Design Thinking for Innovation 

 Peer - graded Assignment Reflection : Learning Launch 

 Elena Chernov 

 Challenge & Selection 

 I have a customer in the consumer goods industry that needed to solve a communication gap with their   manufacturing workforce .   They explored an opportunity to leverage mobile app technology to send   work related content such as plant closures , overtime commitment reminders and plant events to their   3000 + non - technical employees .   They determined that they would build a Minimum Viable Product   ( MVP ) application for both Android and IOS mobile devices .   It was determined through ethnographic   research that the workforce had a mix of personal device types , devices varied in age and operating   system versions , and simple applications were preferred over applications with too many layers .    Additionally , the staff is non - technical and would need assistance with loading the app on their devices .    My team selected a Learning Launch which is a small experimental test to determine if the idea was   viable in the marketplace or an internal user base , in this challenge .   This tool was a good fit for an   experimental mobile app that was 70 % complete with an unknown potential adoption rate .   What my   customer assumed to be true was that the workforce would be interested in receiving work related   content quickly and conveniently through their personal mobile devices .   As indicated by Walton in his   video , my customer had the need to confirm or disconfirm their assumptions which would save them   money and time spent on developing a full mobile app .   Similar to the trade show Learning Launch for   IBM , our team gathered information on additional key factors that would inform the application   content , preferred deployment process and understand any risk or challenges that had not been   discovered to date during the project . 

 Application 

 It was agreed upon to roll out the mobile application to one selected manufacturing plant for a ( 90 ) day   period .   The application would be deployed in the first two weeks of the learning launch using a mix of   trained contract employees and app team members . A communication plan started 30 days in advance   to notify the employees of the application pilot and invited them to try the test application .    The team   equipped with launch materials set up tables at multiple “ high traffic ” locations in the plant for visibility .   On day one of the pilot , all team members deployed the application while other team members   watched how the employees reacted , documented any challenges in the deployment process and   questions that were asked by the employees .   Observations were collected after each of the three shifts   for a brief discussion the next morning .   Pivots in deployment processes or explanations of how the   application would be used were done regularly throughout the first two weeks . For instance , the use of   company Wi - Fi was not in scope but the use of personal data became a concern to many pilot users .    After a review with leadership , company Wi - Fi access was opened up to the pilot users which drove   more adopters , but started the discussion on new governance usage policies , and the need to review   possible expansion of the Wi - Fi system to include new wireless access points to improve coverage .   A   technical concern that became a barrier to adoption was the employees concern over “ Big Brother ” on   their personal devices .   Several questions arose over the concern of tracking and use of location services 

 at the plant and home which were not part of the application but required explanation .   All of these   concerns would have to be addressed prior to a roll out to the entire manufacturing team nationwide . 

 The launch was so effective at collecting issues surrounding the use of personal devices , that a second   Learning Launch was added at the half - way point .   The team needed to limit the operating system   versions and size of the phones that they could deploy the application on in order to provide the best   customer experience when using the application during the pilot .   The new launch deployed strategically   placed company shared iPads that had the mobile application already loaded on the device . Employee   sign - ins and content utilization rates for both device types were collected to determine if one , both or   none would be in the final solution at the end of the Learning Launch events . 

 Insight 

 What was gained from both Learning Launch events greatly impacted the client considering the   application as a means to provide corporate driven communications to the plant employees .   All the   data collected through the mobile app usage , in - person engagement and deployment challenges the   team faced was aggregated and reviewed to see what worked . Key implementation and support factors   were uncovered during the launch deployment process that would relegate the Apple or Android   minimum device specifications . It was also determined that acceptable use polices for Wi - Fi and shared   devices would need to be drafted and approved through senior leadership and legal .    Adding more   coverage to the plants existing Wi - Fi infrastructure was a hidden cost that would require a new project   and a new budget to ensure high workforce adoption rate and alleviate the employees concern of   depleting their own data packages .    The Design Thinking Framework provided an understanding of ways   that could have been used to uncover some of the basic concerns over how the mobile application   would be used by the company from a user perspective , a design tool such as Journey Mapping during   the ‘ What is ’ stage could have driven out better interaction points to include the concern for data usage   and company Wi - Fi constraints in the plant .   Many assumptions by the company were confirmed , but   the newly uncovered challenges at this stage provided invaluable insight that could be reviewed to pivot   at a savings to a full deployment of a mobile application that would require re - work and a poor   customer experience with their employees . 

 Approach 

 If faced with a similar challenge , I would use a Learning Launch again with the Journey Mapping design   tool .   With Journey Mapping I would hope to gain insights on how they would use it during their day in   the plant and what is / could be of concern while using the application . As a non - technical person , would I   understand that it would not track my location if the services were not turned on in my settings ?   I   believe there were several opportunities that could have aided in the preparation of the app team and   educated the pilot base prior to the Learning Launch event .   The Learning Launch is still the right choice   in this scenario .   The employee / app team touch points were both enlightening and provided additional   feedback for alternative tools that the employees were looking for in the future – new ideas / new   opportunity to ‘ WoW ’ . 


