Challenge

I providing consulting services to one of the developing countries. I focus my efforts on making it  relatively easier for citizens to transact with government administration. This has not been an  easy task, since there are a lot of Complex, non-transparent, time consuming, and  incomprehensible government transactions that result in low quality of public services and in  inefficiencies in the public administration. This causes citizens and businesses unnecessary  administrative burdens that cost time and money, undermine the image of the public service,  distract managers from the achievements of the results, and give rise to unofficial payments.  Furthermore, the public administration does not have an effective complaints mechanism to  help facilitate complaints management. My department has launched an initiative to come up  with an idea to identify the bottlenecks of relevant government transactions to have them  streamlined. This would allow the administration to operate in a transparent, efficient, cost  effective, and timely manner and reduce Administrative Burdens on citizens businesses.

Selection

My team has decided to implement a design-thinking concept on this project. Design thinking is  an innovative way to come up with new business ideas. Learning Launches, a design-thinking  tool, helps decide to either pivot or shelf the subject ideas. This is a much more effective  approach than the traditional business planning. The team launched an experiment to quickly  put the idea into a hypothesis (select only five government transactions to streamline), figure  out some key assumptions (citizens and businesses would be supportive), re-design and test the  five government transactions. The confirmation of the hypothesis shall prove to citizens, the  public sector, and the private sector the worthiness of the idea.

Application

For our first learning launch, we started by consulting the main stakeholders of the project. This  involved concerned citizens, government administrations, and representations from the private  sector. Consultations were conducted in a one-on-one, group focus, and anonymous survey  formats.  This has resulted in the selection of the five transactions and identifying their  bottlenecks.

In the second learning launch, our assumptions on the bottlenecks were validated as the results  of the consultations were analyzed. There was a major consensus that transactions relating to  business registration, healthcare, education, employment, and telecommunications were top on  everybody’s agenda.  My team considered this consensus as an authorization to proceed with  the streamlining of the top five transactions.  A prototype of the new transactions re-design has  been developed and offered to the concerned parties for testing. recommendations for  improvement from the concerned parties were accommodated for and taken into consideration.

As a result, a newer prototype was also quickly developed and put out these for further testing.  All stakeholder were satisfied with the idea. This was confirmed through a questionnaire  distribution and fill out. The idea was confirmed, validated, and accepted.

Insight

By applying the design thinking learning launch tool, my team tested our assumptions and  designed prototypes to test these assumptions. Furthermore, the team achieved the desired  outcome utilizing an iterative methodology. This allowed my organization to test the idea at a  low cost, learned from the test, and experimented until a final outcome has been achieved. Our  stakeholders were receptive to our assumptions after they had been tested. An agreement was  made to move ahead with further iterations. Moving forward, our team will review this insight  and incorporate it into future launch designs. The ongoing incorporation of insight in potential  new learning launches is crucial as released dosages of the implemented idea minimize the  chances of high cost failures.

Approach

Our team has learned a great lesson and insight from these leaning launches. We made a  hypothesis, an idea in a specific form, and experimented fast and cheap. The team did not take a  long time and it was inexpensive. Learning launches involve figuring out what customers need is  and most learning launches involve getting out there and talking to customers quickly. The  purpose of a learning launch is not to prove we have got a good idea. The purpose of a learning  launch is to get the truth and then the truth either confirms or dis-confirms our assumptions.

Because, we have what we call confirmation bias. We will, subconsciously look for data that  confirms our idea. This was mitigated through consultation and objective data gathering. In the  second phase of a learning launch. If the idea is not likely to be true, there would be two choices,  pivot, or put the idea on the shelf, because years later it may be valuable.  All of this gained  knowledge will be systematically structured and used in future learning launches.


Challenge I providing consulting services to one of the developing countries . I focus my efforts on making it relatively easier for citizens to transact with government administration . This has not been an easy task , since there are a lot of Complex , non - transparent , time consuming , and incomprehensible government transactions that result in low quality of public services and in inefficiencies in the public administration . This causes citizens and businesses unnecessary administrative burdens that cost time and money , undermine the image of the public service , distract managers from the achievements of the results , and give rise to unofficial payments . Furthermore , the public administration does not have an effective complaints mechanism to help facilitate complaints management . My department has launched an initiative to come up with an idea to identify the bottlenecks of relevant government transactions to have them streamlined . This would allow the administration to operate in a transparent , efficient , cost effective , and timely manner and reduce Administrative Burdens on citizens businesses . Selection My team has decided to implement a design - thinking concept on this project . Design thinking is an innovative way to come up with new business ideas . Learning Launches , a design - thinking tool , helps decide to either pivot or shelf the subject ideas . This is a much more effective approach than the traditional business planning . The team launched an experiment to quickly put the idea into a hypothesis ( select only five government transactions to streamline ) , figure out some key assumptions ( citizens and businesses would be supportive ) , re - design and test the five government transactions . The confirmation of the hypothesis shall prove to citizens , the public sector , and the private sector the worthiness of the idea . Application For our first learning launch , we started by consulting the main stakeholders of the project . This involved concerned citizens , government administrations , and representations from the private sector . Consultations were conducted in a one - on - one , group focus , and anonymous survey formats . This has resulted in the selection of the five transactions and identifying their bottlenecks . In the second learning launch , our assumptions on the bottlenecks were validated as the results of the consultations were analyzed . There was a major consensus that transactions relating to business registration , healthcare , education , employment , and telecommunications were top on everybody ’s agenda . My team considered this consensus as an authorization to proceed with the streamlining of the top five transactions . A prototype of the new transactions re - design has been developed and offered to the concerned parties for testing . recommendations for improvement from the concerned parties were accommodated for and taken into consideration . As a result , a newer prototype was also quickly developed and put out these for further testing . All stakeholder were satisfied with the idea . This was confirmed through a questionnaire distribution and fill out . The idea was confirmed , validated , and accepted . Insight By applying the design thinking learning launch tool , my team tested our assumptions and designed prototypes to test these assumptions . Furthermore , the team achieved the desired outcome utilizing an iterative methodology . This allowed my organization to test the idea at a low cost , learned from the test , and experimented until a final outcome has been achieved . Our stakeholders were receptive to our assumptions after they had been tested . An agreement was made to move ahead with further iterations . Moving forward , our team will review this insight and incorporate it into future launch designs . The ongoing incorporation of insight in potential new learning launches is crucial as released dosages of the implemented idea minimize the chances of high cost failures . Approach Our team has learned a great lesson and insight from these leaning launches . We made a hypothesis , an idea in a specific form , and experimented fast and cheap . The team did not take a long time and it was inexpensive . Learning launches involve figuring out what customers need is and most learning launches involve getting out there and talking to customers quickly . The purpose of a learning launch is not to prove we have got a good idea . The purpose of a learning launch is to get the truth and then the truth either confirms or dis - confirms our assumptions . Because , we have what we call confirmation bias . We will , subconsciously look for data that confirms our idea . This was mitigated through consultation and objective data gathering . In the second phase of a learning launch . If the idea is not likely to be true , there would be two choices , pivot , or put the idea on the shelf , because years later it may be valuable . All of this gained knowledge will be systematically structured and used in future learning launches .