Prioritization Learning Launch    Ernesto Young                     3 April 2021 

 Challenge    I am a member of my organization ’s operating model transformation department and my team ’s   challenge is to improve how the organization prioritizes work – to become more efficient as the   corporation changes its business strategy .    The entire project scope includes about 15,000 people .   However , the project is limited in budget and   the initial rollout will be pitched to approximately , 1,000 leaders across the organization ( and the globe ) .   The rollout will not exceed 60 business days and the solution should include feedback from over 50 % of   the initial population of the 1,000 participants .     Our focus will be to understand which strategies the initial population consider to be the most effective   with regard to our proposed prioritization workflows .      Selection    Our Transformation team has already gone through some design thinking activities / scoping , so we are   ready to try to launch the learning activity .   This launch will be the experiment that will quickly test our   key prioritization concepts and help us high - grade the main prioritization initiatives .   This will inform the   path toward full implementation across the larger population .     Application    For our first learning launch , we produced several video modules .   Each video delved into the various   aspects of our proposed prioritization techniques , focusing on the structure , process , governance , and   behaviors inherent in our proposed models .   The participants had several days to watch the collection of   videos at their own pace .   An interactive survey section at the end of each video allowed the participants   to provide feedback or submit new ideas , based on the video content and their own experience .   This   tested our assumption that we had not missed important aspects within our proposed prioritization   models .   While the survey population was not as high as we would have liked , we were able to use the   feedback to improve on some of the prioritization models and were able to create a list of the most   preferred prioritization techniques .   For our second learning launch our team took our updated information ( from the first launch ) to   conduct multiple live question and answer ( Q&A ) feedback sessions over the course of three - days .    Overall , these Q&A sessions reached over 80 % of the participants .    In this second session , we focused   more on methodology details and discussed prioritization challenges that individual leaders were having   in their teams ; challenges that had arisen since the corporate strategy change .    While his learning   opportunity allowed us access to a larger population , it also helped us further refine our workflows and   scope of each of the high - graded prioritization techniques .     Again , at the end of these Q&A sessions we   had the participants take a survey , focusing on what their ‘ go - to ’ best practices were , and asked for   specific examples .   This allowed us to further clarify our assumptions about prioritization and helped   identify some possible unforeseen challenges that could arise during the larger rollout .      Insight    By conducting these launches , our Transformation team were able to define our assumptions and   designed multiple learning pathways to test hypotheses .   Additionally , we were able to gain a broader   insight into the prioritization mindset across the organization , which helped us refine our models ,   identify missing components , and discover some challenges that lay ahead .    By pursuing this type of   faceted learning approach , our Transformation team and the key stakeholders ( participants ) were open 

 to sharing experience and insight .   Based on all the feedback , we were able to high - grade and   recommend multiple prioritization models .   Each model would have a specific use and would be an   important prioritization process for different sets of business activities .   However , the team also learned   that , depending on the business function , the prioritization methodologies would need to be rolled - out   according to specific guidelines – unique to certain functions .   This insight will need to be incorporated   into future launch designs .   The next step will be to test the prioritization models within the larger   population .     Approach    At this stage in the timeline , the learning launch appears to have been the appropriate tool .   The first   two learning launches have brought much insight into our prioritization design .   The upcoming , larger   launch design will reflect all the insight gained , will have stakeholder support , and will provide a range of   prioritization processes to a much larger part of the business .   Through a well - developed prioritization   system , the corporation will be able to adopt its new strategy more efficiently . 


EMAIL: 
ID_NUM: 
NAME_STUDENT: Ernesto Young
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: Prioritization Learning Launch    Ernesto Young                     3 April 2021 

 Challenge    I am a member of my organization ’s operating model transformation department and my team ’s   challenge is to improve how the organization prioritizes work – to become more efficient as the   corporation changes its business strategy .    The entire project scope includes about 15,000 people .   However , the project is limited in budget and   the initial rollout will be pitched to approximately , 1,000 leaders across the organization ( and the globe ) .   The rollout will not exceed 60 business days and the solution should include feedback from over 50 % of   the initial population of the 1,000 participants .     Our focus will be to understand which strategies the initial population consider to be the most effective   with regard to our proposed prioritization workflows .      Selection    Our Transformation team has already gone through some design thinking activities / scoping , so we are   ready to try to launch the learning activity .   This launch will be the experiment that will quickly test our   key prioritization concepts and help us high - grade the main prioritization initiatives .   This will inform the   path toward full implementation across the larger population .     Application    For our first learning launch , we produced several video modules .   Each video delved into the various   aspects of our proposed prioritization techniques , focusing on the structure , process , governance , and   behaviors inherent in our proposed models .   The participants had several days to watch the collection of   videos at their own pace .   An interactive survey section at the end of each video allowed the participants   to provide feedback or submit new ideas , based on the video content and their own experience .   This   tested our assumption that we had not missed important aspects within our proposed prioritization   models .   While the survey population was not as high as we would have liked , we were able to use the   feedback to improve on some of the prioritization models and were able to create a list of the most   preferred prioritization techniques .   For our second learning launch our team took our updated information ( from the first launch ) to   conduct multiple live question and answer ( Q&A ) feedback sessions over the course of three - days .    Overall , these Q&A sessions reached over 80 % of the participants .    In this second session , we focused   more on methodology details and discussed prioritization challenges that individual leaders were having   in their teams ; challenges that had arisen since the corporate strategy change .    While his learning   opportunity allowed us access to a larger population , it also helped us further refine our workflows and   scope of each of the high - graded prioritization techniques .     Again , at the end of these Q&A sessions we   had the participants take a survey , focusing on what their ‘ go - to ’ best practices were , and asked for   specific examples .   This allowed us to further clarify our assumptions about prioritization and helped   identify some possible unforeseen challenges that could arise during the larger rollout .      Insight    By conducting these launches , our Transformation team were able to define our assumptions and   designed multiple learning pathways to test hypotheses .   Additionally , we were able to gain a broader   insight into the prioritization mindset across the organization , which helped us refine our models ,   identify missing components , and discover some challenges that lay ahead .    By pursuing this type of   faceted learning approach , our Transformation team and the key stakeholders ( participants ) were open 

 to sharing experience and insight .   Based on all the feedback , we were able to high - grade and   recommend multiple prioritization models .   Each model would have a specific use and would be an   important prioritization process for different sets of business activities .   However , the team also learned   that , depending on the business function , the prioritization methodologies would need to be rolled - out   according to specific guidelines – unique to certain functions .   This insight will need to be incorporated   into future launch designs .   The next step will be to test the prioritization models within the larger   population .     Approach    At this stage in the timeline , the learning launch appears to have been the appropriate tool .   The first   two learning launches have brought much insight into our prioritization design .   The upcoming , larger   launch design will reflect all the insight gained , will have stakeholder support , and will provide a range of   prioritization processes to a much larger part of the business .   Through a well - developed prioritization   system , the corporation will be able to adopt its new strategy more efficiently .
### Output: 