Reflection – Learning launch    Challenge    Recently in my working life I had the opportunity to be part of a construction company  in which decision-making became a slow process, with many unproductive discussions,  low generation of new ideas and a lot of scattered information that did not generate  solutions to the problem related to low sales and consequently a significant decrease  in income generation. The challenge is being an external person to that company,  advising the CEO in the generation of ideas and conducting rapid tests that can  contribute to increasing customers and sales.    Selection    The tool selected for this challenge is the learning launch, based on the video in  chapter 4 where Toni Roth explains in an illustrative way how is the process to generate  ideas and validate them through quick and cheap tests that allow accepting or  rejecting the hypotheses formulated, taking into account the conformation of varied  groups of people to broaden the vision and produce more insights to refine the  analysis.    Application    The way I would apply the learning launch tool would be to gather information on the  current state of sales in the company, reviewing the marketing information obtained  and interviewing the leaders of the different areas to obtain their vision of the  situation. Based on this input, you would formulate a hypothesis about what the  customer needs right now. That hypothesis is: people a year and a half after the  pandemic are looking for more comfortable spaces to live where they can better  combine work and family life, which should offer housing with a better distribution of  spaces, therefore that the marketing message should be oriented to comfort, rather  than location or other aspects that were more important before the pandemic.    Insight    The perception obtained with the application of the learning launch tool is that  through a better compilation of information, at a deeper level, both with the leaders of  the company and with potential buyers, it allows to generate more hypotheses. in  accordance with the reality of the client and that in turn the design of experiments and  the validation of ideas is based on the reality of input information and not on the  simple perception that it has the risk of directing efforts in the wrong way.    Approach    What I would do differently the next time I come across a similar situation would be  not to fall into the dynamic of participating in endless and unproductive debates just  because it is the traditional way of discussing issues in companies, but rather because

of on the contrary, to inspire design thinking in the work team, demonstrating with  quick and measurable actions, the results that can be obtained. In other words, leading  from the conviction, of the advantages that the change of mentality has, to contribute  to a decision-making based on data, but that contributes to increase collective  creativity and achieve better results.


Reflection – Learning launch Challenge Recently in my working life I had the opportunity to be part of a construction company in which decision - making became a slow process , with many unproductive discussions , low generation of new ideas and a lot of scattered information that did not generate solutions to the problem related to low sales and consequently a significant decrease in income generation . The challenge is being an external person to that company , advising the CEO in the generation of ideas and conducting rapid tests that can contribute to increasing customers and sales . Selection The tool selected for this challenge is the learning launch , based on the video in chapter 4 where Toni Roth explains in an illustrative way how is the process to generate ideas and validate them through quick and cheap tests that allow accepting or rejecting the hypotheses formulated , taking into account the conformation of varied groups of people to broaden the vision and produce more insights to refine the analysis . Application The way I would apply the learning launch tool would be to gather information on the current state of sales in the company , reviewing the marketing information obtained and interviewing the leaders of the different areas to obtain their vision of the situation . Based on this input , you would formulate a hypothesis about what the customer needs right now . That hypothesis is : people a year and a half after the pandemic are looking for more comfortable spaces to live where they can better combine work and family life , which should offer housing with a better distribution of spaces , therefore that the marketing message should be oriented to comfort , rather than location or other aspects that were more important before the pandemic . Insight The perception obtained with the application of the learning launch tool is that through a better compilation of information , at a deeper level , both with the leaders of the company and with potential buyers , it allows to generate more hypotheses . in accordance with the reality of the client and that in turn the design of experiments and the validation of ideas is based on the reality of input information and not on the simple perception that it has the risk of directing efforts in the wrong way . Approach What I would do differently the next time I come across a similar situation would be not to fall into the dynamic of participating in endless and unproductive debates just because it is the traditional way of discussing issues in companies , but rather because of on the contrary , to inspire design thinking in the work team , demonstrating with quick and measurable actions , the results that can be obtained . In other words , leading from the conviction , of the advantages that the change of mentality has , to contribute to a decision - making based on data , but that contributes to increase collective creativity and achieve better results .