REFLECTION-LEARNING LAUNCH

Challenge

I am a member of my Bank’s online unit and my/our challenge is to enhance the functionality (activities  and projects) within the unit so as to increase sales in the online platform and spend marketing budgets  on the right crusade. The project scope involves the online marketing unit comprised twelve employees,  and the larger marketing unit and in collaboration with our information technology department. The  project is restricted to internal resources. The project should be executed within 27 working days and  the solution includes uniform distribution of working hours amongst the unit members. We will target  on trying to unravel what our team members, major stakeholders within the larger marketing unit and IT  department, observe to be unsuccessful in respect to the workflow.

Selection

Our team has completed numerous design thinking/tools, so we are set to try the learning launch tool.  The learning launch is an experiment meant to swiftly test a concept and model.

Application

Our first learning launch targeted on the building/execution of our online marketing jobs. Specifically,  we wanted to see if we could build our jobs, projects and procedures to a suitable methods of  framework project management for our tasks (e.g., seminars, meetings, reviews etc.) for us to move  quickly. This tested our hypothesis that the structure and execution were the cause or issues of our  workflow challenge. Our team attended three-day training with a project instructor. We equally  underwent six seminars to structure our jobs and procedures in a more effective manner. These sessions  happened in two weeks’ timeline. We expected to come up with a document of unambiguous  description of our fresh, more detailed procedure/workflow.

Our second learning launch, we focused on attaining transparency about our tasks and preferences. This  tested our hypothesis that our preference of tasks was the cause of our workflow challenge. Our unit  concluded impersonal survey. Six major stakeholders from the larger marketing unit and information  technology department also concluded impersonal survey. The surveys comprised questions about new,  presented procedure, comprehending the procedure and the preference of jobs, and feelings about the  change, and were conducted in seven days as the timeline.

Insight

By applying the learning launch tool, our team discovered our hypothesis and designed launches to test  these hypotheses. Furthermore, we pondered over the expected results, waiting to see a more supple  approach would enhance our workflow, and both our unit and stakeholders would be reasonably  exposed to the new preference of jobs and procedure. Our main results were a bit different from what  we expected: while our team/unit was opened to the preference of jobs and procedure, the major  stakeholders in the larger marketing unit and information technology extracted some concerns.

Subsequently, our team will review this insight and integrate it into future launch designs. The  integration is germane at this moment, as launches come before a full deployment in the design thinking  timeframe.

Approach

Having seen that our team has concluded numerous design thinking activities/tools and are this stage in  the timeframe, the learning launch is the correct tool. As earlier stated, out team is required to review  the insight gathered from our first two launches and integrate this insight into future launch designs.  Future launch designs should reflect insight gained, progress made, and come closer to a captivating  solution ready for full deployment.

