Learning Launch

Challenge

As a member of ATM support team in an IT department of my organizations, our challenge is to  improve the workflow (activities and projects) within the team in order to increase ATM uptime channel  and its availabilities to customers. The project scope includes the ATM uptime in the department  composed of five employees, as well as the network team, with whom we work closely. The project is  limited to ATM uptime with available resources (i.e., budget and employee time). The project should not  exceed 60 business days and the solution should include an even distribution of working hours amongst  the team members. We will focus on trying to uncover the technical issue in the team, as well as key  stakeholders within the IT department, consider to be ineffective or problematic with regard to ATM  downtime and technicality of fixing the problem.

Selection

Our team has gone through various design thinking innovation activities/tools, so we are ready to try  the learning launch tool. The learning launch is an experimental tools meant to quickly test an idea and  prototype of the project that will increase ATM uptime and generate income to the organization.

Application

The first learning launch, we focused on restructuring of our ATM management tools and system. In  particular, we wanted to see if we could restructure our ATM monitoring tools, projects and processes  of managing our work (e.g., response time, rate of break down, the brand of ATM, age of the machine,  etc.) in an effort to become more agile in the support and management of the machine This test our  assumption that restructuring of our ATM management is the main causes of our workflow challenge.  Our team went through a three-day training with the technical partner. These t sessions occurred within  a week. We expected to produce a document with a clear description of our new module of structure,  the second learning launch, we focused on gaining clarity about our tasks and priorities in handle the  technicality of the project that will increase ATM performance. This test our assumption that our priority  was wear and tear of spare part which is the main cause of our workflow challenge. Our team  completed a value chain spare part partner that will make the worn-out part available. We shared a new  proposed structure of ATM management workflow to the stakeholder to understand the process and  priority of the task. With this, some change were carryout.

Insight

Applying the learning launch tool, our team identified our assumptions and designed launches to test  these assumptions. We thought through anticipated results, expecting to find that a more agile  approach would improve our workflow, and that both our team and the key stakeholders would be fairly  open to the new priority tasks and process. Our actual results were slightly same with what we  anticipated. While our team was open to the priority of tasks and process, the key stakeholders in the  team and IT department expressed some concerns. Moving forward, our team will review this insight  and incorporate it into future launch designs. The ongoing incorporation of insight is particularly  important at this stage, as launches come before the final deployment of the solution in the design  thinking timeline.

Approach

Given that our team has gone through various design thinking innovation activities/tools and are at this  stage in the timeline, the learning launch is the appropriate too for the taskl. Future launch designs  should reflect insight gained, progress made, and come closer to a compelling solution ready for  deployment.

