Reﬂection on Learning Launch Tool 

 Challenge : I work in communications & marketing for a business - to - business company . At the   start of the year , I was tasked to revamp our company ’s intranet website , either by   upgrading our existing one or buying a third - party software . 

 Our existing intranet is a legacy , self - proprietary software with inadequate technologies   to support telecommuting , ﬁle - hosting , and real - time communications , mostly due to   lack of internal resources ( i.e. , IT manpower ) . Employee use of the intranet was   therefore low , with only 43 percent of employees accessing it at least once a week . To   solve the challenge , we wanted to increase this number to at least 80 percent . 

 Selection We had previously conducted surveys among our employees to learn about what they   like and dislike about the website . But by taking this Design Thinking course , I saw the   opportunity to use a better framework to tackle our challenges , beginning with the idea   generation process . I speciﬁcally chose the Ethnography Tool to get a feel for our   stakeholders’—in this case , employees’—lives , including their problems and   unarticulated needs . I believed this would widen the ﬁeld of data which we have   collected from the previous survey , which was limited in questions and hampered by   biases in perceived challenges and ideas anyway . The Ethnography Tool would have   allowed us to deconstruct those biases as well . 

 Alas , the Covid-19 pandemic resulted in lockdown measures and restrictions , forcing   the need to roll out remote work and telecommuting solutions at low - cost and   immediately . Given the constraints in time and resources , I opted to switch to the   Learning Launch Tool to conduct fast , cheap experiments while learning about our   employees ’ intranet habits and testing our key assumptions about them from the result   of our previous survey . 

 Application As soon as our network and work - from - home ( WFH ) infrastructure was set up , we   began improving on our existing intranet . ( At this point , buying a third - party software   had been ruled out due to logistics and cost concerns . ) Our criteria for our solutions   were that they could be implemented by two web developers , with no added cost   except for internal resources . 

 With employees scattered across several cities and regions , one of the ﬁrst things we   did was roll out communications - related initiatives on our intranet , including daily   updates on the latest health guidelines about Covid-19 and links to trusted resources .   A special Q&A section on the intranet was also created , pooling all questions and 

 answers about the latest company policies on our work - from - home setup , as well as   salaries and leaves information . To secure our ﬁles , we created a dedicated server to   enable peer - to - peer ﬁle sharing so employees did not have to use external and third- party ﬁle - sharing websites , which may not be secure . We also improved our staﬀ   directory , which previously only included oﬃce phone numbers , to include their mobile   phone and messaging apps information . Employees were also asked to share their   stories and tips about working from home , which were posted on the website .   Commenting sections and a forums section were also created to increase employee   engagement . 

 On the back end , we asked our web developers to prioritize making the website   mobile - responsive . 

 Insight The results could n’t have been any better . In the ﬁrst week that these have been   implemented , we recorded a 280 percent increase in page views . So far , 98 percent of   employees are accessing the intranet at least every day . 

 We realized that this was something we could have done even before the pandemic but   because we were so obsessed with getting our business plan right to justify the   purchase of our new intranet software , we were n’t as responsive to the current needs   of our stakeholders . The existing intranet could have much earlier helped us launch   small , cheap experiments to gain perspective on what would work should we go   forward with the new purchase . For example , we have been asking senior management   to allow employees to publish comments on posted news and announcement , but now   that it has been implemented , we ﬁnd that not many employees do n’t use this feature ;   same with the new forums section . 

 Thus , the Learning Launch Tool has allowed us to push through with our winning   experiments ( continued internal communications push , daily important updates ,   lighthearted stories on colleagues , and mobile - friendly pages ) and focus less on   unsuccessful ones ( forums section and to an extent , employee self - publishing in   general ) . But as far as we felt that the Learning Launch Tool served us well given the   circumstances which we found ourselves , it is still important that we utilize the   Ethnography Tool as soon as logistics and resources allow it . This will allows us to   delve deeper into our employees ’ journey and recognize their functional and emotional   requirements . Maybe , we do n’t even have to buy a new intranet at all and we only need   to keep improving the functionalities and user - friendliness of the existing website .   Ultimately , this well help us not only come up with the best intranet solution but   become a better company for our employees . 


