Planning the brainstorming sessions required understanding how the team was used to working and adapting the approach accordingly. Collaborative ideation was not a common practice across all roles, and historically these sessions had been mostly led by BAs and the Product Owner. With that context in mind, I structured the sessions around clear before and during steps, each with defined objectives. This helped align expectations and gave the team a shared frame to work within. Bringing different disciplines into the same space allowed us to explore ideas from multiple perspectives and connect them back to the insights gathered earlier. The ideate phase made visible how established ways of working shape collaboration. While the team showed strong engagement during research and definition, ideation surfaced the need for more time and practice to fully integrate new dynamics into everyday workflows. Even though the sessions largely followed familiar formats, the process was valuable in itself. It helped clarify how the team approached problem-solving, where alignment already existed, and what conditions would support more collaborative ideation in future iterations.