Challenge:

I am an advisor to a small company that specializes in software for non-clinical medical applications  software. They have suffered from several years of low growth focusing ostensibly on their main line  product. The founder has been frustrated with this and had a new idea but after many years of doing  the same thing, but was struggling with where to start. The initial approach was to consider building the  concept and use the process of Minimally Viable Product (MVP) to iterate to a successful product. This is  similar to what the company did when founded. However, I shared with him the concept of using Design  Thinking with the MVP process to reduce the number of expensive design iterations and focus less on  construction and more on a more structured problem-solution path using the Design Thinking approach.  I explained that if your MVP is way off target you may either incorrectly abandon the idea through poor  results, or even iterate to a less effective solution in the mistaken belief that you are meeting a broad  need in a small market. Further, we needed to find a better way for his team who would implement the  solution to understand, to better visualize this new opportunity.

Selection:

The team applied the basic principles of Design Thinking to start the journey by first creating some  simple visual artifacts to illustrate why the current situation is unsatisfactory, the issues and  consequences.  We collected data and input to support this effort including disease state data from the  various specialist medical societies, as well as population statistics. We enlisted the help of several  societies as part of this process as potential stakeholders, as well as several interested Physicians who  recognize the opportunity to significantly improve patient education.  We are now at the stage to use  learning launch to test the product concept with real users in the market place.

Application:

Learning launch for a company that specializes in online learning is actually a new experience for the  team.  Building a minimalistic prototype using off the shelf tools was easy for the team once they had a  clear idea of what was needed.  They were also able to enlist expert feedback during this lightweight  process to give further guidance. The team met weekly with these expert stakeholders to obtain  feedback, ask questions, and learn about each part of the product interface as it was constructed.  Although the team does not claim to use Agile, the approach of incremental construction is broadly  similar with specific milestones, reviews and feedback applied to keep the team engaged and connected  to the application space.

From the first Learning Launch the team immediately gained insights into the challenges of non- computer literate users have following instructions. Realization that common UI elements that are  learned and understood by regular users do not apply to older customers who do not use these product  was key feedback in the update of the prototype.

The original prototype has been significantly reworked. One improvement made has been to track the  user interactions with the product in greater detail, and not to rely solely on remote post utilization  survey’s which are not always completed. We are now using anonymized data (with customer consent)  in this second Learning Launch to continuously analyze and time spent in each section relative to various  groups has been a particular focus.

Insight:

The Learning Launch has accelerated product improvement through early customer interaction, and also  led to a reduction in proposed future features that were thought to be necessary.  The team has found  that ruthless simplicity, and focus on the core need is driving better customer outcomes in using the  product. The Learning Launch is close to completion at this stage, and the product road map has been  significantly collapsed as we have discovered the need is better served by less options and greater  simplicity.  Learning Launch gave early feedback and prevented waste effort in providing features and  attributes that to date the customer does not appear to need.

Design Thinking has driven change in this organization from better communication and early  understanding of the problem domain space, through the formulation of potential solutions to the  Learning Launch of a simple and effective idea. Financially it has reduced wasted investment, and driven  early sales interest in the product allowing the company to start expanding its portfolio with a  compelling, and competitive product that looks to eclipse their original business.

Approach:

This small team started looking to do things differently with this new business opportunity. Elements of  Design Thinking were used to drive a more targeted starting point for their MVPs. While the Learning  Launch was used to better understand the user and to feedforward the learning into successive  iterations of the product.

Insight & Approach:

We started this journey by first creating some simple visual artifacts to illustrate why the current  situation is unsatisfactory, the issues and consequences.  We used clip art, photographs and simple high- level workflow model to show the current care pathway, and multiple decision points required by the  patient. We are in the process of data collection to support this effort including disease state data from  the various specialist medical societies, as well as population statistics. We have also enlisted the help of  several societies as part of this process as potential stakeholders, as well as several interested Physicians  who recognize the opportunity to significantly improve patient education.

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Challenge : I am an advisor to a small company that specializes in software for non - clinical medical applications software . They have suffered from several years of low growth focusing ostensibly on their main line product . The founder has been frustrated with this and had a new idea but after many years of doing the same thing , but was struggling with where to start . The initial approach was to consider building the concept and use the process of Minimally Viable Product ( MVP ) to iterate to a successful product . This is similar to what the company did when founded . However , I shared with him the concept of using Design Thinking with the MVP process to reduce the number of expensive design iterations and focus less on construction and more on a more structured problem - solution path using the Design Thinking approach . I explained that if your MVP is way off target you may either incorrectly abandon the idea through poor results , or even iterate to a less effective solution in the mistaken belief that you are meeting a broad need in a small market . Further , we needed to find a better way for his team who would implement the solution to understand , to better visualize this new opportunity . Selection : The team applied the basic principles of Design Thinking to start the journey by first creating some simple visual artifacts to illustrate why the current situation is unsatisfactory , the issues and consequences . We collected data and input to support this effort including disease state data from the various specialist medical societies , as well as population statistics . We enlisted the help of several societies as part of this process as potential stakeholders , as well as several interested Physicians who recognize the opportunity to significantly improve patient education . We are now at the stage to use learning launch to test the product concept with real users in the market place . Application : Learning launch for a company that specializes in online learning is actually a new experience for the team . Building a minimalistic prototype using off the shelf tools was easy for the team once they had a clear idea of what was needed . They were also able to enlist expert feedback during this lightweight process to give further guidance . The team met weekly with these expert stakeholders to obtain feedback , ask questions , and learn about each part of the product interface as it was constructed . Although the team does not claim to use Agile , the approach of incremental construction is broadly similar with specific milestones , reviews and feedback applied to keep the team engaged and connected to the application space . From the first Learning Launch the team immediately gained insights into the challenges of non- computer literate users have following instructions . Realization that common UI elements that are learned and understood by regular users do not apply to older customers who do not use these product was key feedback in the update of the prototype . The original prototype has been significantly reworked . One improvement made has been to track the user interactions with the product in greater detail , and not to rely solely on remote post utilization survey ’s which are not always completed . We are now using anonymized data ( with customer consent ) in this second Learning Launch to continuously analyze and time spent in each section relative to various groups has been a particular focus . Insight : The Learning Launch has accelerated product improvement through early customer interaction , and also led to a reduction in proposed future features that were thought to be necessary . The team has found that ruthless simplicity , and focus on the core need is driving better customer outcomes in using the product . The Learning Launch is close to completion at this stage , and the product road map has been significantly collapsed as we have discovered the need is better served by less options and greater simplicity . Learning Launch gave early feedback and prevented waste effort in providing features and attributes that to date the customer does not appear to need . Design Thinking has driven change in this organization from better communication and early understanding of the problem domain space , through the formulation of potential solutions to the Learning Launch of a simple and effective idea . Financially it has reduced wasted investment , and driven early sales interest in the product allowing the company to start expanding its portfolio with a compelling , and competitive product that looks to eclipse their original business . Approach : This small team started looking to do things differently with this new business opportunity . Elements of Design Thinking were used to drive a more targeted starting point for their MVPs . While the Learning Launch was used to better understand the user and to feedforward the learning into successive iterations of the product . Insight & Approach : We started this journey by first creating some simple visual artifacts to illustrate why the current situation is unsatisfactory , the issues and consequences . We used clip art , photographs and simple high- level workflow model to show the current care pathway , and multiple decision points required by the patient . We are in the process of data collection to support this effort including disease state data from the various specialist medical societies , as well as population statistics . We have also enlisted the help of several societies as part of this process as potential stakeholders , as well as several interested Physicians who recognize the opportunity to significantly improve patient education . WE have