Reflection – New Department over Learning Launch

Challenge

I am a member of an online EdTech department and our challenge is to improve the educational  experience and conceptual understanding of overall syllabus given to students. Hence improvisation  of workflow within the department in order to solve issues of specific customers and validating with  increment in sales to all kinds of service offered in the online channel and to spend marketing  budgets on the right campaigns. Among project scopes , it includes the marketing department , as  well as the larger mentoring department along with finance and logistics department also the  backend content team with IT department, around whom we work closely. The renewals team to be  inculcated in this distribution of experimental project under management guidelines . The project  should not exceed 30 business days and the solution should include an even distribution of job roles  and smooth transition of mentoring services along working hours amongst the team members. New  team’s purpose for extra services are to be monitored in order to proceed with introduction of other  special service to customers.

Selection

Our firm has already gone through several design thinking tools in order to reciprocate the new  services , so we will enhance services once experiencing the learning launch tool. Considering this,  the learning launch is an experiment meant to quickly test an idea and prototype.

Application

For the company’s goal first learning launch, we focused on the execution of our online mentoring  and marketing tasks. In particular, to see if we could structure our leads, projects, and processes to  adapt the methods of scrum project management for all our departments including all procedural  work related headings to each and every stakeholder of the organization to become more agile. This  tested our assumption that the structure and execution were the main causes of our workflow  challenge. Our team went through a training which lasted for a fortnight with a many Scrum project  management coaches. Later, we went through various workshops to structure our tasks and  processes as to which activities to be added in a way to understand for the next department to take  over the previous work and pushing the company’s motto towards renewals of our valued  customers in a more agile way. These two sessions occurred within in a one week timeframe over  few demo conversations with customers and interactions held to handling various case scenarios. All  the above mentioned were put forth in a manual for the team to access and implement the  guidelines as experienced by previous mentors and notes or tasks to be added in the same for  further reference .

For our second learning launch, we focused on gaining clarity about our priorities to sort the evasive  customers over easy prospects for our organization . This tested our assumption that our  prioritization of tasks was the main cause of our workflow challenge. Our team completed a detailed  survey of two types of customers interested due to no issues or not interested as not been given  high preference to resolve as soon as possible possibly a cause of not smooth transitions happening  in the inter departments. Additionally, few other stakeholders from the business development  department and mentoring associates also completed an anonymous survey. The surveys included  questions about the new, proposed process, understanding the process and the prioritization of  tasks, and acceptance of the change, and were conducted within a two week timeframe.

Insight

By applying the learning launch tool, our team identified our assumptions and behavioural pattern of  customers on which to prioritize more and urgent need of mentoring or monitoring required by  departments to convert them into other prospects of our business perhaps designed launches to  test these assumptions. Furthermore, we went through anticipated survey and test results,  expecting to find that a more agile approach would be fit for our workflow, and that both our team  and the key stakeholders involved in all departments and direct point of contact to customers would  be following the new prioritization of tasks and process. Our actual results were slightly different  from what we anticipated. While our team was looking forward to few changes as to distribute the  workload and pressure of finding out the cause of trouble and resolving the issue to the  prioritization of tasks and process, the key stakeholders in the larger marketing department and IT  department expressed some concerns. Moving forward, our team will approve the approach  towards the case scenario taught and experienced by the review of this insight and inculcate it into  future launch designs by collating with past mentoring and transition of providing mutually  benefitting services .

Approach

Given that our several departments and new renewals team has already gone through various  design thinking tools and at this stage of launching or experimenting new phase of department in  order to articulate the problems of customer and define to the committed promises of best  mentoring services of students in our EdTech, the learning launch is the appropriate tool. As earlier  taught , our team needs to review the new changes and efficient bridging of all departments by  launching this new one has been achieved by our first two launches and implement this into future  launch designs. Upcoming business needs to be overlooked by our past launch designs and ways of  experimenting of innovation towards our better revenue and potential customers for renewal  prospects.

