Learning Launch

Introduction

Learning Launch is a fast market experiment that helps the “co-creation” of service/product between customer and the  real commercial launch. It is a prototype designed to test the key assumptions that generate in the initial step of the Design  Thinking process. In this context, we must have a mentality of action and not of analysis; more speed and not long study  times. The purpose of doing this is to learn, managing to obtain valuable information, seeking to create new “S” (scalable)  income curves to replace existing “S” curves as their useful life reaches its peak.  Within the method, the key is to test  hypotheses, asking what would happen if, which allows us to identify a new possibility to act, and see if it is a good idea.  Then ask: Under what conditions would that hypothesis be a good idea? What would have to be true for my idea to be  good? Bringing up the assumptions under your hypothesis, and then look for the appropriate data. with which to test them.  In the end a new business idea is, in fact, just a hypothesis, and a learning launch is just a process to test and improve  that hypothesis.

Key Steps

Stage 1: immerse yourself in the data you have, looking for patterns and possibilities. Begin the process by looking at  what you already know, based on looking at customers, analyzing the industry value chain, and evaluating internal  capabilities and resources. Start with a strategic look at what you already know is likely to be important to a new business.

Stage 2: Generate a new business idea: an educated assumption about an opportunity you see Based on what you  learned in Stage 1, you now generate a hypothesis in the form of a new business idea with a particular focus on specifying  the value proposition for a particular client, the execution strategy and the likely reaction of the competition.

Stage 3: articulate the assumptions on which the success of the new business idea is based. Having identified the  hypothetical new business idea, move on to dealing with the piece of uncertainty: what you don't know. Because your  new business is an idea about the future and cannot be directly tested, you will need to articulate the critical underlying  assumptions it relies on regarding customers, capabilities, and competitors. At this stage, it is essential to separate the  unknowns that matter, the critical assumptions on which the new business rests, from those that do not.

Stage 4: Design and launch a learning launch to test the assumptions. Now design the hypothesis testing experiment -  the series of little moves that will allow you to collect data to test whether or not these assumptions are true when launching  the product. The critical thing here is to get a prototype to market with prospects as quickly as possible.

Stage 5: review or delete the idea based on your findings. Depending on your test result, you will either continue to apply  the new initiative, refining and improving it as you go, or removing it if the results suggest that, contrary to your initial  projections, it is unlikely to be successful.

Stage 6: Scale the business idea when appropriate. After you have completed enough research through the learning  launch to make sure of the sound fundamentals of the new idea, you will proceed to launch an implementation of the idea.  At this stage, the recipe for success is unraveled and you will be sure of your ability to accelerate your efforts and change  your approach to learning.

About reflection:

Challenge:

Currently, I am a member of the B2C marketing team of the Video unit (Hispam) in a telecom company, and our challenge  is to improve the allocation of the company's direct and transversal projects and, above all, to balance the workflow within  Marketing management (Hispam) with a view to optimizing the resources allocated in the region. The scope of this initiative  includes the marketing department made up of 25 employees. The solution must include a uniform allocation of work  hours for each team member, balancing the work in order to correctly assign future direct and transversal projects of the  company. We will focus on trying to discover the best way to effectively assign projects within the project workflow.

Selection

We think that launching learning is a fast and cheap way to achieve this goal, supported by experiments that can be  carried out to get a clear idea of the prototype.

Focus

We will focus on the way we execute our tasks, projects and processes to adapt new management methods such as Lean  or Kanban (aligning key dates of deliverables, follow-up meetings, progress reviews, etc.). With this approach we will work  with a specialized team of agile methodologies to review our tasks in detail and do them better under a more agile process  that will write in a descriptive document the new flows and processes within the B2C Marketing area and thus be able to  understand and see with clarify our tasks and priorities.

This would be one of the key parts within the entire management process to improve this challenge, given that the focus  on the alignment of tasks of the entire team would make project management within our area of B2C Marketing in the  area more efficient. de Hispam (Latin America).

