Learning Launch – Location Identification Breakdown-Service

Challenge

Managing the truck breakdown-service for fleets of a big OEM we face the challenge of identifying  the exact location of the breakdown. For the time being the driver must call the hotline and telling  the call center agent the exact location. Problems that occur among others are waiting loops during  peak-time, language barriers and difficulties to exactly describe the actual location. The challenge  remains, reduces the time a truck stands idle.

Selection

In a brainstorming session with participants from different disciplines we developed an idea on how  to easily and efficiently identify the location of a breakdown. The final idea for a prototype was a  sms-link that would be sent to the driver in case of a breakdown, which in return the driver simply  would need to confirm in order to transmit his location. The hypothesis of the team was that this is  be a very simple solution that could be easily used by drivers, quickly implemented and furthermore  would be very cost efficient. The main target was to reduce the time for identifying the exact  location significantly. We also selected this hands-on approach as we knew that if we were following  the internal rules for IT-development it would be extremely time consuming, costly and many  politics and resistance involved. Our decision was to get a prototype developed by a team of  students within just 4 weeks.

Application

Already during the development phase, we started talking to three pre-selected fleets we  considered for the pilot project and furthermore included a group of dealers that were supposed to  use the prototype for managing the breakdown service. We made very clear that we wanted to use  this MVP for testing purposes and that we were relying on the feedback of fleet drivers and  operational managers on the dealer side. Most value we could add to the driver himself by giving  him peace of mind and returning to operation quicker. However, we also included other people such  as fleet owners, operational managers on the dealer side and the application developer into the  team for the learning launch. On colleague from our internal operations team was in charge to run  the learning launch and was constantly in touch with the individual team members.

Insight

There were a couple of insights so far. Starting small and fast is definitely the right approach to test  an innovation. Especially in a larger company there are many boundaries, rules and internal politics  which are a burden for any innovative approaches. In our learning launch approach, it was crucial to  inform as few people as possible in order to move forward fast. Rather than entering in endless  discussions about the idea and even worse, developing business plans and scenario analysis, we  simply did it. Regarding innovation I like the known phrase “Better beg for forgiveness than ask for  permission!” Another insight is that different stakeholders are exploring learning launches  differently. The challenge is to have the same understanding within the team which means that

empathy is crucial to support especially the more skeptical people involved and giving them  additional guidance in the process. As experienced in many projects it is extremely helpful if you can  convince the more resistant groups by actual positive results. Nothing is more convincing than  demonstrating actual facts, rather than presenting shiny power point slides.

Approach

Actually, I was rather happy with the selected approach. In a huge company like my employer it is  challenging to find the right balance between a structured process and rapid design thinking.  However, I am convinced that innovation in big companies is possible if certain disruptive  approaches are accepted. Having developed the prototype quickly was the key secret for the success  of the learning launch. One thing I would reinforce in the future is a more thorough analysis of the  “what is” situation in terms of the needs of different stakeholders. Furthermore, I agree that  personal bias is something one should not underestimate. There certainly is the risk that once you  believe that you have a great idea you will follow it strictly without accepting feedback of others. On  the other side, especially in huge organizations you also must push forward your own ideas,  otherwise they might fail in endless discussions.

