Design Thinking for the Business Innovation – Edson Barbosa 

 1 . Challenge : Describe your challenge , including all relevant information . 

 My challenge as a consultant in my first experience , is help companies to develop costum- ers and to growth in a sustainable way your business model , creating value through the   new capabilities from employees , collaborative and iterative way . Due of this , I searched   for the last two year for the more modern techniques , methodologies and concepts involv- ing innovation , design , strategy , entrepreneurship , etc . , like Business Model Canvas , Value   Proposition Canvas , Customer Development , Jobs to Be Done and Lean Startup . All these   knowledges are deeply guided by fast testing and experimentation , to really build , measure   and learn , with solid based evidence ( and not only opinions ) the understanding the really   matters for the costumers , and , in this sense , for the unique creation of value , both for   people and for the organization . 

 2 . Selection : In your own words , briefly describe the tool you selected ( e.g. , what it is and 

 why you selected it for your challenge -- including any appropriate video lecture refer- ences ) . 

 A learning launch is a scientific method designed to test , experiment and prototype busi- ness ideas , avoiding the risks of invest a lot of money and waste time on unverified hypoth- eses in the market . In a very similar way to the concept of Lean Startup , by Eric Ries , where   the main objective is a validated learning , the main purpose of the Learning Launch method   is to obtain is to learning , but heavily on the design entrepreneurial lens . In this context ,   because I already believe and practice the processes and principles of Lean Startup , it was   easy to choose this methodology , with the belief and the objective of adding even more   knowledge to my consultancy . 

 Lean Startup : 

 http://martin.com/app/tags/searchregister.php 

 Learning Launch : 

 https://ideas.darden.virginia.edu/the-learning-launch-how-to-grow-your-business-with- the - scientific - method 

 3 . Application : Describe how you applied the tool you selected to your challenge ( e.g. , what 

 you did and how the tool was applied effectively or ineffectively ) . 

 For my consulting , I developed a Business Design approach based on " learning by doing " .   In collaborative and iterative workshops , people learn while developing new customer - cen- tric business ideas . For that , it is necessary that many ideas , hypotheses and value propo- sitions emerge , and that can be tested , quickly and cheaply . Bringing evidence and infor- mation that allows learning and progressing in the deep knowledge of the target customer   segment , innovating , improving or creating a new business model . 

 First , the consultancy starts following these steps ( inspired in concepts and tools by Strat- egyzer © co - founded by Alexander Osterwalder ) below : 

 After the initial three steps ( where the existing business context is mapped ) when the pro- cess enters the Test Tools , I linked and crossed the work with the Learning Launch , where   we have the following stages : 

 Key Stage 1 – Immerse yourself in the data you ’ve got , looking for patterns and possibil- ities : 

 In this stage , the team observe and analyze all data , beginning with a far view of the Busi- ness Model Environment and approximating the zoom in passing initially by the Business   Model until the clear and crystal view by the Value Proposition . 

 The focus on this moment is to find patterns and possibilities of innovation in all in the 09   building blocks of your business model , adapted by the 04 key forces that affect and influ- ence how the company create , delivery and capture value . 

 Key Stage 2 – Generate a new business idea — an educated guess about an opportunity   you see . 

 At this moment , using the Value Proposition Canvas mapped , and others information col- lected about the high value jobs , the team rank the hypothesis based in order of im- portance and relevance for the customers pains and gains . After this , the team starts to   design thinking and creating the new business ideas based in all evidence that what really   matters to the customers . 

 Key Stage 3 – Articulate the assumptions on which the new business idea ’s success is   based . 

 However , until this last stage , all ideas are still only guesses . Therefore , the team now seeks   to understand the critical elements that turn new ideas into risks and uncertainties . That   is , the objective is learn about the context inserted , separating that really matters for the   success unknown . 

 Key Stage 4 – Design and conduct a learning launch to test assumptions . 

 Now , in a synthetic way , experimentation and prototyping begins . Based on small tests ,   which allow you to go through the validated learning cycle ( build , measure and learn ) by   finding the minimum viable product ( MVP ) . 

 Key Stage 5 – Revise or kill the idea based on your findings . 

 Based on the outcome of tests , the team iteratively continue to pursue the new idea , re- fining and improving it as you go , or kill it if results suggest it . The concept of pivot devel- oped by Eric Ries on the Customer Development by Steve Blank , enter in scene . 

 Key Stage 6 – Scale the business idea when appropriate . 

 At this stage , using the method Customer Development by Steve Blank , after the Customer   Delivery and Customer Validation are successful , the efforts shift the focus from learning   to accelerate growth of the company , scaling the business idea . 

 4 . Insight : Describe the insight you gained from applying the tool you selected to your chal- 

 lenge ( e.g. , how an insight affected your thinking about the challenge and about design   thinking more broadly ) . 

 Blending all these concepts and methodologies with the " Learning Launch " method , I de- veloped a powerful approach to Business Design and Design Thinking . Fundamentally , the   best insight that I gained applying this tool on this way is the confirmation how the learning 

 can be so strong , evidenced based , to developing sustainable in the business ideas innova- tions . As I read once , the Design Thinking is the glue of all knowledges . Certainly , no defini- tion can fit better in this project . 

 5 . Approach : Describe what you might do differently next time -- applying the same tool 

 you selected or a different one -- and the reason(s ) why . 

 Next time , I will apply the same tool , but I want to insert the innovation metrics . This can   avoid vanity metrics influence in the project development and bring a better management   along the testing . 


