Hackathon explained: Steps, Guide and Sample Program

Article by: Job Jimmink

Last update: May 14, 2026

In every organization, team, or collaboration, people often encounter difficult issues. Projects get stuck and decision-making takes too long. Often, the problem is discussed, but little happens. As a result, organizations look for ways to solve the problem more quickly and to take real action. One method that can be used for this and is increasingly being employed is the hackathon. A hackathon brings people together to work on one specific challenge in a relatively short period of time, often lasting one or more days. Using a hackathon creates more focus, time pressure, and better collaboration.

In this article, you will discover what a hackathon is, where it comes from, and how to organize one, from preparation to follow-up. You will learn which elements are crucial, such as theme, team composition, guidance, tools, planning, and judging. You will also receive practical tips, criteria, and examples, so you know exactly what works and what pitfalls to avoid. In addition, there is a sample program available as a template, which you can use to download a complete schedule and script and adapt it for your own hackathon.

What is a hackathon?

A hackathon is a temporary gathering in which people work together on a single problem or issue. This always takes place within a fixed time frame, often one day and sometimes several days in a row. During this time slot, everything revolves around that one challenge. During a hackathon, participants work in small teams and focus entirely on finding the best solution.

The specific goal of this working method is to achieve a concrete result. This could be a new idea, a plan of action for a challenge, or a concrete solution. The goal of organizing a hackathon is to make progress; it doesn’t have to be perfect yet. By working together and making quick decisions under time pressure, the issue becomes clear to the participants and support is created among them.

What makes this a special working method is that the participants are detached from their daily work. There are no long and boring meetings or fixed roles. Every participant contributes their ideas and makes a contribution.

During a hackathon, there is room to experiment and make mistakes. This freedom often leads to new and creative ideas and solutions that are less likely to arise in everyday work. The participants are very focused on the subject and do not have to wait a day for a response via email, for example.

Just like agile working, a hackathon revolves around short, focused moments in which teams work together quickly to find concrete solutions.

Where did the hackathon originate?

Hackathons were originally held in the IT world. Programmers would come together to solve a technical problem in a short period of time or to build software, for example.

The word hackathon is a combination of hack and marathon. Hacking here refers to creative building and experimentation. And a marathon refers to the intensive and potentially long-term effort that participants put in within a short and fixed period of time.

People outside the IT world also recognized the success of this working method, and it was soon adopted in other fields. Today, hackathons are used in many different contexts.

These include healthcare, education, government, sustainability, and business. The goal and core are always the same: working together on a single challenge and working toward a clear result within a set time frame.

What does a hackathon look like?

This working method can be organized in different ways, but the setup is often similar and the core remains the same. The day usually starts with a brief explanation of the issue or problem that the participants will be working on. Teams are then formed, often with people from different backgrounds.

The teams then get to work. They come up with ideas, make choices, and work out their solution step by step. This happens in a short period of time, which ensures focus and pace. Along the way, teams share their progress with each other and receive feedback, which they can process immediately. This is often done in the form of a presentation to the other groups.

At the end of this working method, the teams present their final results with the processed feedback. This can be an idea, a plan, or an initial prototype. Finally, the next steps are discussed, as well as how the best ideas can be further developed.

The duration of this varies. Some last a few hours, others several days. What they have in common is the time pressure. This helps participants to stay focused and make decisions together. The different backgrounds within the teams often lead to new insights and surprising solutions.

What is the purpose of a hackathon?

The purpose of organizing a hackathon goes beyond just coming up with new ideas. The main point is to look at the issue or problem together and for the participants to take responsibility for it. Instead of endless meetings, emails, and conversations, the participants get to work on the issue directly and actively.

This working method can help to quickly solve a specific problem or develop new ideas. It also often strengthens cooperation within a team and increases the involvement of the participants. Because the participants work on an issue with great concentration and under time pressure in a short period of time, changes will also come about more quickly.

Hackathons often achieve multiple goals simultaneously. Participants notice that their input is taken seriously and that their contributions can really make a difference. This creates energy, motivation, and ownership among the participants.

