Reflection: Learning Launch

Challenge

In my fundraising organization, we have an informal process involving several departments when a  new fundraising appeal is being created and send or emailed to the targets. Depending on the  circumstances (if it’s a mail, email or phone campaign, with call to standard or online giving), the  steps and people involved vary. The solicitors who are responsible for the success of the fundraising  appeal, often miss a step or a deadline, causing unnecessary urgency or delays in production.

Selection

I have worked with the key stakeholders and identified a possibility to develop a simple appeal  request form on SharePoint, which could trigger automated notifications as appropriate based on  specific scenarios, defined by data provided on the form. It was an idea based on few most common  scenarios, involving no cost (all developed in house using existing tools). Building a complex form  and workflow would require resources we weren’t ready to commit for this unplanned project.  This low cost and effort experiment would prove if the automation would improve efficiency and  accuracy of the process for larger group of stakeholders.

Application

We have launched the simple form and notification automation to only three most frequent solicitors,  assisting them with a presentation of the tool, and observing their submission, as well as collecting  feedback of the process form them and the departments receiving the notifications.  Within one day, the experiment uncovered a scenario that was never brought up in requirements  gathering conversations, bringing to light a new aspect of the challenge. The complexity of  segmented fundraising appeals for online solicitations demonstrated a redundancy in using the  standard process of requesting a link set up by a different department – the involved parties quickly  agreed that it will be much more efficient for that one particular solicitor to independently set up their  appeal links.

Insight

What we originally saw as the challenge was not applicable in all cases, and a change to the  process in one case was needed. Using a Learning Launch was a practical way to “try”: with  everyone involved, their inputs respected and appreciated, it created a positive environment in which  a radical change in process became not only obvious, but welcome and immediately agreed on by  all parties. I see this particular breakthrough as a benefit of design thinking approach.

Approach

If I could re-do this particular project, I would apply other design thinking tools, earlier. I believe that  using mind mapping, bringing a larger group together to brainstorm about what is and what if, could  have resulted with other, possibly, better, solutions, which we then could “try: in a learning launch.


Reflection : Learning Launch Challenge In my fundraising organization , we have an informal process involving several departments when a new fundraising appeal is being created and send or emailed to the targets . Depending on the circumstances ( if it ’s a mail , email or phone campaign , with call to standard or online giving ) , the steps and people involved vary . The solicitors who are responsible for the success of the fundraising appeal , often miss a step or a deadline , causing unnecessary urgency or delays in production . Selection I have worked with the key stakeholders and identified a possibility to develop a simple appeal request form on SharePoint , which could trigger automated notifications as appropriate based on specific scenarios , defined by data provided on the form . It was an idea based on few most common scenarios , involving no cost ( all developed in house using existing tools ) . Building a complex form and workflow would require resources we were n’t ready to commit for this unplanned project . This low cost and effort experiment would prove if the automation would improve efficiency and accuracy of the process for larger group of stakeholders . Application We have launched the simple form and notification automation to only three most frequent solicitors , assisting them with a presentation of the tool , and observing their submission , as well as collecting feedback of the process form them and the departments receiving the notifications . Within one day , the experiment uncovered a scenario that was never brought up in requirements gathering conversations , bringing to light a new aspect of the challenge . The complexity of segmented fundraising appeals for online solicitations demonstrated a redundancy in using the standard process of requesting a link set up by a different department – the involved parties quickly agreed that it will be much more efficient for that one particular solicitor to independently set up their appeal links . Insight What we originally saw as the challenge was not applicable in all cases , and a change to the process in one case was needed . Using a Learning Launch was a practical way to “ try ” : with everyone involved , their inputs respected and appreciated , it created a positive environment in which a radical change in process became not only obvious , but welcome and immediately agreed on by all parties . I see this particular breakthrough as a benefit of design thinking approach . Approach If I could re - do this particular project , I would apply other design thinking tools , earlier . I believe that using mind mapping , bringing a larger group together to brainstorm about what is and what if , could have resulted with other , possibly , better , solutions , which we then could “ try : in a learning launch .