EMAIL: 
ID_NUM: 
NAME_STUDENT: Edson Barbosa
PHONE_NUM: 
STREET_ADDRESS: 
URL_PERSONAL: http://martin.com/app/tags/searchregister.php
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 the Business Innovation – Edson Barbosa 

 1 . Challenge : Describe your challenge , including all relevant information . 

 My challenge as a consultant in my first experience , is help companies to develop costum- ers and to growth in a sustainable way your business model , creating value through the   new capabilities from employees , collaborative and iterative way . Due of this , I searched   for the last two year for the more modern techniques , methodologies and concepts involv- ing innovation , design , strategy , entrepreneurship , etc . , like Business Model Canvas , Value   Proposition Canvas , Customer Development , Jobs to Be Done and Lean Startup . All these   knowledges are deeply guided by fast testing and experimentation , to really build , measure   and learn , with solid based evidence ( and not only opinions ) the understanding the really   matters for the costumers , and , in this sense , for the unique creation of value , both for   people and for the organization . 

 2 . Selection : In your own words , briefly describe the tool you selected ( e.g. , what it is and 

 why you selected it for your challenge -- including any appropriate video lecture refer- ences ) . 

 A learning launch is a scientific method designed to test , experiment and prototype busi- ness ideas , avoiding the risks of invest a lot of money and waste time on unverified hypoth- eses in the market . In a very similar way to the concept of Lean Startup , by Eric Ries , where   the main objective is a validated learning , the main purpose of the Learning Launch method   is to obtain is to learning , but heavily on the design entrepreneurial lens . In this context ,   because I already believe and practice the processes and principles of Lean Startup , it was   easy to choose this methodology , with the belief and the objective of adding even more   knowledge to my consultancy . 

 Lean Startup : 

 http://martin.com/app/tags/searchregister.php 

 Learning Launch : 

 https://ideas.darden.virginia.edu/the-learning-launch-how-to-grow-your-business-with- the - scientific - method 

 3 . Application : Describe how you applied the tool you selected to your challenge ( e.g. , what 

 you did and how the tool was applied effectively or ineffectively ) . 

 For my consulting , I developed a Business Design approach based on " learning by doing " .   In collaborative and iterative workshops , people learn while developing new customer - cen- tric business ideas . For that , it is necessary that many ideas , hypotheses and value propo- sitions emerge , and that can be tested , quickly and cheaply . Bringing evidence and infor- mation that allows learning and progressing in the deep knowledge of the target customer   segment , innovating , improving or creating a new business model . 

 First , the consultancy starts following these steps ( inspired in concepts and tools by Strat- egyzer © co - founded by Alexander Osterwalder ) below : 

 After the initial three steps ( where the existing business context is mapped ) when the pro- cess enters the Test Tools , I linked and crossed the work with the Learning Launch , where   we have the following stages : 

 Key Stage 1 – Immerse yourself in the data you ’ve got , looking for patterns and possibil- ities : 

 In this stage , the team observe and analyze all data , beginning with a far view of the Busi- ness Model Environment and approximating the zoom in passing initially by the Business   Model until the clear and crystal view by the Value Proposition . 

 The focus on this moment is to find patterns and possibilities of innovation in all in the 09   building blocks of your business model , adapted by the 04 key forces that affect and influ- ence how the company create , delivery and capture value . 

 Key Stage 2 – Generate a new business idea — an educated guess about an opportunity   you see . 

 At this moment , using the Value Proposition Canvas mapped , and others information col- lected about the high value jobs , the team rank the hypothesis based in order of im- portance and relevance for the customers pains and gains . After this , the team starts to   design thinking and creating the new business ideas based in all evidence that what really   matters to the customers . 

 Key Stage 3 – Articulate the assumptions on which the new business idea ’s success is   based . 

 However , until this last stage , all ideas are still only guesses . Therefore , the team now seeks   to understand the critical elements that turn new ideas into risks and uncertainties . That   is , the objective is learn about the context inserted , separating that really matters for the   success unknown . 

 Key Stage 4 – Design and conduct a learning launch to test assumptions . 

 Now , in a synthetic way , experimentation and prototyping begins . Based on small tests ,   which allow you to go through the validated learning cycle ( build , measure and learn ) by   finding the minimum viable product ( MVP ) . 

 Key Stage 5 – Revise or kill the idea based on your findings . 

 Based on the outcome of tests , the team iteratively continue to pursue the new idea , re- fining and improving it as you go , or kill it if results suggest it . The concept of pivot devel- oped by Eric Ries on the Customer Development by Steve Blank , enter in scene . 

 Key Stage 6 – Scale the business idea when appropriate . 

 At this stage , using the method Customer Development by Steve Blank , after the Customer   Delivery and Customer Validation are successful , the efforts shift the focus from learning   to accelerate growth of the company , scaling the business idea . 

 4 . Insight : Describe the insight you gained from applying the tool you selected to your chal- 

 lenge ( e.g. , how an insight affected your thinking about the challenge and about design   thinking more broadly ) . 

 Blending all these concepts and methodologies with the " Learning Launch " method , I de- veloped a powerful approach to Business Design and Design Thinking . Fundamentally , the   best insight that I gained applying this tool on this way is the confirmation how the learning 

 can be so strong , evidenced based , to developing sustainable in the business ideas innova- tions . As I read once , the Design Thinking is the glue of all knowledges . Certainly , no defini- tion can fit better in this project . 

 5 . Approach : Describe what you might do differently next time -- applying the same tool 

 you selected or a different one -- and the reason(s ) why . 

 Next time , I will apply the same tool , but I want to insert the innovation metrics . This can   avoid vanity metrics influence in the project development and bring a better management   along the testing .
### Output: 