gives leaders a practical way forward.
If your workplace problem needs a clear answer, talk to Work Future.