You're about to commit. The plan looks sound.
It depends on people doing something they don't currently do. Nobody has checked whether that's realistic.
The business case covers the technology, the cost, the delivery model, the legal position. The behaviour is inside a word like adoption, and the word has never been opened.
Most people buy the sprint and skip the judgement.
That's why they end up sprinting on the wrong behaviour.
The workshop gets booked, the room gets energised, the post-its go up, and everybody works very hard on a problem somebody brought in with them. Nobody checks whether it was the problem.
Do it in the right order and the two halves of this door answer the only questions that matter before the money commits.
Is the bet realistic?
The Invisible Business Model. Finds the behaviour your plan is betting on and judges whether it will happen.
Ninety minutes on the bet that worries you most. Or a full review of every behaviour the plan depends on. Either way, a verdict in writing, before the money goes.
Now change it.
The Behaviour Sprint. Work on the behaviour itself, inside a product, a service or a programme. Name it. Find what's holding the old route in place. Redesign the moment so people can act.
Work already shipped, and this keeps happening?
That's the other door.