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Hey, let's start ideating, I think it is about generating ideas for the problem that we have taken

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up.

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In the five step design thinking process.

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You start with empathize and define, that's where we can convert.

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A vague idea of the problem.

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OK.

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Into clear requirements, right, functional requirements, and if you are looking at developing a physical

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product or a software product, you also can, with the functional requirements, do technical requirements.

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You complete that and empathize and define.

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You talk to customers, you talk to employees.

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You now have a clear set of requirements, a clear set of problem areas.

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So we want to use that as a framework to it so that we generate as many ideas as possible.

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When you ideate, let's keep in mind the customer expectations, right?

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Are the end users expectation.

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The most important thing is they want hassle free experience.

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This is one of the fundamental requirements.

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Right.

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And they expect great customer service, low prices like a quality product.

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Keep this customer expectations in mind as you go about the process of IVP.

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OK, it company may be offering the first three quality product, low price and great customer, great

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customer service, but the experience may not be hassle free, right?

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A competitor can emerge addressing this particular aspect of having addressed the first three expectations

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also.

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Right.

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So each one of this offers an opportunity to innovate.

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OK, so please keep this for customer requirements in mind as you go about the process of ID.

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The other point that I want to highlight is.

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Not every idea that you generate in ideating should be a breakthrough.

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OK, I'm not what I'm trying to say is the solution that you eventually take up for implementation may

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not also be a breakthrough, but it can be a simple solution.

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Right, that adequately addresses the problem.

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Right.

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Adequately meets the expectations of customers.

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An example of breakthrough innovation is what you see on the left hand side of the screen, right iPhone,

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the digitization of music, Fitbit, that you are able to measure the pulse rate and the number of steps

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you take every day, OK, on an ongoing basis through a simple smartwatch.

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Right.

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These are breakthrough innovations of a technology led breakthrough innovations.

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But the ones that you see on the right side, like your backpack with the hood, you know, this is

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also an innovation, right?

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This is a fabulous idea.

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Right.

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A simple innovation.

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Right.

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So don't expect every idea, OK?

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Or the solution that you eventually implement for addressing the problem area should be a breakthrough

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variety like an iPhone or a Fitbit.

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No, OK.

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It need not even be technology.

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So don't have any assumptions.

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Look for the best possible solution, right, so which is why the golden principle and ideating is every

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idea is a good idea.

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OK, so you collect as many ideas as possible.

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Then you go about the process of prioritizing, OK, and then picking up the idea for implementation.

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Right.

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Even Zumanity is a simple innovation.

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The Zumar audio and video conferencing solution that is there today.

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OK, that has become extremely popular in the covid timeframe.

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Right.

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See, it's a very simple solution.

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OK, there are many other alternatives available.

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Right, even at a lower cost.

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Some are even offering free audio and video conferencing solution.

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Yet Zune is popular.

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Why?

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It is simple.

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Hassle free.

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Anyone can join.

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No need for login with your email, right?

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Simple solution.

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Always OK is the best solution.

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Please keep this in mind.

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OK, while breakthrough innovations are good, right?

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You can't expect the breakthrough innovation in every scenario.

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It happens once in a while, right?

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The Eureka moment doesn't happen always.

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So go with a simple solution that adequately addresses the customer's expectations.

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Another aspect that I want to highlight is it's equally important to understand that innovations can

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happen in a frugal and flexible manner.

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Also, look at the examples that that you're seeing on the screen.

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Right.

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Someone is making coffee, right?

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Using all the tools available.

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Right.

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A teacher.

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Right.

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Is teaching classes to students in or through remote digital manam.

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Right.

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She doesn't have Holdom.

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Right.

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A mobile phone holder.

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Right.

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Or or a camera.

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So she is using what is available with her.

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Right.

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She is using ropes and everything, two to four for the camera on the phone to focus on what she is

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writing on the board.

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Right.

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Is it not an innovation?

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That is absolutely an innovation.

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It's a fabulous innovation.

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Right.

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I will say this is an example of frugal and flexible innovation.

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It solves the problem.

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Right.

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Look at the other example that someone is using.

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The motor in the automobile is using that to pump water in an agricultural field.

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That is also an example of innovation.

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So please keep these things in mind.

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Right.

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Frugal and flexible innovations are equally important.

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Breakthrough innovations have a space on their own right.

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But innovations like backpack with the hood, the zoom and the ones that you're seeing on the screen

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are also examples of innovations.

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So when you ideate, look for all possible scenarios, right?

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Look for ideas like this new idea is a bad idea, OK?