This, in turn, has a positive effect on the follow-up steps that will be taken after the hackathon. It is therefore also a form of team coaching. It focuses on collaboration and helps teams work together more effectively, even outside of this activity.

Hackathons within organizations

Hackathons are increasingly being used within organizations to initiate change. Employees are given the opportunity to contribute ideas and collaborate with colleagues they normally have little or no contact with. Different backgrounds often enable teams to come up with more innovative ideas.

This working method breaks through fixed roles and hierarchies within organizations. Everyone works together towards the same goal. This creates equality and openness. Many participants find this refreshing. As mentioned above, it also increases the sense of ownership. Because employees themselves contribute to solutions, there is often greater support than for decisions taken from above.

Organizing a hackathon: the steps

Organizing a hackathon means moving from a problem to a testable idea in a short period of time. This is only possible if you set parameters in advance and arrange follow-up afterwards. Then it becomes not just a fun day, but an accelerator of real progress.

Determine the goal and scope

Start with what needs to be on the table at the end. For example, three ideas that can be tested within 30 days, or one prototype with a clear go/no go. The clearer the goal, the less noise during the day.

Formulate a clear challenge

Use a simple “How might we” question and add preconditions. Think about the target group, budget, time, available data, and what is out of scope. A good challenge prevents endless discussions and steers teams toward building.

Choose format and duration

Three to four hours is often enough for ideas and choices. One day is usually ideal for ideas plus prototypes. Two days is particularly suitable for technical prototypes or data issues, but only if you organize guidance and follow-up well.

Define roles and clarify ownership

Without roles, things get messy. Define at least these roles: owner, facilitator, mentors, jury, and support. Also determine who will be responsible for follow-up after the event. This will determine whether the output actually flows through.

Arrange the basics

Make sure teams can start right away. Think about space or online setup, stable internet, access to tools and data, and one central place where all output ends up. If people still have to set up accounts during the hackathon, you’ll lose momentum.

Work with rhythm and fixed check-ins

The session runs at a fast pace. Use short blocks with fixed moments when mentors check in. Don’t just let teams talk, but build, test, and adjust.

For a one-day session, this rhythm usually works well:

Kick off and challenge
Team formation and plan
Building and mentor check-ins
Testing and refinement
Pitches and selection
Next steps and ownership

Make assessment criteria predictable

Share in advance what you will be assessing. For example, impact, feasibility within 30, 60, 90 days, required resources, adoption, and risks. This will help teams build in a focused way and make the outcome easier to accept.

Focus on concrete output

Don’t just let teams present. Also ask for something testable and a next step. Think of a simple prototype, the biggest assumptions, and a short test plan for the coming week.

Schedule follow-up as a fixed appointment

The real value lies after the session. Share all output and decisions within 24 hours. Within 7 days, choose which ideas will proceed, assign an owner, and plan the first sprint or experiment. Within 30 days, show what has been built or learned, even if something stops. This keeps it credible and ensures that people will join in again next time.

Hackathon sample program (download)

Organizing a hackathon often sounds simple, but in practice, it’s the details that go wrong. The challenge is too broad, roles are not clearly defined, or there is no clear follow-up. The result is a day full of energy, but with little output that you can actually use.

That’s why we’ve created a comprehensive sample program that you can download as a template. It’s a ready-made blueprint with time blocks, goals for each part, expected output, and tips for the organizer. All you have to do is adapt it to your situation.

This template saves you time, prevents confusion, and increases the chance that ideas will actually be taken further after the hackathon. Download the program below and use it as a roadmap for a hackathon with visible results.

Download the Hackathon sample program

For members only | Get instant access to the Hackathon sample program plus unlimited access to 1,200+ expert articles and tools. Explore Membership Options

Practical example: an internal hackathon

An SME organization notices that cooperation between the various departments is becoming increasingly difficult and that there is a feeling that people are working at cross purposes.

Employees often complain that emails are answered late or not at all and that important information is often difficult to find. Normally, in a similar situation, new agreements and working methods would be drawn up by management. All employees would then have to adopt these without any input of their own.

