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This session is about prototype and test.

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We have seen empathise define an indeed.

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We understood the requirements from Testament's.

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From inducers, we reframe the question, we brainstormed and we got many ideas that will address the

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problem that we have the.

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In the previous session, we said the ideas will be prioritized using the control impact.

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It's a wonderful.

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This tool helps us to prioritize because I want to focus on those ideas, which will have higher impact.

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And or which I hope I can control with respect to implementing that idea that others are good, but

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I want to focus on the high impact ones and the high court rulings and the ones that are actually,

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as you can see, immediately, actually.

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In addition to that, I also want to ensure that the idea, I take it, for implementation passes the

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return on investment.

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This basically want to have a positive outlook.

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What does it mean?

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Otherwise, nothing but the return on investment.

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For implementing the idea or the action, I may have to invest.

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Right, but the benefits I get out of that action are the idea it should outweigh the investment.

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It is what a return on investment is all about.

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Basically, I must have profitability, make all the investment that I make as part of implementing

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the action item or the breakthrough idea.

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I basically want profitability.

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You may say that you are running a social welfare organization where profit is not the motive.

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Even in such a scenario.

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You don't want to karolos right.

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Because we all as an organization, we compete for resources and funding.

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Right.

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So even in an organization where profit is not the primary criteria, you need to ensure that your investment

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pays off by.

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You don't want a scenario where that is lost.

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That's something we want to avoid.

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So what our ideas are identified at the end of the first three phases of design thinking.

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I pass it through the control impact matrix and then return on investment criteria.

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Right.

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So any idea that passes through both of this, I take it up for implementation.

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I am now ready for implementation.

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Right, but the key thing I do is before I implement, I validate, OK, in a small way, like I may

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probably launch the product Sharda product with a small set of customers.

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Right to start that.

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We call it as a beta launch also.

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After that, you may launch the product in a small city.

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Right, and after that, you may launch it in a larger city, then a few cities and then across the

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entire country and then multiple geographies, you go into step voicemail.

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The reason is you want to ensure if there are any issues, mistakes, bugs in your product, you want

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them to be addressed because you want to avoid bad press.

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Right, that is.

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The second is when you capture the requirements from customers, often customers are not able to express

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their requirements in a clear one.

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Right.

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So that is always some level of ambiguity in terms of capturing some of the requirements from the customers.

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So when you try to convert such requirements into technical specifications, those ambiguities may result

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in the form of a different set of expectations from what the customers originally had in mind.

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Right.

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All those issues can be addressed if you do a pilot, because in the pilot stage, the customers are

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able to feel the product, whether it's a physical product or even a non-physical product like a software,

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the customer will be able to feel like.

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The usage of the product, so when customers actually feel the product, they are able to either validate

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the requirements or clarify those requirements, all of these things you can do in the validation phase,

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you are essentially doing it in a smaller environment to validate your assumptions and the requirements

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of that.

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Right.

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So that's the advantage of doing it in a small state.

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It is also called as proof of concept or in the startup world, it is called as minimum viable product.

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Right.

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I like the minimum viable product in the three terms are used interchangeably by.

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OK, but I like the definition that is there for MVP by the minimum, something for which the customer

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is willing to be right when you take it to the customer.

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It must be usable, right.

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Do not take a nonfunctional or dysfunctional product.

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That's not the ideal.

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The idea is to have a product that works right.

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That delivers the minimum something with respect to the functionality expected of that particular product

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or service.

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Right.

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So you.

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Take the you offer this minimum viable product or service to a small set of customers validated on the

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basis of the feedback, you either you incorporate new requirements or change some requirements, make

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those changes right, and then launch the product across multiple cities, multiple states and multiple

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geographies.

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Right.

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So that's what you do in valedictories, right?

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Please note.

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The MVP must meet the minimum set of requirements if a customer is asking for a chocolate cake.

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You can't be giving a vanilla cake, right?

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Let's at least give a vanilla cake with a chocolate sauce.

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Right.

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So please endure this, because I have seen that many times.

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You know, the MVP product doesn't even need the minimum expectations for customers.

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Then you're defeating the whole purpose of validating this whole idea is give the basics something so

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that the customer can feel it like.

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Customers can use the product or service and customers can give feedback so that you can go revisit

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your assumptions or requirements as the case may.

