Example Reflection – Learning Launch

Challenge

I am an employee of my company’s Business Development department and my/our challenge is to  improve the leads & existing business (activities and projects) within the department in order to  increase revenue in the BC channel and to optimize productivity on the right projects. The project  scope includes the strategic initiatives department composed of 5 employees, as well as the larger  operations department and IT department, with whom we work closely. The project is limited to  internal resources (i.e., budget and employee time). The project should not exceed 90 business days  and the solution should include an even distribution of working hours amongst the team members.  We will focus on trying to uncover what our team members, as well as key stakeholders within the  larger operations department and IT department, consider to be ineffective or problematic with  regard to the workflow.

Selection

The internal team has already gone through several design thinking sessions/tools, so we are ready  to try the learning launch tool. Apparently, the learning launch is a small experiment to quickly test  prototype and an idea.

Application

The initial learning launch involves, we focused on the structure/execution of our operational tasks.  In particular, the team wish to monitor if we could structure our tasks, projects, and processes to  adapt the methods of BC project management for our work (e.g., time taken, weekly, any specific  meetings, reviews, etc.) in an effort to become more productive. This tried our assumption that the  hierarchy and implementation were the main reasons of our workflow challenge. Our team went  through a crisp training with a operational project management coach.  As a Next step, we went  through five workshops to structure our tasks and processes in a more meaningful way. These two  sessions happened within in a 2-week timeframe. We expected to produce a document with a clear  description of our new, more revised workflow. For our second learning launch, we focused on  gaining clarity about our priorities. This tested our proximity that our prioritization of tasks was the  main cause of our workflow challenge. The team completed an anonymous survey. Along with that,  five key stakeholders from the larger marketing department and IT department also completed an  same kind of survey. The surveys included questionnaires regarding our advanced, proposed  workflow, conceptual understanding the process and the prioritization of tasks, and feelings about  the change, and were conducted within a one-week timeframe.

Insight

The team identified our assumptions and designed launches to test these assumptions by learning  launch tool. In addition to that, we thought through anticipated results, expecting to find that a  more productive approach would improvise our workflow, and that both our team and the partners  would be interested to the new internalization of process.

The on ground results were insignificantly different from what we expected: while our team was fine  for the prioritization of tasks and process, the partners in the operations department and IT

department expressed some issues. Going forward, The internal team will review this insights and  implement it into any future launch designs. The on going incorporation of insight is particularly  important at this stage, as launches come before a full rollout in the design thinking timeline.

Approach

Although our team has already reviewed several design thinking sessions and are at this stage in the  timeframe, the learning launch is the suitable tool. As previously mentioned, our team needs to  review the insight gained from our first 2 launches and incorporate this insight into future launch  designs. Future launch designs should mirror image insight gained, progress made, and come closer  to a compelling solution ready for full rollout program.


Example Reflection – Learning Launch Challenge I am an employee of my company ’s Business Development department and my / our challenge is to improve the leads & existing business ( activities and projects ) within the department in order to increase revenue in the BC channel and to optimize productivity on the right projects . The project scope includes the strategic initiatives department composed of 5 employees , as well as the larger operations department and IT department , with whom we work closely . The project is limited to internal resources ( i.e. , budget and employee time ) . The project should not exceed 90 business days and the solution should include an even distribution of working hours amongst the team members . We will focus on trying to uncover what our team members , as well as key stakeholders within the larger operations department and IT department , consider to be ineffective or problematic with regard to the workflow . Selection The internal team has already gone through several design thinking sessions / tools , so we are ready to try the learning launch tool . Apparently , the learning launch is a small experiment to quickly test prototype and an idea . Application The initial learning launch involves , we focused on the structure / execution of our operational tasks . In particular , the team wish to monitor if we could structure our tasks , projects , and processes to adapt the methods of BC project management for our work ( e.g. , time taken , weekly , any specific meetings , reviews , etc . ) in an effort to become more productive . This tried our assumption that the hierarchy and implementation were the main reasons of our workflow challenge . Our team went through a crisp training with a operational project management coach . As a Next step , we went through five workshops to structure our tasks and processes in a more meaningful way . These two sessions happened within in a 2 - week timeframe . We expected to produce a document with a clear description of our new , more revised workflow . For our second learning launch , we focused on gaining clarity about our priorities . This tested our proximity that our prioritization of tasks was the main cause of our workflow challenge . The team completed an anonymous survey . Along with that , five key stakeholders from the larger marketing department and IT department also completed an same kind of survey . The surveys included questionnaires regarding our advanced , proposed workflow , conceptual understanding the process and the prioritization of tasks , and feelings about the change , and were conducted within a one - week timeframe . Insight The team identified our assumptions and designed launches to test these assumptions by learning launch tool . In addition to that , we thought through anticipated results , expecting to find that a more productive approach would improvise our workflow , and that both our team and the partners would be interested to the new internalization of process . The on ground results were insignificantly different from what we expected : while our team was fine for the prioritization of tasks and process , the partners in the operations department and IT department expressed some issues . Going forward , The internal team will review this insights and implement it into any future launch designs . The on going incorporation of insight is particularly important at this stage , as launches come before a full rollout in the design thinking timeline . Approach Although our team has already reviewed several design thinking sessions and are at this stage in the timeframe , the learning launch is the suitable tool . As previously mentioned , our team needs to review the insight gained from our first 2 launches and incorporate this insight into future launch designs . Future launch designs should mirror image insight gained , progress made , and come closer to a compelling solution ready for full rollout program .