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Many of the solutions are frugal, right.

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Are frugal because one of the things that has happened in this Homi time frame is that cost structure

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and organization has come under immense stress.

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Right.

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Organizations don't have money to spend because the revenues are taking a hit.

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So look for these solutions, right?

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Frugal solutions that will address the problem areas and also adequately address the customer's expectations.

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So having seen these examples, how do you generate ideas, right?

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Ask your customers, ask your employees.

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These two are greatest sources of ideas for your problems, like your inducers, your customers.

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As a matter of fact.

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OK, can provide a lot of insights about your product, right?

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Your channel partners, they know more about your product than people who are working the organization.

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Right.

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So ask your customers, ask your employees, ask your channel partners, right, which is basically

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retailers and distributors.

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Right.

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And then ask the front line, OK, the front line has a lot of interesting insights about your product

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and solution.

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Ask them refill to them, create an environment in which they feel comfortable to open up.

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Right.

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So these sort of people.

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Right.

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And offer interesting insights, offer solutions to a problem like.

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Design thinking is a people centric approach.

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Right.

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We put people at the center, customers, employees and users.

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The channel partner organization, all of the people at the center, so talk to them to get an idea,

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you get a better idea of the customer needs to talk to them to get a better idea of what customers want,

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talk to them so you get an idea of what can be offered as a solution.

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Right, you just need to enable the culture, all these things will fall in place.

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OK, culture takes time, yes, but you need to do the heavy lifting as someone was driving innovation,

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the senior management, all of you need to do the heavy lifting.

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Once the culture sets in, then people will start contributing in terms of ideas, solutions.

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Right.

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So you as an organisation, we will be able to introduce new products, new services, and thereby winning

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the market.

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Remember what we said in one of the earlier sessions?

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The average tenure of an organisation in the Fortune 500 listing is coming down.

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It used to be 25 to 30 years, you know, once upon a time.

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Right now it is about 18 to 20 years, which means that organisations how to innovate.

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I just no other option but to innovate and what is the best way to innovate?

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Put your customers, employees and users, retailers and distributors at the center up to them, create

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a culture in which they feel comfortable to share ideas, to share insights.

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Right, because many times customers, employees, they may not be able to articulate what is it that

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they precisely want?

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What is it that the customers exactly want?

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Right.

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But they can give a lot of clues, lot of insights.

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Right.

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So as project managers, as innovators, you will be able to get them right, those insights, those

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snippets, use them to convert into requirements and create new product or service or offering.

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Right.

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So that's the way to go about innovating, right?

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That's the way to go about design thinking.

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But can I just come from can come from mistakes.

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Right, can you can even dream?

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Brainstorming, right, eureka moment like luck, pure luck, somebody can give an idea Townsley month.

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Ideas can come from anywhere, but you need to take the first step.

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OK.

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To open your organization.

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For instance, you can be a closed entity, closed organization, right, sitting in an ivory tower.

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All right, come down, live the life of your customers, put yourself in the shoes of the customer.

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Right.

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When was the last time?

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You spent a day with your customers.

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So all of these are opportunities, right, unless you do, you can't really get the benefit of a chance

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remark right out of Eureka moment.

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Right.

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So ideas can come from multiple places, right?

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Be ready to grab them.

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Brainstorm brainstorming is a wonderful way to generate ideas, right?

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You can invite your employees, you can invite customers, you can invite your channel partners and

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invite your end users, write or create a group comprising all fall.

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Right.

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And brainstorm on the solution.

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Write, generate new ideas.

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And of brainstorming, it changed the perspective you need to first make them comfortable, right?

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So that they they feel, you know, it's it's OK for them to shout ideas like you need to first create

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the conducive environment.

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Ask the right questions.

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Instead of the problem, focus on the solution, how does this very, very important.

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How a diverse audience in a white audience with whom you don't agree, right?

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Of the six three, five is at least six people.

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Right.

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And in for the brainstorming, each one to contribute three ideas.

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And you deliberate on those ideas for five minutes.

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I like that you go, but you can tell more people as well, right?

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And you can even give a word that will represent the problem area of the solution area.

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Tell them what are the what are the things that come to them, come to their mind when you when you

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say a word, OK, you can even show a visual.

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Right.

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And just so what?

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Lastly, you can even ask tell me a foolish idea.

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The whole objective is we want more, we want innovative solutions to our problems and brainstorming

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is a wonderful way.

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And the techniques I listed, the other techniques that I personally used to make the audience open

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up, OK, and suggest solutions.