The management team meets and decides on a different approach. Instead of making a decision themselves, they organize an internal hackathon lasting one full working day. Employees from different departments are invited to work together on one central question: how can we improve collaboration and information exchange between our departments? Lunch is provided during the day, and snacks and drinks are available throughout. This is done to create a relaxed and open atmosphere.

During the organized session, mixed teams consisting of people with different qualities and backgrounds work together. This allows for more innovative solutions to emerge compared to teams that all have the same function and/or background. Teams can share different experiences that influence the issue at hand.

At the end of the day, the findings are presented to the other teams. Management then works with the teams to choose the best solutions. At the end of the day, it is unanimously decided that certain agreements on email response times will take effect and that there will be a single fixed channel for sharing important information.

What did the hackathon achieve?

Immediate results

The session immediately yielded practical solutions. Emails are answered more quickly, information is easier to find, and departments have made clear agreements about collaboration.

Indirect results

Employees feel more heard and involved in the organization. Because they themselves have contributed ideas for the solutions, they take responsibility and make an extra effort to ensure proper implementation. This increases motivation, collaboration, and the sense of ownership in the long term.

Why good guidance is important

This working method gives participants a lot of creative freedom, but without structure, ideas can quickly remain vague or get lost. That is why good guidance is very important.

The supervisors must ensure that teams remain focused by walking around and asking questions to encourage further thinking and helping when participants get stuck.

They can also help structure ideas and ensure that the solutions are concrete enough to be implemented later. A clear assignment and concluding presentations or feedback rounds help to make the hackathon focused and valuable. This not only brings out creativity, but also produces truly useful results.

Pitfalls and tips for a successful hackathon

In most cases, this working method ensures that an assignment is tackled with a lot of energy and creativity. However, there are a number of things to keep in mind.

Sometimes good ideas are not developed further after the hackathon and are left untouched. This is a shame and can also have a negative impact on the participants. They feel that their ideas have not been heard, which will have a negative effect on their involvement in future collaborations or possible hackathons.

Furthermore, the goal must also be clear, otherwise the teams may still work at cross-purposes and the ideas remain vague. A hackathon session takes time and energy, and without a clear structure or good guidance, it can quickly become chaotic and participants lose focus and sight of the bigger picture.

For a hackathon to run smoothly, it is important that the assignment is clear and that everyone knows what is expected. Teams with people from different departments or backgrounds provide new ideas and insights. Give participants the space to try things out and make mistakes. That actually helps them to be creative. It is also very important that ideas are taken up after the hackathon. That way, it doesn’t just remain a fun moment, but real results are achieved.

In this way, a hackathon not only generates new ideas, but also makes participants feel heard and involved. They see that their work really matters, which makes the process valuable for everyone.

Why a hackathon works so well for teams and organizations

A hackathon works well because it temporarily takes people out of their daily routines. Normally, problems are often discussed in meetings or via email, leaving little room for experimentation. It also often takes a long time for something to get off the ground this way. During a hackathon, one issue takes center stage and everyone is given the opportunity to actively contribute their ideas, regardless of their position or department.

The combination of time pressure and collaboration ensures that teams make decisions faster and get down to work. Because making mistakes is accepted and experimentation is encouraged, participants feel freer to share ideas. This often leads to surprising and practical solutions that are less likely to arise in everyday work.

Furthermore, a hackathon also has a significant effect on the people who participate. By working in small and diverse teams, colleagues get to know each other better. This strengthens collaboration and communication, even after the session. Participants feel that their ideas are taken seriously and that their contribution has a real impact on the organization.

Because employees themselves contribute to solutions, they feel more responsible for their implementation. This increases their sense of ownership and motivation. The result is not only a solution to the problem, but also stronger teams and a more positive working atmosphere within the organization.

In summary

A hackathon is an energetic and practical way to solve problems together. Taking a break from daily work allows new ideas to emerge and makes collaboration easier. Participants feel heard, take responsibility, and see that their contribution really makes a difference.

If a hackathon is well supervised and the results are followed up, it not only produces concrete solutions, but also increases everyone’s involvement and motivation. In this way, it helps teams to work better together and organizations to become more agile and creative.

