Challenge

Our challenge as a member of my organization's online marketing department is to optimise the  department's workflow (activities and projects) in order to grow online sales and spend marketing  dollars on the appropriate campaigns. The project scope comprises the 5-person online marketing  department, as well as the broader marketing and IT departments, with whom we collaborate closely.  Internal resources are restricted for this project (i.e., budget and employee time). The project should not  take more than 30 days to complete, and the solution should involve an equitable distribution of  working hours among team members. We'll try to figure out what our team members, as well as key  stakeholders in the wider marketing department and IT department, think is inefficient or troublesome  with the workflow. Selection Our team has already completed a number of design thinking activities and  tools, so we're excited to check out the learning launch tool. In general, a learning launch is an  experiment designed to swiftly evaluate a concept or prototype.

Application

We concentrated on the structure and execution of our digital marketing responsibilities for our first  learning launch. In order to become more agile, we tried to explore if we could structure our tasks,  projects, and procedures to adapt Scrum project management approaches for our work (e.g., time  boxed, daily, specialised meetings, reviews, etc.). This reinforced our hypothesis that the main reasons  of our workflow problem were the structure and execution. Our team received two days of Scrum  project management training from a Scrum project management coach. Following that, we went  through five seminars to better structure our activities and processes. Within a three-week period, these  two sessions took place. We proceeded to create a document that detailed our new, more agile  processes and workflow. We focused on getting clarity about our tasks and priorities for our second  learning launch. This validated our hypothesis that our task prioritisation was the root of our workflow  problem. An anonymous survey was performed by our team. An anonymous survey was also completed  by five important stakeholders from the broader marketing department and IT department. The surveys  were completed within a one-week timeframe and included questions concerning our new, proposed  method, understanding the process and task prioritising, and opinions about the change.

Insight

Using the learning launch tool, our team was able to identify our assumptions and create launches to  test them. We also considered the expected outcomes, anticipating that a more agile approach would  improve our workflow and that both our team and key stakeholders would be receptive to the new task  and process priorities. Our actual outcomes differed significantly from our expectations: while our team  was open to task and process prioritising, important stakeholders in the bigger marketing department  and IT department expressed some reservations. Our team will examine this information in the future  and incorporate it into future launch ideas. Because launches come before a full rollout in the design  thinking timeline, continuous integration of insight is especially critical at this point.

Approach

The learning launch is an acceptable tool because our team has already completed multiple design  thinking activities/tools and is at this point in the timetable. As previously stated, our team must analyse  the information acquired from our first two launches and apply it into future launch plans. Future launch  designs should take into account the knowledge learned, the progress made, and the progress made  toward a compelling solution that is ready for full rollout.


Challenge Our challenge as a member of my organization 's online marketing department is to optimise the department 's workflow ( activities and projects ) in order to grow online sales and spend marketing dollars on the appropriate campaigns . The project scope comprises the 5 - person online marketing department , as well as the broader marketing and IT departments , with whom we collaborate closely . Internal resources are restricted for this project ( i.e. , budget and employee time ) . The project should not take more than 30 days to complete , and the solution should involve an equitable distribution of working hours among team members . We 'll try to figure out what our team members , as well as key stakeholders in the wider marketing department and IT department , think is inefficient or troublesome with the workflow . Selection Our team has already completed a number of design thinking activities and tools , so we 're excited to check out the learning launch tool . In general , a learning launch is an experiment designed to swiftly evaluate a concept or prototype . Application We concentrated on the structure and execution of our digital marketing responsibilities for our first learning launch . In order to become more agile , we tried to explore if we could structure our tasks , projects , and procedures to adapt Scrum project management approaches for our work ( e.g. , time boxed , daily , specialised meetings , reviews , etc . ) . This reinforced our hypothesis that the main reasons of our workflow problem were the structure and execution . Our team received two days of Scrum project management training from a Scrum project management coach . Following that , we went through five seminars to better structure our activities and processes . Within a three - week period , these two sessions took place . We proceeded to create a document that detailed our new , more agile processes and workflow . We focused on getting clarity about our tasks and priorities for our second learning launch . This validated our hypothesis that our task prioritisation was the root of our workflow problem . An anonymous survey was performed by our team . An anonymous survey was also completed by five important stakeholders from the broader marketing department and IT department . The surveys were completed within a one - week timeframe and included questions concerning our new , proposed method , understanding the process and task prioritising , and opinions about the change . Insight Using the learning launch tool , our team was able to identify our assumptions and create launches to test them . We also considered the expected outcomes , anticipating that a more agile approach would improve our workflow and that both our team and key stakeholders would be receptive to the new task and process priorities . Our actual outcomes differed significantly from our expectations : while our team was open to task and process prioritising , important stakeholders in the bigger marketing department and IT department expressed some reservations . Our team will examine this information in the future and incorporate it into future launch ideas . Because launches come before a full rollout in the design thinking timeline , continuous integration of insight is especially critical at this point . Approach The learning launch is an acceptable tool because our team has already completed multiple design thinking activities / tools and is at this point in the timetable . As previously stated , our team must analyse the information acquired from our first two launches and apply it into future launch plans . Future launch designs should take into account the knowledge learned , the progress made , and the progress made toward a compelling solution that is ready for full rollout .