LEARNING LAUNCH – FINAL ASSIGNEMENT – Diadie Singh

Challenge

The challenge I present is a real case in which we applied the method of Design Thinking in its

different phases. Our users are people in our sales department. This means, they carry a device

along the whole day, also to our customers. This device

has measures of 22 cm.x 10 cm. X 2.5 cm. (Length x width x

height) and weighs 500 g.

The challenge that we were proposed was to raise ways to bring the device as

functional, comfortable and aesthetic for the sales staff (men and women).

At the beginning of this phase of the project, we had 7 prototypes to test with them. Each

prototype was very different in terms of: handling,

type of fabric, accessory details.

With these 7 different prototypes, we should determine which worked and which did not, and

for those who worked, what and how they should be improved.

Selection

With the range of possible proposals, our objective at this stage was to determine which were

really valid and could finally be real solutions to carry the device. Because our sales staff can

be male / female and different age, we had to see if one product was

enough to give as a solution or we would validate different from them.

Learning Launch the tool is the best way to perform this test because we had groups of

sales staff to whom we could perform testing of prototypes.

Application

The first learning launch was made with a group of 8 people (5 men / 3 women) of different

Age.

We arranged a meeting in which each salesmen was provided with a kit with 7 different

prototypes models with detailed explanation - how to carry, instructions, etc. - In this phase,

our technical staff was with us, so questions or doubts could be solved.

This test phase lasted a month. At the end of the month we held a meeting with all salesmen to

obtain feedback from each of them. The conclusion of this first learning launch was to dismiss

2 prototypes and make improvements in the remaining 5.

We made a second learning launch with improved prototypes with another group of the sales staff,

following the same process as before. At the end of the round, with the feedback obtained we

refined the prototypes.

Finally we considered a third learning launch with sales staff who were in the initial phase of

introducing the device, so they had no vices, as in former groups of salesmen we diagnosed

sometimes were little open to admit new ways to bring the apparatus because they were

already used to a specific way.

At the end of this stage we got confirmation of 4 prototypes fully validated in terms of way to

wear, fabrics, and accessories.

Insights

At the beginning of the Learning Launch process we were unclear of how many rounds of

testing would be required. The application of the same process gave us the key.

In the meeting with sales staff and technical staff held at the end of the first learning launch, we gave

the first clue of the prototypes to be dismissed; They did not meet the functionality that

should be required.

In the second learning launch we tested the refined prototypes and got further feedback with

improvements to be made as on fabrics.

At the end of the third learning launch, we got four validated prototypes.

Approach

After the second learning launch, we did not give the phase concluded, because we questioned

what would happen to new salesmen with the device. Previous learning launch were conducted

with salesmen who had had time with the device which gave us the insight that they were

people less open minded for introducing different ways.

This gave us the key to the need for a third learning launch with new salesmen

because we made assumptions or assumed problems we had to contrast.

Future learning launch should get all range of different users from the beginning.


LEARNING LAUNCH – FINAL ASSIGNEMENT – Diadie Singh Challenge The challenge I present is a real case in which we applied the method of Design Thinking in its different phases . Our users are people in our sales department . This means , they carry a device along the whole day , also to our customers . This device has measures of 22 cm.x 10 cm . X 2.5 cm . ( Length x width x height ) and weighs 500 g. The challenge that we were proposed was to raise ways to bring the device as functional , comfortable and aesthetic for the sales staff ( men and women ) . At the beginning of this phase of the project , we had 7 prototypes to test with them . Each prototype was very different in terms of : handling , type of fabric , accessory details . With these 7 different prototypes , we should determine which worked and which did not , and for those who worked , what and how they should be improved . Selection With the range of possible proposals , our objective at this stage was to determine which were really valid and could finally be real solutions to carry the device . Because our sales staff can be male / female and different age , we had to see if one product was enough to give as a solution or we would validate different from them . Learning Launch the tool is the best way to perform this test because we had groups of sales staff to whom we could perform testing of prototypes . Application The first learning launch was made with a group of 8 people ( 5 men / 3 women ) of different Age . We arranged a meeting in which each salesmen was provided with a kit with 7 different prototypes models with detailed explanation - how to carry , instructions , etc . - In this phase , our technical staff was with us , so questions or doubts could be solved . This test phase lasted a month . At the end of the month we held a meeting with all salesmen to obtain feedback from each of them . The conclusion of this first learning launch was to dismiss 2 prototypes and make improvements in the remaining 5 . We made a second learning launch with improved prototypes with another group of the sales staff , following the same process as before . At the end of the round , with the feedback obtained we refined the prototypes . Finally we considered a third learning launch with sales staff who were in the initial phase of introducing the device , so they had no vices , as in former groups of salesmen we diagnosed sometimes were little open to admit new ways to bring the apparatus because they were already used to a specific way . At the end of this stage we got confirmation of 4 prototypes fully validated in terms of way to wear , fabrics , and accessories . Insights At the beginning of the Learning Launch process we were unclear of how many rounds of testing would be required . The application of the same process gave us the key . In the meeting with sales staff and technical staff held at the end of the first learning launch , we gave the first clue of the prototypes to be dismissed ; They did not meet the functionality that should be required . In the second learning launch we tested the refined prototypes and got further feedback with improvements to be made as on fabrics . At the end of the third learning launch , we got four validated prototypes . Approach After the second learning launch , we did not give the phase concluded , because we questioned what would happen to new salesmen with the device . Previous learning launch were conducted with salesmen who had had time with the device which gave us the insight that they were people less open minded for introducing different ways . This gave us the key to the need for a third learning launch with new salesmen because we made assumptions or assumed problems we had to contrast . Future learning launch should get all range of different users from the beginning .