Design Thinking Assignment 

 fdixon | 3.17.2016 

 Challenge 

 My Strategy team is working with a Non - Profit that has established critical goals that have a   dramatic impact on people ’s lives and the success of the organization by the year 2017 .   This   customer has a highly decentralized organizational design that over the decades has created   an extremely fractured experience for its constituency .   Our objective with this customer is   breaking a pattern of legacy thinking in terms of experience , approach , use of technology   and most importantly bringing an empathy and “ member ” viewpoint .   The early outcome of   some Design Thinking workshops have been a series of ideas and concepts but the   organization struggles with how to put prioritization across the organization much less a   capital business case to support the full execution of projects or a program .   We have asked   access to key business stakeholders and ‘ members ’ to create some tangible concepts that   allow the organization to learn which ideas have the chance for greatest impact , but just as   importantly that this process allows them to break out of a type of thinking constricting them   from really solving their member ’s issues and transforming the way they engage in the future . 

 Selection 

 I selected the Learning Launch tool to help move the customer and our initiative to help   them forward .   I worked with our Strategy team and chose this tool for three major reasons .    First , because we had developed a good number of ideas that we believed would truly   transform their experience we needed a way to pragmatically vet them without engaging in a   more formal business case or ROI process .   We wanted to limit capital request given the   nature of that process with Non - Profits but wanted to get key executive visibility to the   impact potential and prioritize based on member feedback .   Secondly we knew that the   organization struggled with conceptualizing outcomes , especially when dealing with “ non- traditional ” experiences , in this case Digital .   This was only compounded by the fact that   anything that required interaction across organizational “ units ” was difficult but more easily   broken by enabling interactions across these concepts .   Third and maybe the most important   long term reason for choosing the Learning Launch at this stage was showing them   pragmatic ways to test these ideas and not wrap processes that stifled innovation . 

 Application 

 I wo n’t walk through all the applications of Learning Launch but our top two are likely a good   example of how we executed the process .   Our first Learning Launch was looking at the   hypothesis that Members did not desire a “ brand ” attached experience that laddered up to   the cause but rather provided a valuable experience to solve a unique problem , in this case   healthy cooking .   We wanted to give members the ability to select concepts that forced them   through the “ brand ” and others that were targeted at known problem areas they were   looking to solve – finding a recipe , counting calories , searching ingredients .   We tried to get a 

 Design Thinking Assignment 

 fdixon | 3.17.2016 

 representative grouping across demographic and ethnographic members and recorded their   selections and captured feedback through survey and interviews .   The results were   aggregated into an overall finding documented so we had empathetic data instead of   historical perspectives on member wants and needs . 

 Our second hypothesis was that members had high expectations for a responsive experience   ( and we mean truly responsive – contextual , ambient , personalized ) .   We used paper   prototypes and had 5 workstations with a series of tasks and asked members to select the   form ( tablet , phone , laptop ) , position ( landscape vs portrait ) and annotate key things they   wanted to be unique .   We digitally recorded one exercise to show the collaboration and   interaction , a key goal .   Our findings were brought together and helped inform Persona   definition , User Experience Design and capture personalization requirements that will be used   in prototypes . 

 Insight 

 One of our biggest team learnings was that because Learning Launch has elements of a   scientific approach in terms of hypothesis , testing and so on , that we should be more   “ planful ” on the testing and looking for ways to let some be “ control ” groups and others to   be more free form .   We learned that the outcomes helped provide key elements of both   tangible results , in terms of UX and measurement objectives , but also provided some   fundamental structure for digital business case to support actually executing   projects / program which was not intended but welcomed ! 

 Approach 

 The major action we would take to improve how we use this tool is to better document   hypothesis , tests , expected outcomes and then have a strong recording mechanism to   provide comparative results .   We underestimated the balance of facilitation and interaction   we had as a team in the process which limited out ability to actually document findings .   We   would also likely mix ideas or hypotheses that we generated and some that the customer   develops as a way to teach through the engagement . 


