As a member of the newly formed centralised Business Analytics team at a large media organisation   our goal was to re - imagine the way that reporting , analytics and insights were delivered to a diverse   range of users . Our challenge was that for many of the user groups we were targeting analytics was   not a priority , they were not particularly technology savvy , and they were not accustomed to the   notion of data driven decision making and the benefits it could bring to the wider organisation . We   were also working in an organisation that had not invested in this area previously and were a long   way behind the industry leaders . We recognised that a key driver of our success would be   understanding the unique challenges that each team were dealing with and how access to better   data and tools for decision making could improve this situation . This applied to their actual job   function but also to broader organisational matters . 

 The Design Thinking tool we selected to assist us with this challenge was ‘ Storytelling ’ . As was   highlighted in Video 4 from Week 2 ( “ Storytelling Tool ” ) storytelling has the potential to develop an   emotional connection , increase engagement and unite people around a new initiative . We needed   to give each team the opportunity to explain their role in detail , highlight what was going well and   what was not , and where they thought improvements could be made in their own words . We also   wanted to understand their personal experiences in the context of the broader organisational   changes that had been in motion for an extended period , including multiple restructures , downsizing   and shifts in core business strategy . We did not want to force a costly new technology platform on   them in a manner that had no perceived value for them individually and did not address any of the   difficulties that they were experiencing . Our team would also tell our ‘ story ’ , expressing our vision   and aspirations for both our team and the teams we were looking to partner with . 

 We organised an offsite at a specially designed facility and invited a representative from each team   to speak and discuss the problems they were trying to resolve in their own words , without any   mention of business analytics . All teams were represented including finance , sales , marketing ,   editorial , human resources and technology . There were a wide variety of revelations : editorial staff   were resentful of the new performance management frameworks that had been implemented , sales   teams were used to relying on gut instincts when making decisions , human resources staff were   experiencing fatigue due to the continued restructuring , and in general everyone felt that there   were far greater priorities than implementing a new IT system . As each person spoke we recorded   key findings on the white boards that covered all the walls for review before the head of our team   presented the next day . 

 Rather than focusing on technical jargon ( single source of truth , data visualization , the analytics   maturity curve ) he instead was able to speak to each team on a personal level with a far greater   degree of empathy , recognising their challenges and offering ways that we could work together to   overcome these without mentioning the actual technology solution at all . Through storytelling he   was able to generate genuine support for the program because people could see how their own   working lives could be improved and that by contributing their own stories they were shaping the   focus areas and priorities for our team . We had been able to understand they key problems , which   ones could be addressed by technology , and what the timeframes were for achieving the desired   outcomes . The other big positive was that all teams listened to each other and had a better   appreciation for each group ’s responsibilities and concerns . 

 Overall , I felt this was a very worthwhile exercise and based on feedback the majority of participants   agreed . For many it was the first time that had been part of this sort of Design Thinking exercise and   it had been a very positive experience . We are already planning to have follow - up sessions with   these groups and next time I believe introducing ‘ Mind Mapping ’ will help us to define common   information requirements and agree on key decision - making metrics that can be used across the   organisation . As a compliment to storytelling this tool will allow us to capture key dependencies and   will also assist in defining the delivery roadmap for our team . 


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: As a member of the newly formed centralised Business Analytics team at a large media organisation   our goal was to re - imagine the way that reporting , analytics and insights were delivered to a diverse   range of users . Our challenge was that for many of the user groups we were targeting analytics was   not a priority , they were not particularly technology savvy , and they were not accustomed to the   notion of data driven decision making and the benefits it could bring to the wider organisation . We   were also working in an organisation that had not invested in this area previously and were a long   way behind the industry leaders . We recognised that a key driver of our success would be   understanding the unique challenges that each team were dealing with and how access to better   data and tools for decision making could improve this situation . This applied to their actual job   function but also to broader organisational matters . 

 The Design Thinking tool we selected to assist us with this challenge was ‘ Storytelling ’ . As was   highlighted in Video 4 from Week 2 ( “ Storytelling Tool ” ) storytelling has the potential to develop an   emotional connection , increase engagement and unite people around a new initiative . We needed   to give each team the opportunity to explain their role in detail , highlight what was going well and   what was not , and where they thought improvements could be made in their own words . We also   wanted to understand their personal experiences in the context of the broader organisational   changes that had been in motion for an extended period , including multiple restructures , downsizing   and shifts in core business strategy . We did not want to force a costly new technology platform on   them in a manner that had no perceived value for them individually and did not address any of the   difficulties that they were experiencing . Our team would also tell our ‘ story ’ , expressing our vision   and aspirations for both our team and the teams we were looking to partner with . 

 We organised an offsite at a specially designed facility and invited a representative from each team   to speak and discuss the problems they were trying to resolve in their own words , without any   mention of business analytics . All teams were represented including finance , sales , marketing ,   editorial , human resources and technology . There were a wide variety of revelations : editorial staff   were resentful of the new performance management frameworks that had been implemented , sales   teams were used to relying on gut instincts when making decisions , human resources staff were   experiencing fatigue due to the continued restructuring , and in general everyone felt that there   were far greater priorities than implementing a new IT system . As each person spoke we recorded   key findings on the white boards that covered all the walls for review before the head of our team   presented the next day . 

 Rather than focusing on technical jargon ( single source of truth , data visualization , the analytics   maturity curve ) he instead was able to speak to each team on a personal level with a far greater   degree of empathy , recognising their challenges and offering ways that we could work together to   overcome these without mentioning the actual technology solution at all . Through storytelling he   was able to generate genuine support for the program because people could see how their own   working lives could be improved and that by contributing their own stories they were shaping the   focus areas and priorities for our team . We had been able to understand they key problems , which   ones could be addressed by technology , and what the timeframes were for achieving the desired   outcomes . The other big positive was that all teams listened to each other and had a better   appreciation for each group ’s responsibilities and concerns . 

 Overall , I felt this was a very worthwhile exercise and based on feedback the majority of participants   agreed . For many it was the first time that had been part of this sort of Design Thinking exercise and   it had been a very positive experience . We are already planning to have follow - up sessions with   these groups and next time I believe introducing ‘ Mind Mapping ’ will help us to define common   information requirements and agree on key decision - making metrics that can be used across the   organisation . As a compliment to storytelling this tool will allow us to capture key dependencies and   will also assist in defining the delivery roadmap for our team .
### Output: 