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The key aspect here in validators fail fast, because whenever you launch a new product, issues about

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to happen, let it happen in the validate phase.

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OK, let it happen fast enough so that you can learn from those mistakes, identify the mistakes early

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in the lifecycle so that when you take it to a larger set of customers, the product or service is free

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from issues.

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And that's right.

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That's the whole idea behind the.

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Valedictories.

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A key aspect that I would like to highlight is when you are testing the product, right, test tested

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with different.

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Personas of customers, please note, than the persona is different from a customer segment and it's

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a customer segment.

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You know, one could refer to a corporate customer.

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Small and medium business customers are a retail customer.

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But by personal, I mean the types of customers, you know, for example, could be an impatient customer,

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a tech savvy customer.

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The customer will always need some help.

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Right.

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The angry customer.

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The customer will needs help in the initial phase of the product usage, right?

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So identify such person as another hot types, like typical profile of customers.

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So identify them.

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Right.

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So Chardy product.

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OK, with all the different personas so that the issues can be highlighted much more.

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You can use disposables even in earlier stages like like ideation.

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Right, so you can get more ideas, more insights about the product or service, remember, what is

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it?

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The FISA process is an iterative process.

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And one more thing that can happen in parallel.

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Right.

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So you can use this technique very well.

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OK, in the earlier stages of the design thinking process also.

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Right.

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But make sure you use this, OK, in the valedictories shot of the product or service with different

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customer personas.

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So that you get right input and feedback from different customer personas.

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So you want to have all types of feedback.

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That's the whole idea of valedictories, right, you want to cut to the issues that you want the product

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to be tested thoroughly.

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So that is not possible unless you incorporate all the personnel for your testing.

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Right.

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Please note that not all customers are the same like.

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Different types of customers, different types of customer personas, please, not that product features

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are important in a product, but more importantly, the product or service must be user driven, which

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means the futures that we have in the product.

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Customers must be for the users, must be user driven.

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The other point that I want to highlight is today we have the power of using air.

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You can identify new segments of Customs Union.

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We're talked about different customer positions here.

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I'm talking about new customer segments because the typical customer segments like for trade in our

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individual or retail, small and medium business, education customers, you know, manufacturing customers,

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those things.

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You can identify yourself.

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Right.

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But so much customer segments, even within individual customers, you know, high net worth individual

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customers or expats like that can be a good customer segment for your product or service.

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Such niche customer segments can be identified by the items.

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OK, because you think you can segment customers on multiple dimensions if you want to segment the customers

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based on, say, just income level, you don't need it.

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I do, but if I have 10 different dimensions, then I need the power of the tool to segment my customers,

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because this exercise will reveal customer segments that you may not know.

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Right.

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The whole idea is let's use the power of the right.

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There's a new technology to use the power of the eye to identify new customer segments.

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And once I identify new customer segments, I want to go and gather feedback.

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I want to share my product with such customer segments in the valedictories so that I can get the right

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level of feedback, so that I can get comprehensive feedback, so that I can identify most of my issues.

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And address them.

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The.

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So that's using the power of a.

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Now, we identified we are validating all the requirements, like how do we actually develop the product?

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Is there any tool like one of the fantastic tools that can be used in product development, in what's

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called a quality function deployment?

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What it basically does is, you know, it brings together the voice of the customer, right.

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Technical requirements, customer priorities like competitive evaluation in a single document.

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It basically helps to transform the ways of the customer into characteristics functional to technical

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specs can be done using what is called a quality function.

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Don't think that I'm talking jargon here.

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OK, let's make use of the key aspects of CUFI as you go about developing your product.

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Right.

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The key aspects are understand the relative importance of requirements, not all requirements seen,

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but we know that some requirements are more important by time, requirements are less important.

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You can even introduce that in only the next version of the project.

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Right.

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So I understand that the other thing is that are bound to be constraints and targets.

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I mean, these competing requirements make sure you are protesters constraints, like, most importantly,

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incorporate the best practices and the best practices need not come only from your industry.

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Best practices can come from another industry segment also.

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So we open up a different set of people.

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Right.

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Remember, I said, you know, there's a human centric approach, right, it's a solution oriented approach.

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The solution can come from another industry segment also.

