Example Reflection – Learning Launch 

 Challenge : 

 I ’m leading the digital transformation program within operating facilities . Digital transformation 

 introduces distributive technologies that are usually challenged and resisted . This is contributed to the   fact that digital transformation has an impact on the roles , responsibilities and might require   organizational restructuring that may result in eliminating some jobs ( e.g. , use of robotics to manage   warehouses instead of human operator ) and creating new ones ( e.g. , robotic engineers ) . The resistance   can be contributed to the uncertainties associated with the proposed changes , difficulty of un - training   and re - training individuals on new jobs , lack of career paths and advancements in newly created roles .   This contributes to the lack of interest in joining the new roles , or lack of the training programs itself .   Studies reveals though , that there is resistance in deploying these technologies from operating facilities   personnel ( especially middle managers ) who like to keep control of the data access and avoid reports that   could magnify issues and inefficiency within operations .   In other words , organizational and behavioral   issues are usually the barriers that limits the realization of the full digital transformational benefits .   Implementation of technologies without securing the adoption and utilization of these technologies ( i.e. ,   doing things in a more efficient and innovative way ) , is a wasted effort . Adoption and change management   are among the most difficult challenges preventing the benefits of the digital transformation 

 Selection : 

 Several design thinking and fair practices have been used throughout the journey of digital   transformation . Thus , Learning Launch was selected as a tool to evaluate the hypothesis and   assumptions of the best change management approach , select what the light bulbs that work , tweak   assumptions and trash what did n’t work as detailed in the Learning Launch Tool video by Thomas Rion . 

 Application : 

 The hypothesis followed was that the “ fair practice ” of involving the end users in the design and   implementation of the digital transformation projects improves the adoption management level . The   design of the Learning Launch is as follows : 

 Learning Launch Design   Key Assumptions to Test   Learning Launch#1 

 Value Test : to evaluate the best change   management approach by examining the   expected value of the digital transformation form   the end user ’s perspectives and evaluate if they   are willing to use it . The involvement of end users   increases the level of adoption .   Execution Test : selecting a unit within a site to   pilot and evaluate what works and what did n’t   work before proceeding with the   implementation . This includes checking if the co- development is to be followed or just the fair   practice of keeping people involved in the design 

 Who : end users and middle managers   Where : operating facilities   How : conducting ethnographic interviews ,   brainstorming sessions , seeking feedback , co- creation   Cost : $ 100 K   Time : 3 months 

 phase . This is used as a prototype and the result   is used for scaling up .   Scale Test : scaling up the implementation to the   whole site after selecting what works ( fair- practice ) , tweaking the assumption and pivoting   what did n’t work ( co - development ) . 

 Insight 

 The learning launch tool helps in testing the hypothesis by facilitating the involvement of the end - users   or customers , that helped in prioritizing the assumptions followed by the team of evaluating the   effectiveness of co - development and fair practices . The test resulted in selecting the “ fair practice ” or   involving the end users in the design process ( not the development ) as the best approach to increase   the adoption level . As the demography of the end users and middle managers are almost the same   across all operating facilities , the team elected to stop testing , adjusting the assumption to focus on the   involvement and then scaling up the approach accordingly . This insight helps in focusing the team ’s   effort and adjusting accordingly . It also helps addressing the challenge of adoption management by   increasing the level of awareness and thus acceptance from end users . 

 Approach 

 Different tools have been used in the design thinking process , including mind mapping , brainstorming ,   etc . and the Launch Learn was found to be the best fit for the adoption management process . The   comprehensive component of the Learning Launch including stating the hypothesis , stating the key   assumptions , map it to the customers ’ needs , defend it , prioritize and select the most appropriate tools   have helped in focusing the team ’s effort . The confirmed data that the “ fair practice ” was a better   approach and assumption than the co - development was an insight that helped in catering future   launches to focus continuing the development of digital transformation using “ fair practice ” rather than   co - development . 


