Reflection – Learning Launch 

 Challenge 

 My company ’s stated goal for my recent initiative was to install our latest and greatest software at all   our customers ’ sites by a target date .   The company had never attempted such an endeavor , but felt it   was in the customer ’s best interest for their continued success in their marketplace .   Our customers are   change adverse which added fuel to the fire that was already burning with the mere definition of the   goal itself .   In order to accomplish this task a team would need to be assembled and a highly scalable   process defined and created .    Having over 1,700 projects to complete in a challenging timeframe meant   that not only did the process need to be efficient , but also that the best customer experience was at the   forefront .    Succeeding with both speed and a great customer experience was the challenge in front of   the newly formed team . 

 Selection 

 In order to satisfy our stated challenge , we needed to best understand both technical concerns as well   as the emotional response of our customer - base to this “ forced ” change which was ( in reality ) to their   benefit .   In order to best scale our approach to the masses we needed to ensure our process was   refined , yet sensitive to our customers ’ resistance to this change . This is where the “ learning launch ”   technique was employed to gauge the response of our customers to our seemingly well - thought out   process .   Without question the experiments that my team enacted gave us the opportunity to learn   from our interactions on a small scale before building the actual machinery that would be required .   We   needed to ensure our machine was built in a way that would not only get our software in the hands of   our customer , but in a way that allowed our customers to “ buy - in ” .   This was paramount and the   learning launch allowed us to gather information , learn , and adapt in ways we could not envision via   white - boarding with our current analytics and understanding . 

 Application 

 As eluded to in the previous section , small experiments in relation to our process were run with diverse   customers .   We decided to choose customers that were easy to work with as well as customers that are   “ at the ready ” to provide the not so positive feedback when we do it wrong .   This gave us the   perspective we needed to better understand the full spectrum of feedback from our customers . 

 We knew that various technical and educational information was required for the customers to be able   to embrace this change .   We were right , but the approach was off as their organizational structure did   not align with our interactions . 

 Insight & Approach 

 Feedback from our customers helped us determine that we were overloading the customer with   information and not getting the information to the correct resources on the customer side of the house .    As with any organization there are divisions of labor .   We needed to ensure the information was being   delivered to the correct resources instead of a massive “ dump ” of information to a singular resource .    This singular resource would discount information that was not pertinent to their role within the   organization .   Often this resource would not share the information the appropriate resources within 

 their organization to ensure everyone was provided the knowledge needed to complete a successful   engagement .   This caused delays and frustration on both sides of the house . 

 In order to ensure all key resources to an engagement were informed we realized more detailed site   assessments were required .   Proper identification of resources and their respective roles allowed us to   better target information .   The site ( pre-)assessments gave us the proper insight into the customer ’s   structure and therefore allowed us to adapt instead of trying a one size fits all approach .   This not only   provided more successful engagements but also higher customer satisfaction of the engagements and   the adoption of the required changes to their daily activities .   Our assumptions were adjusted , and the   proper machinery was then built to scale in a way that allowed us to accomplish this goal .   Without   deploying several iterations of “ learning launch ” , adapting our behaviors , and interactions we would   have missed the target while alienating our customers . 


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: Reflection – Learning Launch 

 Challenge 

 My company ’s stated goal for my recent initiative was to install our latest and greatest software at all   our customers ’ sites by a target date .   The company had never attempted such an endeavor , but felt it   was in the customer ’s best interest for their continued success in their marketplace .   Our customers are   change adverse which added fuel to the fire that was already burning with the mere definition of the   goal itself .   In order to accomplish this task a team would need to be assembled and a highly scalable   process defined and created .    Having over 1,700 projects to complete in a challenging timeframe meant   that not only did the process need to be efficient , but also that the best customer experience was at the   forefront .    Succeeding with both speed and a great customer experience was the challenge in front of   the newly formed team . 

 Selection 

 In order to satisfy our stated challenge , we needed to best understand both technical concerns as well   as the emotional response of our customer - base to this “ forced ” change which was ( in reality ) to their   benefit .   In order to best scale our approach to the masses we needed to ensure our process was   refined , yet sensitive to our customers ’ resistance to this change . This is where the “ learning launch ”   technique was employed to gauge the response of our customers to our seemingly well - thought out   process .   Without question the experiments that my team enacted gave us the opportunity to learn   from our interactions on a small scale before building the actual machinery that would be required .   We   needed to ensure our machine was built in a way that would not only get our software in the hands of   our customer , but in a way that allowed our customers to “ buy - in ” .   This was paramount and the   learning launch allowed us to gather information , learn , and adapt in ways we could not envision via   white - boarding with our current analytics and understanding . 

 Application 

 As eluded to in the previous section , small experiments in relation to our process were run with diverse   customers .   We decided to choose customers that were easy to work with as well as customers that are   “ at the ready ” to provide the not so positive feedback when we do it wrong .   This gave us the   perspective we needed to better understand the full spectrum of feedback from our customers . 

 We knew that various technical and educational information was required for the customers to be able   to embrace this change .   We were right , but the approach was off as their organizational structure did   not align with our interactions . 

 Insight & Approach 

 Feedback from our customers helped us determine that we were overloading the customer with   information and not getting the information to the correct resources on the customer side of the house .    As with any organization there are divisions of labor .   We needed to ensure the information was being   delivered to the correct resources instead of a massive “ dump ” of information to a singular resource .    This singular resource would discount information that was not pertinent to their role within the   organization .   Often this resource would not share the information the appropriate resources within 

 their organization to ensure everyone was provided the knowledge needed to complete a successful   engagement .   This caused delays and frustration on both sides of the house . 

 In order to ensure all key resources to an engagement were informed we realized more detailed site   assessments were required .   Proper identification of resources and their respective roles allowed us to   better target information .   The site ( pre-)assessments gave us the proper insight into the customer ’s   structure and therefore allowed us to adapt instead of trying a one size fits all approach .   This not only   provided more successful engagements but also higher customer satisfaction of the engagements and   the adoption of the required changes to their daily activities .   Our assumptions were adjusted , and the   proper machinery was then built to scale in a way that allowed us to accomplish this goal .   Without   deploying several iterations of “ learning launch ” , adapting our behaviors , and interactions we would   have missed the target while alienating our customers .
### Output: 