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So go ahead, make use of all those opportunities so that the product that you bring to market adequately

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addresses all the customer requirements and you are able to offer a product that is probably at a lower

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cost of the hassle free experience and with the higher quality, because that's what the customers want.

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Right.

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Remember, we covered that in one of the previous sessions.

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The key thing to note is.

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If the customer OK, all of the customer asked, was this right so that the customer can swing the the

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the team that the product development team thought that, you know, this is what the customer wanted,

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but what finally got developed was this.

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This may appear funny, but it happens in many, many.

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Real life costs, so let's avoid this.

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We don't want a scenario because all of the customer want was this.

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The dean thought the product development team thought the customer is asking for this.

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Finally, what got developed?

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The customer can't even use it.

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So let's avoid scenarios like this.

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Let us speak the language of the custom.

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Make sure that in all we put ourselves in the shoes of the customer, we live the life of the customer.

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So that we can understand the requirements clearly and comprehensively.

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What customer views as a process, right, should be our process.

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But often times we tend to view the process differently from the way the customer is viewing the process,

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right.

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Let's not forget that our processes are part of a larger customer process.

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See this example, order to delivery in a food delivery organization.

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Right.

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The customer places the order.

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The order is placed in the app.

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The customer searches for the right food.

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Right through that order, the delivery person goes to collect the food and the food is getting prepared.

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Let's say you are a restaurant.

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You may say that the time taken to deliver food is from the time I received the order till the time

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I give the food to the delivery person.

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But customers see in to end.

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Right.

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Please note that the delivery person may think it is from the time I collected for till the time I deliver,

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but what is the customer viewing as a turnaround time?

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So please keep these things in mind, right?

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Our process is part of a larger customer process.

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Right out of you should align with the custom of you, only then issues can be avoided.

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Because customer is keen on any.

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The other thing I want to highlight is that you develop a product, right, and just validate what type

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of meats the product is designers.

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This is from the Maslow's hierarchy of needs like.

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Maslow, you know, as David.

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That there are five different types of needs and a human being typically goes from physiological, you

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know, the basic needs like food and shelter goes to safety, then then social, then self-esteem,

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then self actualization.

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Which need your product is addressing.

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If your product is not addressing any of the needs, then we have a problem.

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And you will be surprised to know that 90 percent of startups fail and the single biggest reason for

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startup failures is lack of a market need for their products.

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She can see the gravity of the problem here.

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Startups are funded by really bright people, really highly enthusiastic people, they want to make

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a change in the world.

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Right.

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But unfortunately, many of the products developed by the startups do not have a need.

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Don't make.

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So when you develop a product line, especially for a startup organization or even if you are not a

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startup enough, your organization will be in existence for a long time.

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Right.

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If you are introducing a new product, ask this question.

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You know, it's a very fundamental question.

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Yes, it is a fundamental question.

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Let's ask that.

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The Maslow's hierarchy of needs is a wonderful pool, actually.

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So let's ask what we need in the Maslow's hierarchy that my product designers.

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Let's ask the.

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Let's validated the name of the unvalidated right, because once you're done with validation, you want

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to launch the product across different markets, across different geographies.

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So let's validate that, let's let's use these design thinking principles to avoid static feelings.

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Right, to avoid failures in product and service launches.

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To avoid customer dissatisfaction.

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They limit the amount of money a startup or a venture capital may be investing.

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If 90 percent of startups fail, that's a really alarming situation.

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OK, so let's use this wonderful basic to give up my last one, right?

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Let's validate our product against which means the product is serving.

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OK, and then take appropriate action.

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OK, so that completes our prototyping testing without the design thinking process itself, right?

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So we started to deputize define right in this.

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We developed the prototype.

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We tested it out a smaller scale and once the product is ready for larger markets.

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We expanded it, right?

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So those are the five phases, right?

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Remember, I said start with the problem of the objectives that you want to address, and then in the

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end, you again have those problems and objectives being addressed comprehensively and to the satisfaction

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of all the stakeholders like.

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So that's the key thing, the essence of design thinking is the people centric approach, as I conclude

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I want to state.

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Design thinking is a people centric approach, right?

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It's a solution oriented approach.

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Like.

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That's the essence, right?

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Revalidate before we expand.

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Good.

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So I wish you the very best in your innovation or product or service, Longini.