EMAIL: 
ID_NUM: 
NAME_STUDENT: 
PHONE_NUM: 
STREET_ADDRESS: 
URL_PERSONAL: 
USERNAME: fdixon, fdixon

### 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 Assignment 

 fdixon | 3.17.2016 

 Challenge 

 My Strategy team is working with a Non - Profit that has established critical goals that have a   dramatic impact on people ’s lives and the success of the organization by the year 2017 .   This   customer has a highly decentralized organizational design that over the decades has created   an extremely fractured experience for its constituency .   Our objective with this customer is   breaking a pattern of legacy thinking in terms of experience , approach , use of technology   and most importantly bringing an empathy and “ member ” viewpoint .   The early outcome of   some Design Thinking workshops have been a series of ideas and concepts but the   organization struggles with how to put prioritization across the organization much less a   capital business case to support the full execution of projects or a program .   We have asked   access to key business stakeholders and ‘ members ’ to create some tangible concepts that   allow the organization to learn which ideas have the chance for greatest impact , but just as   importantly that this process allows them to break out of a type of thinking constricting them   from really solving their member ’s issues and transforming the way they engage in the future . 

 Selection 

 I selected the Learning Launch tool to help move the customer and our initiative to help   them forward .   I worked with our Strategy team and chose this tool for three major reasons .    First , because we had developed a good number of ideas that we believed would truly   transform their experience we needed a way to pragmatically vet them without engaging in a   more formal business case or ROI process .   We wanted to limit capital request given the   nature of that process with Non - Profits but wanted to get key executive visibility to the   impact potential and prioritize based on member feedback .   Secondly we knew that the   organization struggled with conceptualizing outcomes , especially when dealing with “ non- traditional ” experiences , in this case Digital .   This was only compounded by the fact that   anything that required interaction across organizational “ units ” was difficult but more easily   broken by enabling interactions across these concepts .   Third and maybe the most important   long term reason for choosing the Learning Launch at this stage was showing them   pragmatic ways to test these ideas and not wrap processes that stifled innovation . 

 Application 

 I wo n’t walk through all the applications of Learning Launch but our top two are likely a good   example of how we executed the process .   Our first Learning Launch was looking at the   hypothesis that Members did not desire a “ brand ” attached experience that laddered up to   the cause but rather provided a valuable experience to solve a unique problem , in this case   healthy cooking .   We wanted to give members the ability to select concepts that forced them   through the “ brand ” and others that were targeted at known problem areas they were   looking to solve – finding a recipe , counting calories , searching ingredients .   We tried to get a 

 Design Thinking Assignment 

 fdixon | 3.17.2016 

 representative grouping across demographic and ethnographic members and recorded their   selections and captured feedback through survey and interviews .   The results were   aggregated into an overall finding documented so we had empathetic data instead of   historical perspectives on member wants and needs . 

 Our second hypothesis was that members had high expectations for a responsive experience   ( and we mean truly responsive – contextual , ambient , personalized ) .   We used paper   prototypes and had 5 workstations with a series of tasks and asked members to select the   form ( tablet , phone , laptop ) , position ( landscape vs portrait ) and annotate key things they   wanted to be unique .   We digitally recorded one exercise to show the collaboration and   interaction , a key goal .   Our findings were brought together and helped inform Persona   definition , User Experience Design and capture personalization requirements that will be used   in prototypes . 

 Insight 

 One of our biggest team learnings was that because Learning Launch has elements of a   scientific approach in terms of hypothesis , testing and so on , that we should be more   “ planful ” on the testing and looking for ways to let some be “ control ” groups and others to   be more free form .   We learned that the outcomes helped provide key elements of both   tangible results , in terms of UX and measurement objectives , but also provided some   fundamental structure for digital business case to support actually executing   projects / program which was not intended but welcomed ! 

 Approach 

 The major action we would take to improve how we use this tool is to better document   hypothesis , tests , expected outcomes and then have a strong recording mechanism to   provide comparative results .   We underestimated the balance of facilitation and interaction   we had as a team in the process which limited out ability to actually document findings .   We   would also likely mix ideas or hypotheses that we generated and some that the customer   develops as a way to teach through the engagement .
### Output: 