EMAIL: 
ID_NUM: 
NAME_STUDENT: 
PHONE_NUM: 
STREET_ADDRESS: 
URL_PERSONAL: 
USERNAME: 

### Task: You are a PII (Personal Identity Information) Detection. Given a essays written by students, you have to identify ONLY the following:
NAME_STUDENT - The full or partial name of a student that is not necessarily the author of the essay. This excludes instructors, authors, and other person names.
EMAIL - A student’s email address.
USERNAME - A student's username on any platform.
ID_NUM - A number or sequence of characters that could be used to identify a student, such as a student ID or a social security number.
PHONE_NUM - A phone number associated with a student.
URL_PERSONAL - A URL that might be used to identify a student.
STREET_ADDRESS - A full or partial street address that is associated with the student, such as their home address.
### Input: Example Reflection – Learning Launch 

 Challenge : 

 I ’m leading the digital transformation program within operating facilities . Digital transformation 

 introduces distributive technologies that are usually challenged and resisted . This is contributed to the   fact that digital transformation has an impact on the roles , responsibilities and might require   organizational restructuring that may result in eliminating some jobs ( e.g. , use of robotics to manage   warehouses instead of human operator ) and creating new ones ( e.g. , robotic engineers ) . The resistance   can be contributed to the uncertainties associated with the proposed changes , difficulty of un - training   and re - training individuals on new jobs , lack of career paths and advancements in newly created roles .   This contributes to the lack of interest in joining the new roles , or lack of the training programs itself .   Studies reveals though , that there is resistance in deploying these technologies from operating facilities   personnel ( especially middle managers ) who like to keep control of the data access and avoid reports that   could magnify issues and inefficiency within operations .   In other words , organizational and behavioral   issues are usually the barriers that limits the realization of the full digital transformational benefits .   Implementation of technologies without securing the adoption and utilization of these technologies ( i.e. ,   doing things in a more efficient and innovative way ) , is a wasted effort . Adoption and change management   are among the most difficult challenges preventing the benefits of the digital transformation 

 Selection : 

 Several design thinking and fair practices have been used throughout the journey of digital   transformation . Thus , Learning Launch was selected as a tool to evaluate the hypothesis and   assumptions of the best change management approach , select what the light bulbs that work , tweak   assumptions and trash what did n’t work as detailed in the Learning Launch Tool video by Thomas Rion . 

 Application : 

 The hypothesis followed was that the “ fair practice ” of involving the end users in the design and   implementation of the digital transformation projects improves the adoption management level . The   design of the Learning Launch is as follows : 

 Learning Launch Design   Key Assumptions to Test   Learning Launch#1 

 Value Test : to evaluate the best change   management approach by examining the   expected value of the digital transformation form   the end user ’s perspectives and evaluate if they   are willing to use it . The involvement of end users   increases the level of adoption .   Execution Test : selecting a unit within a site to   pilot and evaluate what works and what did n’t   work before proceeding with the   implementation . This includes checking if the co- development is to be followed or just the fair   practice of keeping people involved in the design 

 Who : end users and middle managers   Where : operating facilities   How : conducting ethnographic interviews ,   brainstorming sessions , seeking feedback , co- creation   Cost : $ 100 K   Time : 3 months 

 phase . This is used as a prototype and the result   is used for scaling up .   Scale Test : scaling up the implementation to the   whole site after selecting what works ( fair- practice ) , tweaking the assumption and pivoting   what did n’t work ( co - development ) . 

 Insight 

 The learning launch tool helps in testing the hypothesis by facilitating the involvement of the end - users   or customers , that helped in prioritizing the assumptions followed by the team of evaluating the   effectiveness of co - development and fair practices . The test resulted in selecting the “ fair practice ” or   involving the end users in the design process ( not the development ) as the best approach to increase   the adoption level . As the demography of the end users and middle managers are almost the same   across all operating facilities , the team elected to stop testing , adjusting the assumption to focus on the   involvement and then scaling up the approach accordingly . This insight helps in focusing the team ’s   effort and adjusting accordingly . It also helps addressing the challenge of adoption management by   increasing the level of awareness and thus acceptance from end users . 

 Approach 

 Different tools have been used in the design thinking process , including mind mapping , brainstorming ,   etc . and the Launch Learn was found to be the best fit for the adoption management process . The   comprehensive component of the Learning Launch including stating the hypothesis , stating the key   assumptions , map it to the customers ’ needs , defend it , prioritize and select the most appropriate tools   have helped in focusing the team ’s effort . The confirmed data that the “ fair practice ” was a better   approach and assumption than the co - development was an insight that helped in catering future   launches to focus continuing the development of digital transformation using “ fair practice ” rather than   co - development .
### Output: 