Example Reflection – Learning Launch

Challenge

One of the main problem we face is that when we translate our strategy into projects, these  projects are loosely linked to our strategic objective. Consequently, many of our projects had  limited impact on achieving the strategic objective.

I have always noticed this problem a year or so after I joined the organization seven years ago. I  was working in the service delivery function. Recently, I joined the strategy team as the head of  the function and I intend to fix this problem (i.e. fixing the gap between strategic planning and  execution).

My team and I have decided to develop and use KPIs to measure the achievement level of our  strategic objective. Each strategic objective will be translated into a set of KPIs, along with their  baseline and annual targets. Then projects will be judged based on how much they can achieve  of the KPIs’ targets using benefit realization plans. The following figure illustrate (or visualize)  the idea of our solution.

The main challenge we faced was how to drive this change across the entire organization, and  make sure that everyone is onboard.

Selection

We have used multiple design thinking tools during this project. For example, we used  visualization to articulate the problem. We also used brainstorming to look at multiple  alternative solution.

When it comes to what works, we selected the learning launch tool. Learning launch is an  experiment design to test if the idea works. Its main advantage is that it is quick and inexpensive  to execute. The main purpose of learning launches is to learn. After completing the learning  launch, the idea might be revised or killed. Once the idea is ready, it can be scaled up.

Application

In our learning launch, we selected one of the organization’s eight divisions to test the solution  on. The division owns four of the organization’s strategic objective. Each of the strategic  objective was transformed into three to four KPIs. Each KPI was assigned an owner (a senior  management member within the division). For each KPI we computed its baseline, and created  its annual targets for the next three years. After that, we engaged the division’s entire team to  discuss what projects are needed to achieve the targets assigned to each KPI. The entire process

Strategic  Objective

KPI #1

KPI #2

Project #1

Project #2

Project #3

Project #4

consisted of four session (two with division’s senior management, and two with the entire  division’s team) and took two weeks to complete.

Insight & Approach

By applying the learning launch tool, we were able to test if our proposed solution can address  the challenge mentioned above. The successful launch was used as the main piece of our story- telling tool to communicate the solution and drive change across the entire organization.

We have also learned some valuable lessons about the assignment of ownership to KPIs and  how to resolve issues related to cross-functional objectives and KPIs. The resolusion of these  issues was incorporated into our solution when we scaled up to cover the entire organization.

Through our the exercise, my team used some designing thinking tools. I found that the learning  launch was the most interesting to talk about in my reflection paper because of the its high  impact on the solution. In the future, I would use learning launches in every project that needs  change management.


Example Reflection – Learning Launch Challenge One of the main problem we face is that when we translate our strategy into projects , these projects are loosely linked to our strategic objective . Consequently , many of our projects had limited impact on achieving the strategic objective . I have always noticed this problem a year or so after I joined the organization seven years ago . I was working in the service delivery function . Recently , I joined the strategy team as the head of the function and I intend to fix this problem ( i.e. fixing the gap between strategic planning and execution ) . My team and I have decided to develop and use KPIs to measure the achievement level of our strategic objective . Each strategic objective will be translated into a set of KPIs , along with their baseline and annual targets . Then projects will be judged based on how much they can achieve of the KPIs ’ targets using benefit realization plans . The following figure illustrate ( or visualize ) the idea of our solution . The main challenge we faced was how to drive this change across the entire organization , and make sure that everyone is onboard . Selection We have used multiple design thinking tools during this project . For example , we used visualization to articulate the problem . We also used brainstorming to look at multiple alternative solution . When it comes to what works , we selected the learning launch tool . Learning launch is an experiment design to test if the idea works . Its main advantage is that it is quick and inexpensive to execute . The main purpose of learning launches is to learn . After completing the learning launch , the idea might be revised or killed . Once the idea is ready , it can be scaled up . Application In our learning launch , we selected one of the organization ’s eight divisions to test the solution on . The division owns four of the organization ’s strategic objective . Each of the strategic objective was transformed into three to four KPIs . Each KPI was assigned an owner ( a senior management member within the division ) . For each KPI we computed its baseline , and created its annual targets for the next three years . After that , we engaged the division ’s entire team to discuss what projects are needed to achieve the targets assigned to each KPI . The entire process Strategic Objective KPI # 1 KPI # 2 Project # 1 Project # 2 Project # 3 Project # 4 consisted of four session ( two with division ’s senior management , and two with the entire division ’s team ) and took two weeks to complete . Insight & Approach By applying the learning launch tool , we were able to test if our proposed solution can address the challenge mentioned above . The successful launch was used as the main piece of our story- telling tool to communicate the solution and drive change across the entire organization . We have also learned some valuable lessons about the assignment of ownership to KPIs and how to resolve issues related to cross - functional objectives and KPIs . The resolusion of these issues was incorporated into our solution when we scaled up to cover the entire organization . Through our the exercise , my team used some designing thinking tools . I found that the learning launch was the most interesting to talk about in my reflection paper because of the its high impact on the solution . In the future , I would use learning launches in every project that needs change management .