LEARNING LAUNCH TOOL – FINAL ASSIGNEMENT –Carmen Perez

Challenge

The challenge I present is a real project that we are going to apply the method of Design  Thinking in its different phases. Our users are employees in several countries in the same  company.  We have offer them Learning mindset initiatives & activities in order to promote  Learning mindset in whole company

At the beginning of this phase of the project, we had seven prototypes to test in different  countries each prototype was very different in terms of: approach, methods, cost and contents

With these seven different prototypes, we should determine which worked and which did not,  and for those who worked what and how they should be improved.

Selection

With the range of possible proposals, our objective at this stage was to determine which were  valid and could finally be real solutions to improve learning mindset in different countries

Each country is very different with not similar status regarding learning mindset, we had to see  if one product was enough to give as a solution or we would validate different from them.

Learning Launch, the tool is the best way to perform this test because we had groups of  employees in different countries to whom we could perform testing of prototypes.

Application

The first learning launch was made with a group of 35 employees (20men / 15 women) of  different ages, different positions (Managers and not Managers), and different countries.

We arranged a meeting in which each employees  was provided with a toolkit  with 7 different  prototypes models with detailed explanation regarding each initiative,

In this phase, we accompany these employees throughout the process, so questions or doubts  could be solved. This test phase lasted a month. At the end of the month, we held a meeting  with 35 employees to obtain feedback from each of them.

The conclusion of this first learning launch was to dismiss two prototypes and make  improvements in the remaining five.

We made a second learning launch with improved prototypes with another group of  employees following the same process as before. At the end of the round, with the feedback  obtained we refined the prototypes.

Finally we considered a third learning launch with employees who were in the initial phase of  introducing the project, they did the different prototypes activities during 1 month and after  with the changes. At the end of this stage, we got confirmation of four prototypes fully  validated in terms of way to implement as part of a Learning Mindset toolkit.

Insights

At the beginning of the Learning Launch process, we were unclear of how many rounds of  testing would be required. The application of the same process gave us the key. In the meeting  with employees and local hr. representative held at the end of the first learning launch, we  gave the first clue of the prototypes to be dismissed; they did not meet the functionality that  should be required. In the second learning launch we tested the refined prototypes and got  further feedback with improvements to be made. At the end of the third learning launch, we  got four validated prototypes.

Approach

After the second learning launch, we did not give the phase concluded, because we questioned  what would happen to new learning activities. Previous learning launch were conducted with  employees  who had had time  gave us the insight that t to how to carry and less open minded  for introducing different ways of learning. This gave us the key to the need for a third learning  launch with other employees because we made assumptions that  we had to contrast. Future  learning launch should get all range of different users from the beginning.

