1 . Challenge 

 My organization planned to revamp the staff innovation program with the key focus on   transforming the culture . In a recent engagement survey , most staff members stated   that the current culture was based on fear with no autonomy for the more junior staff .   Crowdsourcing ideas from this segment would be difficult as no one dared to give their   ideas sans getting ridiculed or reprimanded by their superiors . The challenge then was   to create a program that would address these issues faced by staff such as removing   barriers for idea generation and providing more autonomy for their decisions . 

 2 . Selection and Application 

 The Learning Launch was the ideal platform to test the ideas . From the engagement   survey , we already gathered key assumptions that would be tested in the Learning   Launch , namely the barriers to generate ideas ( fear , poor incentives and lack of   recognition ) and the lack of autonomy to provide the idea without consultation of their   superior or upper management . 

 The Learning Launch was conducted at the Annual Learning Festival and we created an   Innovation Booth for staff members to : 

  solve problems ( which were sourced from upper management )      submit their own problems and solutions 

 Each submission of solutions/ problems was incentivized with a gift voucher . We also   communicated that this was meant to be fun , allowing most of the staff members to be   put at ease when providing their inputs . The innovation booth was designed with the key   assumptions in mind . The data gathered ( the problems and solutions collected ) as well   as the observations by the innovation task force ( reasons why they were reluctant to   submit their problems/ solutions ) were analyzed and mostly confirmed our hypothesis ,   that the learning culture in the organization was poor and needed to be transformed   drastically . 

 3 . Insight 

 The insights gathered from the Learning Launch were very useful . Using the Learning   Festival as a cover , the innovation booth did not feel out of place ( just one of the many   booths in the Learning Festival ) and staff members did not fear ( as much ) submitting   the ideas or problems they had in the workplace . Guised as a fun and incentivized   suggestion channel , staff members were observed to be full of ideas , confirming our   hypothesis that the culture of fear had hampered the idea generation from our staff . 

 We also managed to observe how incentives played a role in motivating staff members   to submit their problems/ solutions . It was not a large gift voucher ( $ 1SGD ) but it did   make a difference for a certain segment of staff , especially those competitive ones . 

 There were also staff members who had grievances to air but had no channel to state   them until now . Most of them seized the opportunity to share their issues and did not   really care for the monetary incentive . 

 Lastly , there was also a segment of staff members who were not interested in giving   any inputs but enjoyed browsing the submitted solutions and problems . The innovation   task force noted this as silent majority , which was also observed in other research   papers on innovation . The research had stated that if the innovation program were to   reach out to 10 % of the workforce , it would have been successful . This was an   important insight when calibrating our performance indicators moving forward . 

 4 . Approach 

 The Learning Launch approach would still be the ideal tool moving forward . However ,   the approach would be different . With the insights gathered from the 1st Learning   Launch , the innovation task force would probably try out a different mode of   crowdsourcing ideas from the staff but in a more permanent tool , like an Idea   Crowdsource Engine . This engine will allow staff members to post their ideas , comment ,   up - vote , refine and volunteer their resources for good ideas . Essentially the same   methodology as the innovation booth described earlier , but now automated and online . 

 Gamification principles will replace the monetary incentives provided previously , with   the end goal being a highly motivated workforce that have full autonomy to form teams   to deal with ideas/ issues with little or no instruction from upper management . 


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: 1 . Challenge 

 My organization planned to revamp the staff innovation program with the key focus on   transforming the culture . In a recent engagement survey , most staff members stated   that the current culture was based on fear with no autonomy for the more junior staff .   Crowdsourcing ideas from this segment would be difficult as no one dared to give their   ideas sans getting ridiculed or reprimanded by their superiors . The challenge then was   to create a program that would address these issues faced by staff such as removing   barriers for idea generation and providing more autonomy for their decisions . 

 2 . Selection and Application 

 The Learning Launch was the ideal platform to test the ideas . From the engagement   survey , we already gathered key assumptions that would be tested in the Learning   Launch , namely the barriers to generate ideas ( fear , poor incentives and lack of   recognition ) and the lack of autonomy to provide the idea without consultation of their   superior or upper management . 

 The Learning Launch was conducted at the Annual Learning Festival and we created an   Innovation Booth for staff members to : 

  solve problems ( which were sourced from upper management )      submit their own problems and solutions 

 Each submission of solutions/ problems was incentivized with a gift voucher . We also   communicated that this was meant to be fun , allowing most of the staff members to be   put at ease when providing their inputs . The innovation booth was designed with the key   assumptions in mind . The data gathered ( the problems and solutions collected ) as well   as the observations by the innovation task force ( reasons why they were reluctant to   submit their problems/ solutions ) were analyzed and mostly confirmed our hypothesis ,   that the learning culture in the organization was poor and needed to be transformed   drastically . 

 3 . Insight 

 The insights gathered from the Learning Launch were very useful . Using the Learning   Festival as a cover , the innovation booth did not feel out of place ( just one of the many   booths in the Learning Festival ) and staff members did not fear ( as much ) submitting   the ideas or problems they had in the workplace . Guised as a fun and incentivized   suggestion channel , staff members were observed to be full of ideas , confirming our   hypothesis that the culture of fear had hampered the idea generation from our staff . 

 We also managed to observe how incentives played a role in motivating staff members   to submit their problems/ solutions . It was not a large gift voucher ( $ 1SGD ) but it did   make a difference for a certain segment of staff , especially those competitive ones . 

 There were also staff members who had grievances to air but had no channel to state   them until now . Most of them seized the opportunity to share their issues and did not   really care for the monetary incentive . 

 Lastly , there was also a segment of staff members who were not interested in giving   any inputs but enjoyed browsing the submitted solutions and problems . The innovation   task force noted this as silent majority , which was also observed in other research   papers on innovation . The research had stated that if the innovation program were to   reach out to 10 % of the workforce , it would have been successful . This was an   important insight when calibrating our performance indicators moving forward . 

 4 . Approach 

 The Learning Launch approach would still be the ideal tool moving forward . However ,   the approach would be different . With the insights gathered from the 1st Learning   Launch , the innovation task force would probably try out a different mode of   crowdsourcing ideas from the staff but in a more permanent tool , like an Idea   Crowdsource Engine . This engine will allow staff members to post their ideas , comment ,   up - vote , refine and volunteer their resources for good ideas . Essentially the same   methodology as the innovation booth described earlier , but now automated and online . 

 Gamification principles will replace the monetary incentives provided previously , with   the end goal being a highly motivated workforce that have full autonomy to form teams   to deal with ideas/ issues with little or no instruction from upper management .
### Output: 