Learning Launch – Business Model Augmentation 

 Challenge 

 As the Head of a division in what has quickly become a highly competitive marketplace , my team was   faced with a unique set of challenges .   We had to quickly pivot off of our traditional business model and   determine what new areas of opportunities to develop beyond the continued focus of our product   pipeline .   Our goal was to identify additional spaces within our business segment and quickly start   augmenting our business model by taking key strategic bets and validate our assumptions 

 Selection 

 We were a team of individuals that had already participated in various Design Thinking activities with   the organization .   For this particular approach , I determined that Learning Launch would be the most   effective mechanism to quickly begin to navigate the various areas we wanted to explore and enter . 

 Application 

 We conducted a handful of brainstorming sessions and quickly identified 4 focus areas to test which we   felt were the pathways to not only augment the future trajectory of our division , but also lead the way   in the industry in a couple of the areas .   The intent was to place various bets in multiple areas and to   learn fast and build or kill .   We introduce projects in the following areas : new product category   development , online channel creation , and innovative and creative product design efforts . 

 All 3 were approached slightly differently .   For category development , we did desk research to   determine categories which could warrant high value and subsequently discussed with key customers .    For online channel creation , we evaluated our pipeline and in parallel identified partners that had   already started work in this space and began partnership discussions .   Finally , with product design   efforts , we brainstormed ideas on what our end customers my need and subsequently presented   concepts to the buying teams at our customers . 

 Insight 

 The Learning Launch approach was the most effective means for my team to define , evaluate and   implement our ideas .   But more importantly , we were able to quickly pivot and make adjustments to the   approach with the focus on modifying strategy to achieve the desired outcome .   The key realization is   that we did not clearly define the parameters of what our end goal could be and when and how to   kill / drop a project .   As a result , a few efforts likely progressed to long . 

 Approach 

 This is a very effective approach , however as the team continues to navigate and look to build upon our   existing business model , the future efforts will benefit greatly from the learnings to date .   With the   lessons learned , we will be sure to clearly define what success looks like , but continue to revisit and   allow for the strategic drop decision to be taken in a timely manner . 


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: Learning Launch – Business Model Augmentation 

 Challenge 

 As the Head of a division in what has quickly become a highly competitive marketplace , my team was   faced with a unique set of challenges .   We had to quickly pivot off of our traditional business model and   determine what new areas of opportunities to develop beyond the continued focus of our product   pipeline .   Our goal was to identify additional spaces within our business segment and quickly start   augmenting our business model by taking key strategic bets and validate our assumptions 

 Selection 

 We were a team of individuals that had already participated in various Design Thinking activities with   the organization .   For this particular approach , I determined that Learning Launch would be the most   effective mechanism to quickly begin to navigate the various areas we wanted to explore and enter . 

 Application 

 We conducted a handful of brainstorming sessions and quickly identified 4 focus areas to test which we   felt were the pathways to not only augment the future trajectory of our division , but also lead the way   in the industry in a couple of the areas .   The intent was to place various bets in multiple areas and to   learn fast and build or kill .   We introduce projects in the following areas : new product category   development , online channel creation , and innovative and creative product design efforts . 

 All 3 were approached slightly differently .   For category development , we did desk research to   determine categories which could warrant high value and subsequently discussed with key customers .    For online channel creation , we evaluated our pipeline and in parallel identified partners that had   already started work in this space and began partnership discussions .   Finally , with product design   efforts , we brainstormed ideas on what our end customers my need and subsequently presented   concepts to the buying teams at our customers . 

 Insight 

 The Learning Launch approach was the most effective means for my team to define , evaluate and   implement our ideas .   But more importantly , we were able to quickly pivot and make adjustments to the   approach with the focus on modifying strategy to achieve the desired outcome .   The key realization is   that we did not clearly define the parameters of what our end goal could be and when and how to   kill / drop a project .   As a result , a few efforts likely progressed to long . 

 Approach 

 This is a very effective approach , however as the team continues to navigate and look to build upon our   existing business model , the future efforts will benefit greatly from the learnings to date .   With the   lessons learned , we will be sure to clearly define what success looks like , but continue to revisit and   allow for the strategic drop decision to be taken in a timely manner .
### Output: 