ONLINE MARKETING    Challenge   As a member of my organization’s online marketing department the challenge is to improve the  activities and projects within the department in order to increase sales in the online channel and to  spend marketing budgets on the right campaigns. The project scope includes the online marketing  department composed of ten employees, as well as the larger marketing department and IT  department, with whom the work is done  closely. The project is limited to internal resources .The  project should not exceed 30 business days and the solution should include an even distribution of  working hours amongst the team members. The  focus on trying to uncover what our team members, as  well as key stakeholders within the larger marketing department and IT department, consider to be  ineffective or problematic with regard to the workflow.   Selection   The team has already gone through several design thinking activities/tools, so we are ready to try the  learning launch tool. Broadly speaking, the learning launch is an experiment meant to quickly test an  idea and prototype.   Application   First focus was on  the structure/execution of our online marketing tasks. In particular, we wanted to  see if we could structure our tasks, projects, and processes to adapt the methods of Scrum project  management for our work (e.g., time boxed, daily, specific meetings, reviews, etc.) in an effort to  become more agile. This tested the assumption that the structure and execution were the main causes  of our workflow challenge. Ther were a two-day training with a Scrum project management coach    Next focus was on on gaining clarity about our tasks and priorities. This tested our assumption that our  prioritization of tasks was the main cause of our workflow challenge.The  team completed an  anonymous survey. Additionally, five key stakeholders from the larger marketing department and IT  department also completed an anonymous survey. The surveys included questions about our new,  proposed process, understanding the process and the prioritization of tasks, and feelings about the  change, and were conducted within a one-week timeframe.   Insight   By applying the learning launch tool, our team identified our assumptions and designed launches to test  these assumptions. Additionally, we thought through anticipated results, expecting to find that a more  agile approach would improve our workflow, and that both our team and the key stakeholders would be  fairly open to the new prioritization of tasks and process. Our actual results were slightly different from  what we anticipated: while our team was open to the prioritization of tasks and process, the key  stakeholders in the larger marketing department and IT department expressed some concerns. Moving  forward, our team will review this insight and incorporate it into future launch designs. The ongoing

incorporation of insight is particularly important at this stage, as launches come before a full rollout in  the design thinking timeline.   Approach   Given that our team has already gone through several design thinking activities/tools and are at this  stage in the timeline, the learning launch is the appropriate tool. As previously mentioned, our team  needs to review the insight gained from our first two launches and incorporate this insight into future  launch designs. Future launch designs should reflect insight gained, progress made, and come closer to a  compelling solution ready for full rollout.


ONLINE MARKETING Challenge As a member of my organization ’s online marketing department the challenge is to improve the activities and projects within the department in order to increase sales in the online channel and to spend marketing budgets on the right campaigns . The project scope includes the online marketing department composed of ten employees , as well as the larger marketing department and IT department , with whom the work is done closely . The project is limited to internal resources .The project should not exceed 30 business days and the solution should include an even distribution of working hours amongst the team members . The focus on trying to uncover what our team members , as well as key stakeholders within the larger marketing department and IT department , consider to be ineffective or problematic with regard to the workflow . Selection The team has already gone through several design thinking activities / tools , so we are ready to try the learning launch tool . Broadly speaking , the learning launch is an experiment meant to quickly test an idea and prototype . Application First focus was on the structure / execution of our online marketing tasks . In particular , we wanted to see if we could structure our tasks , projects , and processes to adapt the methods of Scrum project management for our work ( e.g. , time boxed , daily , specific meetings , reviews , etc . ) in an effort to become more agile . This tested the assumption that the structure and execution were the main causes of our workflow challenge . Ther were a two - day training with a Scrum project management coach Next focus was on on gaining clarity about our tasks and priorities . This tested our assumption that our prioritization of tasks was the main cause of our workflow challenge . The team completed an anonymous survey . Additionally , five key stakeholders from the larger marketing department and IT department also completed an anonymous survey . The surveys included questions about our new , proposed process , understanding the process and the prioritization of tasks , and feelings about the change , and were conducted within a one - week timeframe . Insight By applying the learning launch tool , our team identified our assumptions and designed launches to test these assumptions . Additionally , we thought through anticipated results , expecting to find that a more agile approach would improve our workflow , and that both our team and the key stakeholders would be fairly open to the new prioritization of tasks and process . Our actual results were slightly different from what we anticipated : while our team was open to the prioritization of tasks and process , the key stakeholders in the larger marketing department and IT department expressed some concerns . Moving forward , our team will review this insight and incorporate it into future launch designs . The ongoing incorporation of insight is particularly important at this stage , as launches come before a full rollout in the design thinking timeline . Approach Given that our team has already gone through several design thinking activities / tools and are at this stage in the timeline , the learning launch is the appropriate tool . As previously mentioned , our team needs to review the insight gained from our first two launches and incorporate this insight into future launch designs . Future launch designs should reflect insight gained , progress made , and come closer to a compelling solution ready for full rollout .