How can complex water-treatment challenges be translated into concrete, testable pilot solutions? That question was at the centre of the ReCircWater Design Sprint, a three-day workshop held in June 2026 as part of the ReCircWater project.
The sprint brought together a core team and several reference groups with expertise across utilities, municipalities, operations, research, innovation, analysis and treatment technologies.
The aim was to create a focused and collaborative process where the project partners could define the challenge, explore possible treatment methods, develop solution sketches and build a prototype concept for the next steps in the ReCircWater pilot.
A structured process for fast progress
The design sprint format was used to help the team move quickly from discussion to action. Instead of approaching the pilot development as a traditional planning exercise, the sprint created a structured process for shared problem definition, expert input, group work, feedback and decision-making.
The workshop included representatives and contributors from Novafos, Sweden Water Research, Krüger, Gentofte Municipality and Eurofins, as well as external experts and other contributors. Together, they brought perspectives from research, utility management, municipal needs, operations, analytical expertise and practical implementation.
This combination of knowledge was central to the sprint. A future water-recirculation pilot must respond not only to technical possibilities, but also to real operational conditions, municipal priorities and the overall objectives of the ReCircWater project.
Day 1: Defining the problem and setting clear goals
The first day focused on establishing a shared understanding of the challenge.
Participants were introduced to the ReCircWater project, the design sprint process and the roles of the different reference groups. Representatives from the municipality and Novafos’ steering group helped frame why the pilot is important from both a municipal and utility perspective.
A key part of the day was the discussion of goals and problem definition. The group explored both long- and short-term goals for the pilot, discussed the main problem the sprint should respond to, and considered what should be treated and for whom.
The group then moved into the “How might we?” phase, translating the challenge into a guiding sprint question. This question became the basis for the following days of ideation, sketching, prototyping and testing.
The afternoon focused on mapping potential treatment methods. Experts contributed knowledge on available solutions, market options, products, advantages and disadvantages. The day ended with reflections on which treatment methods seemed most relevant to carry forward.
Day 2: Developing sketches and assessing feasibility
The second day shifted from problem definition to solution development.
The team began by revisiting the reflections from Day 1 and reviewing the shortlisted treatment methods. Operational perspectives were especially important at this stage, as the group considered possible dilemmas, practical constraints, advantages and disadvantages linked to the proposed methods.
Participants then developed sketches of possible treatment solutions. These sketches made the ideas visible and created a basis for further discussion, feedback and refinement.
In the afternoon, the sketches were presented to the expert reference group, who provided comments and input. This feedback helped sharpen the concepts and identify where additional information, calculations or technical clarification would be needed.
The remainder of the day was dedicated to refining the sketches, gathering information and assessing feasibility. The team discussed whether the emerging solution responded to the original sprint question and whether it remained relevant from the perspective of the municipality, operations and steering group.
Day 3: Building the prototype and identifying next steps
The final day focused on turning the emerging concept into a prototype.
The team worked hands-on to build the prototype and make the solution more visible and tangible. This included identifying practical equipment needs such as pumps, hoses, sampling points and other components required for a future pilot setup.
The prototype was then presented to the operational reference group and refined further based on their feedback. Later in the day, the prototype was presented and tested with input from Novafos’ steering group and the expert reference group.
The sprint concluded with a final discussion on implementation, the way forward and the next steps for the ReCircWater pilot.
Strong outcome and engaged collaboration
One of the participating partners described the outcome of the sprint positively:
On day one, we defined the problem and set clear goals for the sprint. Day two focused on developing prototypes and assessing the feasibility, while day three was dedicated to planning implementation and identifying the next steps.
Overall, we are very satisfied with the outcome. The design sprint proved to be an effective way to quickly identify innovative solutions, supported by a clear process and efficient decision-making throughout. This result was made possible thanks to a highly engaged core group, valuable input from the reference groups and a skilled facilitator who enabled the process and kept the teams aligned.
Victoria Rydengård – Project Developer & Manager, Sweden Water Research
The three-day workshop demonstrated the value of bringing different types of expertise together in a focused format. By combining technical knowledge, operational experience, municipal perspectives and structured facilitation, the sprint helped move the ReCircWater work from a complex challenge towards a concrete pilot concept.
The outcome is an important step in the continued development of practical solutions for water recirculation and provides a strong foundation for the next phase of the ReCircWater pilot.
ReCircWater consortium and partners:
ReCircWater is co-funded by the Interreg South Baltic Programme 2021–2027 under the European Regional Development Fund (ERDF) and is approved as an Operation of Strategic Importance (OSI).
