Example Reflection – Learning

Launch

Challenge    I am a member of my organization which is basically a community named as ELS.  This community scope includes the various departments in terms of events and engagements,  new initiatives and activities, social media and public relations, sponsorships and collaborations,  digital and creative services, CSR initiatives, membership drive which is composed of 15  members with whom we work closely. The community was started before some couple of  months. The solemnly challenge for the community is to gather crowd and happenings and  create awareness within the people from different industries to take the leverage out from this  platform and Linkedin. Basically our challenge is to improve the workflow (activities and  projects) within the community in order to increase awareness and followers in the online  channel and to do various successful events and workshops.      Selection    Our team has already gone through several design thinking activities/tools. So, we are ready  to try the learning launch tool. Broadly speaking, the learning launch is an experiment meant  to quickly test an idea and prototype with respective consequences.    Application    For our first learning launch, In lieu of marketing we focused on creating good contents,  organizing successful webinars with renowned people, reaching and surveyed every maximum  people insights, catapulted many events and activities. In particular, we wanted to see if we  could structure our tasks, projects, and processes to adapt the methods of change and about  news things we can bring to be in limelight and be more agile. This tested our assumption that  the structure of management, deadlines and engagement were the main causes of our  workflow challenge. Our team went through proper plannings with multiple online meetings with  our members with some good mentors and a good two way interactions. Next, we went through  our planned and activities to structure our tasks and processes in a more candid way. These  whole sessions occurred within two-weeks timeframe. We expected to produce a plans  and  activity with a clear description of our new processes/workflow to keep everything occupied and  engaged.    For our second learning launch, we focused on spreading awareness about our tasks and  priorities. This tested our assumption that our prioritization of tasks and deadline was the main  challenge to tackle it in a more effective way. Our team completed long meetings which were  happened once in a week within four-week timeframe. The meetings included questions about  our new, proposed process, understanding the process and the prioritization of tasks, and  feelings about the change with requisite deadlines.    Insight    By applying the learning launch tool, our team identified our assumptions and designed  launches to test these assumptions. Additionally we thought through our prepared results with  our approached flowcharts expecting to find that a more realistic approach would improve our  workflow, and that both our team would be fairly open to the new prioritization of tasks and  process. Our actual results were slightly different from what we anticipated: while our team was  open to the prioritization of tasks and process, the members from events and engagements,  new initiatives and activities, social media and public relations gave their perspective concerns.  Moving forward, our team will review this insight and incorporate it into future launch designs.

Approach    Given that our team has already gone through several design thinking activities/tools and are at  this stage in the timeline, the learning launch is the appropriate tool. As previously mentioned,  our team needs to review the insight gained from the respective launches with many  approached flowcharts and incorporate this insight into future launch designs. Future launch  designs should reflect engagements, progress made, and come closer to a compelling solution  ready for full rollout.

