Design Thinking for Innovation Assignment 

 Learning Launch Tool 

 Challenge 

 A medium sized organization that has been in existence since the last 9 years . The   organization ’s learning and development ( L&D ) program was the least to say cliché with only   classroom training provided . The basic notion in the organization was that the L&D function   is not very impactful , and trainees attend it only because it is mandatory . The major challenge   here was to reinstate the importance of L&D in an organization , building a training module that   is relevant to business processes and leverage it to achieve organizational goals . The scope of   L&D is however currently limited to 20 employees in the organization , highly unstructured   approach being followed and a limited budget available to spend . 

 Selection 

 To resolve the above challenge , learning launch was the most appropriate tool of design   thinking as with the limited number of employees in the organization , a prototype is easy to   execute and gain insights on whether the assumption is a viable solution to the problem .   Learning from those experiences and implement solutions differently and inactively to   understand what went wrong and what could be done in a better way . 

 Application 

 First step to problem solution is developing an assumption which in this case is , L&D is not as   impactful in the organization as it should be because of traditional mode of training delivery   and content irrelevant to business needs . To identify the proving and disproving variables , a   questionnaire was rolled out to understand what was right about the assumption and what was   not . What might prove to disprove the assumption would include other factors like inadequate   budget allocation to higher best trainers , lack of management support and the lack of employee   learning mindset in the organization which would prove that our assumption is incorrect and   we must try a different approach to enhance the knowledge skills and attitude of the employees .   This survey was directed to all 20 employees and their responses recorded anonymously to   ensure honesty and confidentiality . To prove the assumption correct , poor rating was expected   in content selection , content scope , pedagogy and training not applicable to employee role from   respondents further proving training to be extremely unstructured and not well thought out .   There must also be open ended questions in the survey to understand any other concerns of   employees which was beyond the factors taken into consideration and respondents are free to   express their concerns . The original assumptions were more likely to be true and hence the next   step was moving to phase 2 of the learning launch . 

 In the second learning launch , a training module was designed based on employee past training   experience responses . The training included blended learning which focused not only on   classroom theoretical training but also online certifications and business simulations to help   trainees develop skills to solve real business problems with real data . Along with this , training   content was created to customized needs of a group of employees rather than all 20 employees ,   making the scope narrow and more targeted . Now is the time to test the hypothesis using a   training effectiveness survey and conclude whether the results and implications of changes   adopted were true and conclusive . 

 Insight 

 The survey found that the original assumption was correct and that the once the trainings were   customized to business needs along with blended learning methods , the effectiveness of   training increased manifold . The disproving facts were not entirely false , because of poor   content design it was demotivating for employees to participate and learn through the company   training modules . It was not creative or engaging enough to build a culture of learning in the   organization . However , with a more structured approach to L&D , it was found that the   employees looked forward to trainings not as a mandate but rather an opportunity to enhance   their skills and abilities . This change in mindset was essential , however putting our assumption   in practice proved to be a driving force to bring about a change in the organizational culture . 

 Approach 

 The training needs of employees evolve . Just because the current change in training delivery   brought about a positive change in the organization , it is not necessary that it is enough to   sustain a competitive edge . The best solution to tackle this dynamic business scenario would   be to conduct regular training feedback surveys to identify gaps and build a compelling training   module to keep the workforce engaged . 


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: Design Thinking for Innovation Assignment 

 Learning Launch Tool 

 Challenge 

 A medium sized organization that has been in existence since the last 9 years . The   organization ’s learning and development ( L&D ) program was the least to say cliché with only   classroom training provided . The basic notion in the organization was that the L&D function   is not very impactful , and trainees attend it only because it is mandatory . The major challenge   here was to reinstate the importance of L&D in an organization , building a training module that   is relevant to business processes and leverage it to achieve organizational goals . The scope of   L&D is however currently limited to 20 employees in the organization , highly unstructured   approach being followed and a limited budget available to spend . 

 Selection 

 To resolve the above challenge , learning launch was the most appropriate tool of design   thinking as with the limited number of employees in the organization , a prototype is easy to   execute and gain insights on whether the assumption is a viable solution to the problem .   Learning from those experiences and implement solutions differently and inactively to   understand what went wrong and what could be done in a better way . 

 Application 

 First step to problem solution is developing an assumption which in this case is , L&D is not as   impactful in the organization as it should be because of traditional mode of training delivery   and content irrelevant to business needs . To identify the proving and disproving variables , a   questionnaire was rolled out to understand what was right about the assumption and what was   not . What might prove to disprove the assumption would include other factors like inadequate   budget allocation to higher best trainers , lack of management support and the lack of employee   learning mindset in the organization which would prove that our assumption is incorrect and   we must try a different approach to enhance the knowledge skills and attitude of the employees .   This survey was directed to all 20 employees and their responses recorded anonymously to   ensure honesty and confidentiality . To prove the assumption correct , poor rating was expected   in content selection , content scope , pedagogy and training not applicable to employee role from   respondents further proving training to be extremely unstructured and not well thought out .   There must also be open ended questions in the survey to understand any other concerns of   employees which was beyond the factors taken into consideration and respondents are free to   express their concerns . The original assumptions were more likely to be true and hence the next   step was moving to phase 2 of the learning launch . 

 In the second learning launch , a training module was designed based on employee past training   experience responses . The training included blended learning which focused not only on   classroom theoretical training but also online certifications and business simulations to help   trainees develop skills to solve real business problems with real data . Along with this , training   content was created to customized needs of a group of employees rather than all 20 employees ,   making the scope narrow and more targeted . Now is the time to test the hypothesis using a   training effectiveness survey and conclude whether the results and implications of changes   adopted were true and conclusive . 

 Insight 

 The survey found that the original assumption was correct and that the once the trainings were   customized to business needs along with blended learning methods , the effectiveness of   training increased manifold . The disproving facts were not entirely false , because of poor   content design it was demotivating for employees to participate and learn through the company   training modules . It was not creative or engaging enough to build a culture of learning in the   organization . However , with a more structured approach to L&D , it was found that the   employees looked forward to trainings not as a mandate but rather an opportunity to enhance   their skills and abilities . This change in mindset was essential , however putting our assumption   in practice proved to be a driving force to bring about a change in the organizational culture . 

 Approach 

 The training needs of employees evolve . Just because the current change in training delivery   brought about a positive change in the organization , it is not necessary that it is enough to   sustain a competitive edge . The best solution to tackle this dynamic business scenario would   be to conduct regular training feedback surveys to identify gaps and build a compelling training   module to keep the workforce engaged .
### Output: 