EMAIL: 
ID_NUM: 
NAME_STUDENT: Elena Chernov
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 

 Peer - graded Assignment Reflection : Learning Launch 

 Elena Chernov 

 Challenge & Selection 

 I have a customer in the consumer goods industry that needed to solve a communication gap with their   manufacturing workforce .   They explored an opportunity to leverage mobile app technology to send   work related content such as plant closures , overtime commitment reminders and plant events to their   3000 + non - technical employees .   They determined that they would build a Minimum Viable Product   ( MVP ) application for both Android and IOS mobile devices .   It was determined through ethnographic   research that the workforce had a mix of personal device types , devices varied in age and operating   system versions , and simple applications were preferred over applications with too many layers .    Additionally , the staff is non - technical and would need assistance with loading the app on their devices .    My team selected a Learning Launch which is a small experimental test to determine if the idea was   viable in the marketplace or an internal user base , in this challenge .   This tool was a good fit for an   experimental mobile app that was 70 % complete with an unknown potential adoption rate .   What my   customer assumed to be true was that the workforce would be interested in receiving work related   content quickly and conveniently through their personal mobile devices .   As indicated by Walton in his   video , my customer had the need to confirm or disconfirm their assumptions which would save them   money and time spent on developing a full mobile app .   Similar to the trade show Learning Launch for   IBM , our team gathered information on additional key factors that would inform the application   content , preferred deployment process and understand any risk or challenges that had not been   discovered to date during the project . 

 Application 

 It was agreed upon to roll out the mobile application to one selected manufacturing plant for a ( 90 ) day   period .   The application would be deployed in the first two weeks of the learning launch using a mix of   trained contract employees and app team members . A communication plan started 30 days in advance   to notify the employees of the application pilot and invited them to try the test application .    The team   equipped with launch materials set up tables at multiple “ high traffic ” locations in the plant for visibility .   On day one of the pilot , all team members deployed the application while other team members   watched how the employees reacted , documented any challenges in the deployment process and   questions that were asked by the employees .   Observations were collected after each of the three shifts   for a brief discussion the next morning .   Pivots in deployment processes or explanations of how the   application would be used were done regularly throughout the first two weeks . For instance , the use of   company Wi - Fi was not in scope but the use of personal data became a concern to many pilot users .    After a review with leadership , company Wi - Fi access was opened up to the pilot users which drove   more adopters , but started the discussion on new governance usage policies , and the need to review   possible expansion of the Wi - Fi system to include new wireless access points to improve coverage .   A   technical concern that became a barrier to adoption was the employees concern over “ Big Brother ” on   their personal devices .   Several questions arose over the concern of tracking and use of location services 

 at the plant and home which were not part of the application but required explanation .   All of these   concerns would have to be addressed prior to a roll out to the entire manufacturing team nationwide . 

 The launch was so effective at collecting issues surrounding the use of personal devices , that a second   Learning Launch was added at the half - way point .   The team needed to limit the operating system   versions and size of the phones that they could deploy the application on in order to provide the best   customer experience when using the application during the pilot .   The new launch deployed strategically   placed company shared iPads that had the mobile application already loaded on the device . Employee   sign - ins and content utilization rates for both device types were collected to determine if one , both or   none would be in the final solution at the end of the Learning Launch events . 

 Insight 

 What was gained from both Learning Launch events greatly impacted the client considering the   application as a means to provide corporate driven communications to the plant employees .   All the   data collected through the mobile app usage , in - person engagement and deployment challenges the   team faced was aggregated and reviewed to see what worked . Key implementation and support factors   were uncovered during the launch deployment process that would relegate the Apple or Android   minimum device specifications . It was also determined that acceptable use polices for Wi - Fi and shared   devices would need to be drafted and approved through senior leadership and legal .    Adding more   coverage to the plants existing Wi - Fi infrastructure was a hidden cost that would require a new project   and a new budget to ensure high workforce adoption rate and alleviate the employees concern of   depleting their own data packages .    The Design Thinking Framework provided an understanding of ways   that could have been used to uncover some of the basic concerns over how the mobile application   would be used by the company from a user perspective , a design tool such as Journey Mapping during   the ‘ What is ’ stage could have driven out better interaction points to include the concern for data usage   and company Wi - Fi constraints in the plant .   Many assumptions by the company were confirmed , but   the newly uncovered challenges at this stage provided invaluable insight that could be reviewed to pivot   at a savings to a full deployment of a mobile application that would require re - work and a poor   customer experience with their employees . 

 Approach 

 If faced with a similar challenge , I would use a Learning Launch again with the Journey Mapping design   tool .   With Journey Mapping I would hope to gain insights on how they would use it during their day in   the plant and what is / could be of concern while using the application . As a non - technical person , would I   understand that it would not track my location if the services were not turned on in my settings ?   I   believe there were several opportunities that could have aided in the preparation of the app team and   educated the pilot base prior to the Learning Launch event .   The Learning Launch is still the right choice   in this scenario .   The employee / app team touch points were both enlightening and provided additional   feedback for alternative tools that the employees were looking for in the future – new ideas / new   opportunity to ‘ WoW ’ .
### Output: 