How Molson Coors built sprint capability inside its own teams
A three-day sprint on a real organisational challenge, followed by facilitation training — so the method stayed in the business long after we left the room.
About Molson Coors.
Molson Coors is one of the world’s largest brewers, with a portfolio spanning some of the best known beer brands in the UK, US and beyond. Behind the brands sits a large, complex organisation where getting cross-functional teams to align and decide quickly matters as much as it does in any tech company.
molsoncoors.com →molsoncoors.comThe problem.
Molson Coors had a real organisational challenge and a group of cross-functional colleagues who rarely decided together. They did not want another workshop that ended in discussion, or a consultancy they would need to keep calling. They wanted the challenge worked through properly, and the skills to keep doing it themselves.
Our approach.
In the room with the team, testing straight after, and one session to read what came back.
Go wider on the challenge
Day one opened the problem up properly — evidence, perspectives and the parts of it people usually avoid naming.
Create competing solutions
Day two generated real alternatives rather than polishing the first idea in the room.
Evaluate and act
Day three chose the best way forward and turned it into something with an owner and a date attached.
Train the facilitators
A foundation-level training programme taught internal colleagues to run the method themselves.
Hand it over
Structure, timings, rules and materials transferred to the team, so the practice continues without us.
The outcomes.
- A genuine organisational challenge was worked through properly rather than discussed in another workshop.
- Cross-functional colleagues who rarely decide together did so in the same room, to a deadline.
- Internal people were trained to facilitate, so the next sprint did not need us in it.
- The team left with a shared language for deciding — the structure, the rules and the rituals.
- Capability stayed in the business, which is the point: we are not building a dependency.
