Learning Launch - Virtual Sales Training        Challenge 

 I am a member of my organization ’s Sales training ( now due to corona ) we are Conducting online   training for sales team and my / our challenge is to improve the workflow ( Skills and activities to skill   building for sale team ) within the organisation in order to increase sales in the online channel and to   spend more time in front of customer on the right campaigns . The skills and activities includes the   online training with skill building in sales department composed of 450 employees , as well as the   larger sales department , with whom we work closely . The training is limited to internal resources   ( i.e. , budget and employee time ) . The sale training for skill building should not exceed 30 business   days and the solution should include an even distribution of working hours amongst the sales team   members . We will focus on trying to uncover what our team members , as well as key stakeholders   within the larger sales training , consider to be ineffective or problematic with regard to the   workflow . 

 Selection 

 Our team has already gone through several design thinking activities / tools , so we are ready to try   the learning launch tool . Broadly speaking , the learning launch is an experiment meant to quickly   test an idea and prototype . 

 Application 

 For our first learning launch , we focused on the structure / execution of our online sales training for   our field colleagues . In particular , we wanted to see if we could structure our tasks , objectives of the   learning sessions , and processes to adapt the methods of in a simplify manner for our work ( e.g. ,   time boxed , daily , specific meetings , reviews , etc . ) in an effort to become more agile . This tested our   assumption that the structure and execution were the main causes of our workflow challenge . Our   team went through a two - day training with one of the leading training management coach , and   applying those learning in online training for sales team . Next , we went through five workshops to   structure our tasks and processes in a more agile way . These two sessions occurred within in a three- week timeframe . We expected to produce a document with a clear objective and description of our   new , more agile processes / workflow in online training session for sales Team . 

 For our second learning launch , we focused on gaining clarity about our tasks and priorities . This   tested our assumption that our prioritization of tasks was the main cause of our workflow challenge .   Our team completed an anonymous survey . Additionally , five key stakeholders from the other   speciality divisions and few from marketing department and IT department also completed an   anonymous survey . The surveys included questions about our new , proposed process ,   understanding the process and the prioritization of tasks , and feelings about the change , and were   conducted within a one - week timeframe . 

 Insight : 

 By applying the learning launch tool , to our sales team identified our assumptions and designed   launches to test these online training sessions . Additionally , we thought through anticipated results ,   expecting to find that a more agile approach would improve our workflow , and that both our sales   team and the key stakeholders of various speciality divisions would be fairly open to the new   prioritization of tasks and process in online sales training . Our actual results were slightly different 

 from what we anticipated : while our team was open to the prioritization of tasks and process , the   key stakeholders from others speciality divisions and from others marketing teams expressed some   concerns . Moving forward , our team will review this insight and incorporate it into future launch   designs . The ongoing Incorporation of insight is particularly important at this stage , as launches   come before a full rollout in the design thinking timeline . 

 Approach 

 Given that our team has already gone through several design thinking activities / tools and are at this   stage in the timeline , the learning launch is the appropriate tool . As previously mentioned , our team   needs to review the insight gained from our first two launches and incorporate this insight into   future launch designs . Future launch designs should reflect insight gained , progress made , and come   closer to a compelling solution ready for full rollout . 


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 - Virtual Sales Training        Challenge 

 I am a member of my organization ’s Sales training ( now due to corona ) we are Conducting online   training for sales team and my / our challenge is to improve the workflow ( Skills and activities to skill   building for sale team ) within the organisation in order to increase sales in the online channel and to   spend more time in front of customer on the right campaigns . The skills and activities includes the   online training with skill building in sales department composed of 450 employees , as well as the   larger sales department , with whom we work closely . The training is limited to internal resources   ( i.e. , budget and employee time ) . The sale training for skill building should not exceed 30 business   days and the solution should include an even distribution of working hours amongst the sales team   members . We will focus on trying to uncover what our team members , as well as key stakeholders   within the larger sales training , consider to be ineffective or problematic with regard to the   workflow . 

 Selection 

 Our team has already gone through several design thinking activities / tools , so we are ready to try   the learning launch tool . Broadly speaking , the learning launch is an experiment meant to quickly   test an idea and prototype . 

 Application 

 For our first learning launch , we focused on the structure / execution of our online sales training for   our field colleagues . In particular , we wanted to see if we could structure our tasks , objectives of the   learning sessions , and processes to adapt the methods of in a simplify manner for our work ( e.g. ,   time boxed , daily , specific meetings , reviews , etc . ) in an effort to become more agile . This tested our   assumption that the structure and execution were the main causes of our workflow challenge . Our   team went through a two - day training with one of the leading training management coach , and   applying those learning in online training for sales team . Next , we went through five workshops to   structure our tasks and processes in a more agile way . These two sessions occurred within in a three- week timeframe . We expected to produce a document with a clear objective and description of our   new , more agile processes / workflow in online training session for sales Team . 

 For our second learning launch , we focused on gaining clarity about our tasks and priorities . This   tested our assumption that our prioritization of tasks was the main cause of our workflow challenge .   Our team completed an anonymous survey . Additionally , five key stakeholders from the other   speciality divisions and few from marketing department and IT department also completed an   anonymous survey . The surveys included questions about our new , proposed process ,   understanding the process and the prioritization of tasks , and feelings about the change , and were   conducted within a one - week timeframe . 

 Insight : 

 By applying the learning launch tool , to our sales team identified our assumptions and designed   launches to test these online training sessions . Additionally , we thought through anticipated results ,   expecting to find that a more agile approach would improve our workflow , and that both our sales   team and the key stakeholders of various speciality divisions would be fairly open to the new   prioritization of tasks and process in online sales training . Our actual results were slightly different 

 from what we anticipated : while our team was open to the prioritization of tasks and process , the   key stakeholders from others speciality divisions and from others marketing teams expressed some   concerns . Moving forward , our team will review this insight and incorporate it into future launch   designs . The ongoing Incorporation of insight is particularly important at this stage , as launches   come before a full rollout in the design thinking timeline . 

 Approach 

 Given that our team has already gone through several design thinking activities / tools and are at this   stage in the timeline , the learning launch is the appropriate tool . As previously mentioned , our team   needs to review the insight gained from our first two launches and incorporate this insight into   future launch designs . Future launch designs should reflect insight gained , progress made , and come   closer to a compelling solution ready for full rollout .
### Output: 