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 on Learning Launch Tool 

 Challenge : I work in communications & marketing for a business - to - business company . At the   start of the year , I was tasked to revamp our company ’s intranet website , either by   upgrading our existing one or buying a third - party software . 

 Our existing intranet is a legacy , self - proprietary software with inadequate technologies   to support telecommuting , ﬁle - hosting , and real - time communications , mostly due to   lack of internal resources ( i.e. , IT manpower ) . Employee use of the intranet was   therefore low , with only 43 percent of employees accessing it at least once a week . To   solve the challenge , we wanted to increase this number to at least 80 percent . 

 Selection We had previously conducted surveys among our employees to learn about what they   like and dislike about the website . But by taking this Design Thinking course , I saw the   opportunity to use a better framework to tackle our challenges , beginning with the idea   generation process . I speciﬁcally chose the Ethnography Tool to get a feel for our   stakeholders’—in this case , employees’—lives , including their problems and   unarticulated needs . I believed this would widen the ﬁeld of data which we have   collected from the previous survey , which was limited in questions and hampered by   biases in perceived challenges and ideas anyway . The Ethnography Tool would have   allowed us to deconstruct those biases as well . 

 Alas , the Covid-19 pandemic resulted in lockdown measures and restrictions , forcing   the need to roll out remote work and telecommuting solutions at low - cost and   immediately . Given the constraints in time and resources , I opted to switch to the   Learning Launch Tool to conduct fast , cheap experiments while learning about our   employees ’ intranet habits and testing our key assumptions about them from the result   of our previous survey . 

 Application As soon as our network and work - from - home ( WFH ) infrastructure was set up , we   began improving on our existing intranet . ( At this point , buying a third - party software   had been ruled out due to logistics and cost concerns . ) Our criteria for our solutions   were that they could be implemented by two web developers , with no added cost   except for internal resources . 

 With employees scattered across several cities and regions , one of the ﬁrst things we   did was roll out communications - related initiatives on our intranet , including daily   updates on the latest health guidelines about Covid-19 and links to trusted resources .   A special Q&A section on the intranet was also created , pooling all questions and 

 answers about the latest company policies on our work - from - home setup , as well as   salaries and leaves information . To secure our ﬁles , we created a dedicated server to   enable peer - to - peer ﬁle sharing so employees did not have to use external and third- party ﬁle - sharing websites , which may not be secure . We also improved our staﬀ   directory , which previously only included oﬃce phone numbers , to include their mobile   phone and messaging apps information . Employees were also asked to share their   stories and tips about working from home , which were posted on the website .   Commenting sections and a forums section were also created to increase employee   engagement . 

 On the back end , we asked our web developers to prioritize making the website   mobile - responsive . 

 Insight The results could n’t have been any better . In the ﬁrst week that these have been   implemented , we recorded a 280 percent increase in page views . So far , 98 percent of   employees are accessing the intranet at least every day . 

 We realized that this was something we could have done even before the pandemic but   because we were so obsessed with getting our business plan right to justify the   purchase of our new intranet software , we were n’t as responsive to the current needs   of our stakeholders . The existing intranet could have much earlier helped us launch   small , cheap experiments to gain perspective on what would work should we go   forward with the new purchase . For example , we have been asking senior management   to allow employees to publish comments on posted news and announcement , but now   that it has been implemented , we ﬁnd that not many employees do n’t use this feature ;   same with the new forums section . 

 Thus , the Learning Launch Tool has allowed us to push through with our winning   experiments ( continued internal communications push , daily important updates ,   lighthearted stories on colleagues , and mobile - friendly pages ) and focus less on   unsuccessful ones ( forums section and to an extent , employee self - publishing in   general ) . But as far as we felt that the Learning Launch Tool served us well given the   circumstances which we found ourselves , it is still important that we utilize the   Ethnography Tool as soon as logistics and resources allow it . This will allows us to   delve deeper into our employees ’ journey and recognize their functional and emotional   requirements . Maybe , we do n’t even have to buy a new intranet at all and we only need   to keep improving the functionalities and user - friendliness of the existing website .   Ultimately , this well help us not only come up with the best intranet solution but   become a better company for our employees .
### Output: 