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Another variant of asking for a foolish idea is if you can operate in an unrestrained and that is there

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are no constraints, what can be the solution to this problem?

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But many times in all the participants in the brainstorming, because they have been in the process

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for long, their mind is thinking about constraints.

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Know in the operating environment you need to make them forget those constraints.

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One example is asking for the police.

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You can say that forget about construes, assume that you don't have any constraints.

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What is the best solution?

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Like I mentioned earlier in the restaurant example, tell me what what can be a perfect dining experience?

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You can ask the same thing.

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You can tell that philosophical problem, right?

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If you want a perfect experience with my software project, what should that product have?

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Right, so customers, employees and end users channel partners, they can provide a lot of insights,

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but you're just playing an enabling environment.

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All right.

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Customary truce, right?

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You can even do one on one customer interactions, right?

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Or you can call all the customers together.

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Krenz.

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Our make your employees to take up customer calls, right?

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Make employees take up customer calls like.

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Let them sit, doesn't call agent in the contact center for the.

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So that let them see how what customers are saying in real life scenarios.

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Right.

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So basically get insights from customers like.

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Customer interviews are a wonderful way to gather information about the product or the service performance,

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right.

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And it's also a great opportunity to get ideas for improving, for introducing new products, make the

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most of it.

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One key aspect is you need to be prepared for the customer.

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If a customer has complained about something in the past, you need to be aware of those complaints

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when they go for the customer because customer invariably will be making reference.

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To those complaints are you can even engage third party, right, people who are not connected with

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your organization to go on to the customer.

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So the customer feels like there's a genuine effort by the organization.

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Right, the customer really feels valued because many customers.

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Are willing to open up.

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Right.

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So use that opportunity.

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To gain insights about your product and service and also about opportunities for new offerings.

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So let me summarize the ideation process, right.

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So we using brainstorming customer interviews and similar things as the vehicle.

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Right.

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As the process to generate more ideas.

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That's what you see in the center.

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Right.

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So what are really the inputs?

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Feedback, complaints, insights.

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Right.

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That the people can give.

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They can be customers, employees or channel partner organization.

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So we use all of these inputs.

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Right.

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And generate a list of solutions and ideas.

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OK, what you see here is actually called a word cloud, right?

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You can put all the feedback, insights and complaints.

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Right, which are verbatim inputs into an API tool and you can get the word cloud like this one.

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This tells you is which is the word that people are referred to the most.

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Right.

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You can even do this manually, but there are tools available that make this an easier process.

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Basically, you want to understand what is the word like one of those few words that customers and users

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employees are using frequently?

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Right.

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Because that can also offer a lot of insights into solutions.

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And this tool can be used even in the empathies and phase.

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Also remember, what is the design thinking is an iterative process and many of this process can happen

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in parallel.

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So this word cloud is a wonderful technique, right?

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All you're doing is taking a B, the verbatim insights, comments, feedback from a different set of

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people.

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And you are finding out which word is actually used more number of times compared to the rest of the

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words.

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Right.

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Which is what the output is.

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Right.

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And this can be done by a tool.

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Right.

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Or you can do it manually.

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Manually will take a lot of time.

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OK, whereas if you use a tool, right.

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Which is basically a tool that leverages the power of machine learning and artificial intelligence,

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you would get this in a jiffy.

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Right.

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And this can offer very vital clues about the solution that you to go after.

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Right.

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So this is really the output of the ideation process.

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And now now that I've got a list of solutions and ideas, I want to prioritize.

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Right.

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It's not possible for me to go after all the idiots like what you do is you put it in a simple control

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impact matrix, like impactors, the ideas that have more impact, right?

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High impact, medium impact, low impact, like you categorize them.

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And similarly, ask me what what is the level of control that you have or implementing those solutions?

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Right.

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Many times, you know, it may be a difficult proposition, you know, to implement the solution.

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Right.

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So you you plot your solutions, right, in a three by three matrix.

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On impact with this country, right?

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If any of the solutions were to fall in the sky, high impact and the high control like go after them

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immediately, right.

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Not seeing others are not important.

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Right.

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We want to prioritize.

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Right.

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Prioritize attack and win.

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That should be our goal.

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I got a very good set of ideas from the ideation sessions.

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Now I want to prioritize.

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Right, and control controlling pragmatics is a very simple tool to prioritize my actions, to prioritize

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my ideas.

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Right.

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So that's what this tool helps.

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So that completes our isolation, right?

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No, we start with empathize defying, I need to we have completed the first three steps on.

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In the next session we will see how to prototype right.

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For the chosen idea of the solution.

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OK.