Knowledge:

The acquired knowledge is very valuable, given that it would allow us to improve with future challenges that the company  may set for future improvements, applying the logic of the following table that allows us to reach the end if the project can  confirm the information acquired at the beginning or that information is not confirmed to continue with the process

Conclusion

By applying the learning launch tool, our team identified areas for improvement by achieving a nimble approach within  workflow management. The results were of great impact for all team members, understanding the prioritization of key  tasks and processes within the marketing department


Learning Launch Introduction Learning Launch is a fast market experiment that helps the “ co - creation ” of service / product between customer and the real commercial launch . It is a prototype designed to test the key assumptions that generate in the initial step of the Design Thinking process . In this context , we must have a mentality of action and not of analysis ; more speed and not long study times . The purpose of doing this is to learn , managing to obtain valuable information , seeking to create new “ S ” ( scalable ) income curves to replace existing “ S ” curves as their useful life reaches its peak . Within the method , the key is to test hypotheses , asking what would happen if , which allows us to identify a new possibility to act , and see if it is a good idea . Then ask : Under what conditions would that hypothesis be a good idea ? What would have to be true for my idea to be good ? Bringing up the assumptions under your hypothesis , and then look for the appropriate data . with which to test them . In the end a new business idea is , in fact , just a hypothesis , and a learning launch is just a process to test and improve that hypothesis . Key Steps Stage 1 : immerse yourself in the data you have , looking for patterns and possibilities . Begin the process by looking at what you already know , based on looking at customers , analyzing the industry value chain , and evaluating internal capabilities and resources . Start with a strategic look at what you already know is likely to be important to a new business . Stage 2 : Generate a new business idea : an educated assumption about an opportunity you see Based on what you learned in Stage 1 , you now generate a hypothesis in the form of a new business idea with a particular focus on specifying the value proposition for a particular client , the execution strategy and the likely reaction of the competition . Stage 3 : articulate the assumptions on which the success of the new business idea is based . Having identified the hypothetical new business idea , move on to dealing with the piece of uncertainty : what you do n't know . Because your new business is an idea about the future and can not be directly tested , you will need to articulate the critical underlying assumptions it relies on regarding customers , capabilities , and competitors . At this stage , it is essential to separate the unknowns that matter , the critical assumptions on which the new business rests , from those that do not . Stage 4 : Design and launch a learning launch to test the assumptions . Now design the hypothesis testing experiment - the series of little moves that will allow you to collect data to test whether or not these assumptions are true when launching the product . The critical thing here is to get a prototype to market with prospects as quickly as possible . Stage 5 : review or delete the idea based on your findings . Depending on your test result , you will either continue to apply the new initiative , refining and improving it as you go , or removing it if the results suggest that , contrary to your initial projections , it is unlikely to be successful . Stage 6 : Scale the business idea when appropriate . After you have completed enough research through the learning launch to make sure of the sound fundamentals of the new idea , you will proceed to launch an implementation of the idea . At this stage , the recipe for success is unraveled and you will be sure of your ability to accelerate your efforts and change your approach to learning . About reflection : Challenge : Currently , I am a member of the B2C marketing team of the Video unit ( Hispam ) in a telecom company , and our challenge is to improve the allocation of the company 's direct and transversal projects and , above all , to balance the workflow within Marketing management ( Hispam ) with a view to optimizing the resources allocated in the region . The scope of this initiative includes the marketing department made up of 25 employees . The solution must include a uniform allocation of work hours for each team member , balancing the work in order to correctly assign future direct and transversal projects of the company . We will focus on trying to discover the best way to effectively assign projects within the project workflow . Selection We think that launching learning is a fast and cheap way to achieve this goal , supported by experiments that can be carried out to get a clear idea of the prototype . Focus We will focus on the way we execute our tasks , projects and processes to adapt new management methods such as Lean or Kanban ( aligning key dates of deliverables , follow - up meetings , progress reviews , etc . ) . With this approach we will work with a specialized team of agile methodologies to review our tasks in detail and do them better under a more agile process that will write in a descriptive document the new flows and processes within the B2C Marketing area and thus be able to understand and see with clarify our tasks and priorities . This would be one of the key parts within the entire management process to improve this challenge , given that the focus on the alignment of tasks of the entire team would make project management within our area of B2C Marketing in the area more efficient . de Hispam ( Latin America ) . Knowledge : The acquired knowledge is very valuable , given that it would allow us to improve with future challenges that the company may set for future improvements , applying the logic of the following table that allows us to reach the end if the project can confirm the information acquired at the beginning or that information is not confirmed to continue with the process Conclusion By applying the learning launch tool , our team identified areas for improvement by achieving a nimble approach within workflow management . The results were of great impact for all team members , understanding the prioritization of key tasks and processes within the marketing department