Recommended books and articles about hackathons

Hackathons give you a clear way to quickly refine ideas and build something that works together. These books and articles show why this is so beneficial: the structure helps you focus, collaborate, and break through barriers creatively. You will discover how to use a hackathon to arrive at solutions that really make a difference more quickly. It gives you a framework for organizing complexity and taking concrete steps toward results.

Astudillo, M. R., & Tello, I. (2020). Toward a hackathon success model: Empirical evidence from university hackathons. Journal of Information Systems Education, 31(2), 112–124. → Analyzes factors that contribute to successful hackathons and provides empirical evidence from educational contexts.
Briscoe, G., & Mulligan, C. (2014). Digital Innovation: The Hackathon Phenomenon. New York, NY: Springer. → Examines the emergence of hackathons and their impact on digital innovation and collaborative creation.
Briscoe, G., & Mulligan, C. (2014). Accelerating innovation with hackathons. Journal of Innovation Management, 2(3), 47–56. → Examines how hackathons can promote innovation within organizations and communities.
Brown, T. (2009). Change by Design: How Design Thinking Creates New Alternatives for Business and Society. New York, NY: HarperBusiness. → Describes the principles of design thinking that are directly applicable to designing and facilitating hackathons.
Gasco, P., & Llopis, J. (2017). Hackathons: Bridging entrepreneurial learning and innovation. International Journal of Entrepreneurship and Small Business, 33(4), 456–475. → Places hackathons within entrepreneurial education and innovation learning.
Horton, S. (2015). Design Thinking for Strategic Innovation. New York, NY: Columbia University Press. → Provides tools for combining creative thinking with strategic objectives; relevant to hackathon planning.
Komssi, M., Pichlis, D., Raatikainen, M., Kindström, K., & Jarvinen, J. (2015). What are hackathons for? IEEE Software, 32(5), 60–67. → Widely cited research that examines various goals behind hackathons: from social innovation to technical development.
Lodato, T. J., & DiSalvo, C. (2020). Issue-centric participation in learning community hackathons. Computer Supported Cooperative Work, 29(1), 87–113. → Focuses on the social and learning aspects of hackathons and how they encourage participation.
Niehaus, J., & Thompson, G. N. (2017). Hackathon Success Handbook. Boston, MA: Innovation Press. → Practical guide with methods, frameworks, and examples of successful hackathons in various sectors.
Noessel, C. (2017). A Pattern Language for Hackathons: A Guide to Long-Term Impact Through Short-Term Events. Cambridge, MA: MIT Press. → Offers a pattern approach to designing hackathons that have maximum impact on participants and organizations.
Nurrohmah, D., & Prabowo, A. (2022). Hackathon as a tool for digital transformation: A review. Journal of Technology and Innovation, 45(1), 23–38. → Systematic review of hackathon applications in digital transformation contexts.
Petriglieri, G. (2020). Leading Innovation: Hackathons as Catalysts for Change. London, UK: Routledge. → Shows how hackathons can function as drivers for cultural change and innovation in organizations.
Sarvari, H. A., & Albers, A. (2023). Measuring engagement and outputs in corporate hackathons. Journal of Business Research, 150, 122–134. → Investigates how engagement and outcomes of hackathons can be measured for organizational value.
Thompson, M., & Boyle, T. (2019). Collaborative Creativity: A Practice Guide. London, UK: Bloomsbury. → Explains how collaboration and creativity come together, with direct applicability to hackathon formats and teamwork.

Citation for this article:
Jimmink, J. (2026). Hackathon. Retrieved [insert date] from Toolshero: https://www.toolshero.com/creativity/hackathon/

Original publication date: January 27, 2026 | Last update: May 14, 2026

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Article by:

Job Jimmink

Job Jimmink is Content Manager at Toolshero. He focuses on writing articles and conducting research into management and strategy theories. He also studies at Rotterdam University of Applied Sciences (HES), where he further develops his project management and problem-solving skills. His specific interests lie in procurement management and strategy.