Example Reflection – Launching the learning tool

Challenge: Ideation and experimentation of hypothesis was quite an interesting experience for me,  whilst leading and working on a digital transformation program for a marquee client within the Telco  sector.

To remain competitive in the rapid-paced digital world and prevent erosion of their existing customer  base due to tariff wars, our client partnered with us on their journey towards digital transformation.

Through a rapid solutions environment and running a series of hackathons by mapping the customer  journeys and applied innovation, we generated disruptive and bold ideas on building multiple variations  of a self-serve digital platform to provide their customers with a frictionless and enhanced experience.

Since our ideas were based on an inside-out approach, it was imperative for us to test our hypothesis  through experimentation and ensure that we neutralized our confirmation bias through a pragmatic  approach.

As a logical starting point, we put together a multi-function crack team with a diverse range of skills  comprising of sales manager, digital marketeer, management consultant, solution architect, sector  domain consultant, full-stack digital engineer and an alliance partner who would help us with our cognitive  biases.

Selection: We followed a tradition approach of building a set of minimal viable protypes MVPs with  different variations and simulations that would help the client envision their future business model

Our experimental learning launch of the MVP was intended to search if our hypothesis of a self-serve  digital platform would help the client to that could allow the client to surmount the challenge of silent  churn and build in customer loyalty.

Application: As part of our experimentation, we launched the platform at one of their subsidiaries that  had a smaller base of their overall customer set; but was fast emerging as a hotspot of a tariff war with a  lot of new entrants offering lucrative plans for data and voice.

This tested our assumption of offering the flexibility to customers to choose their plans based on their  needs as well as consume them as per their choices, as opposed to providing fixed rental plans that was  leading to our client’s competitors stealing away their business.

The MVP was soft launched in the market as promotional platform and targeting existing and new sets of  clients through a digital format of self-service mode. This mode of launch was intended to test the digital  appetite of the customer base and their ability to change from the traditional mode of visiting retail  outlets – and in turn provide our customer with a competitive advantage. We also captured feedback  from clients on their experience, aspirations, needs and requirements in order to tailor plans in the future.

Insights: Through experimentation of our MVP in the soft-launch mode, our team identified a series of  useful insights that we had built into the MVP as well as from the data captured from the clients through  the forms. Our actual results were a mixed bag comprising of a boost in sales from the student population

and office going younger generation who were digitally more-savvy as opposed to older generation who  were accustomed to the traditional format of recharging or buying new plans from the retail outlets. The  other interesting insight was our client was able to attract new customers through a faster go-to-market  approach and had reduced rate of silent churn during the soft-launch phase. There were a series of new  learnings, approaches, tweaks and design changes that we derived from the soft-launch phase and would  need to be suitably incorporated into the design phase using the “So What” approach to eliminate further  confirming biases from this experiment.

Approach: The learning soft launch proved to be extremely insightful and impactful for us to derive key  learnings and make the necessary tweaks in our build plans. Results could have been encouraging and we  could have made a bigger impact through experimentation if we had adopted a logical phased approach  and further including options from the skeptic such as digital kiosks, e-sims - as opposed to going with a  ‘one size fits’ digital approach.

Deriving learnings from here, we could have worked through strongly with our alliance partner as a key  skeptic within the group on building these product features as well as on disconfirming facts with our  client stakeholders on the next hypothesis before commissioning the full roll out of the platform.


Example Reflection – Launching the learning tool Challenge : Ideation and experimentation of hypothesis was quite an interesting experience for me , whilst leading and working on a digital transformation program for a marquee client within the Telco sector . To remain competitive in the rapid - paced digital world and prevent erosion of their existing customer base due to tariff wars , our client partnered with us on their journey towards digital transformation . Through a rapid solutions environment and running a series of hackathons by mapping the customer journeys and applied innovation , we generated disruptive and bold ideas on building multiple variations of a self - serve digital platform to provide their customers with a frictionless and enhanced experience . Since our ideas were based on an inside - out approach , it was imperative for us to test our hypothesis through experimentation and ensure that we neutralized our confirmation bias through a pragmatic approach . As a logical starting point , we put together a multi - function crack team with a diverse range of skills comprising of sales manager , digital marketeer , management consultant , solution architect , sector domain consultant , full - stack digital engineer and an alliance partner who would help us with our cognitive biases . Selection : We followed a tradition approach of building a set of minimal viable protypes MVPs with different variations and simulations that would help the client envision their future business model Our experimental learning launch of the MVP was intended to search if our hypothesis of a self - serve digital platform would help the client to that could allow the client to surmount the challenge of silent churn and build in customer loyalty . Application : As part of our experimentation , we launched the platform at one of their subsidiaries that had a smaller base of their overall customer set ; but was fast emerging as a hotspot of a tariff war with a lot of new entrants offering lucrative plans for data and voice . This tested our assumption of offering the flexibility to customers to choose their plans based on their needs as well as consume them as per their choices , as opposed to providing fixed rental plans that was leading to our client ’s competitors stealing away their business . The MVP was soft launched in the market as promotional platform and targeting existing and new sets of clients through a digital format of self - service mode . This mode of launch was intended to test the digital appetite of the customer base and their ability to change from the traditional mode of visiting retail outlets – and in turn provide our customer with a competitive advantage . We also captured feedback from clients on their experience , aspirations , needs and requirements in order to tailor plans in the future . Insights : Through experimentation of our MVP in the soft - launch mode , our team identified a series of useful insights that we had built into the MVP as well as from the data captured from the clients through the forms . Our actual results were a mixed bag comprising of a boost in sales from the student population and office going younger generation who were digitally more - savvy as opposed to older generation who were accustomed to the traditional format of recharging or buying new plans from the retail outlets . The other interesting insight was our client was able to attract new customers through a faster go - to - market approach and had reduced rate of silent churn during the soft - launch phase . There were a series of new learnings , approaches , tweaks and design changes that we derived from the soft - launch phase and would need to be suitably incorporated into the design phase using the “ So What ” approach to eliminate further confirming biases from this experiment . Approach : The learning soft launch proved to be extremely insightful and impactful for us to derive key learnings and make the necessary tweaks in our build plans . Results could have been encouraging and we could have made a bigger impact through experimentation if we had adopted a logical phased approach and further including options from the skeptic such as digital kiosks , e - sims - as opposed to going with a ‘ one size fits ’ digital approach . Deriving learnings from here , we could have worked through strongly with our alliance partner as a key skeptic within the group on building these product features as well as on disconfirming facts with our client stakeholders on the next hypothesis before commissioning the full roll out of the platform .