Design Thinking Masterclass Bootcamp - Business Hypothesis Mapping

1. Design Thinking Masterclass Bootcamp - What you'll get from the course?: Welcome to 1900 Academy. My name is Andy, and it is our vision here to inspire you to chase your dreams and turn those dreams into tangible design careers through learning new design skills and being accountable in that pursuit. Welcome to the design thinking masterclass boot camp. This is the first step into the entire design thinking MasterCard's boot camp, and I'm really looking forward to interacting with you guys and sharing some of the know how with you. It all started for me when I was still back in a software house 10 years ago, starting off as a visual designer, graphic designer surrounded by hundreds and hundreds of developers, project managers, system analysts. You know, people that were way more competent than I was when I started out, and I was really strong into to have enough of an impact. When it comes to the projects that I was involved in and I was, all I was doing is pretty much just painting beautiful interfaces and colors, and I basically became the company's and of color monkey if you like. So I was just painting some of the stuff, doing some illustration work, doing some interface design, and that was pretty much it. And I was really lacking the influence in the impact on the actual project. So that's when I became the U X. I've done some training, postgraduate studies, etcetera, Leverett some of the scales that I had as you a designer and they became the UX designer. And that still wasn't enough because I wasn't touching enough off touchpoints when it comes to the products and services that the company was actually providing. And that's where design thinking as a whole concept, actually really pitched in with the service design capabilities and the skills and the assets that I was actually being able to put together using the methodology. But when it started off as a design thinker within the company, I wanted to become the company's innovator, had the biggest impact and being part of these great amazing projects internationally and I waas. But I was missing one crucial thing When I started off. I was like, Okay, where does this whole thing begin? And when it comes to design thinking as a whole, it turned out for me that the first step in the process was actually missing and I needed to come up with how to tackle this entire business hypothesis, the step that we're on at the moment, how to tackle it, put it together and make sure that when I actually speak to some business people, I know what I'm talking about. There are five steps to actually map out a very detailed and very understandable business hypothesis, and that's called business hypothesis mapping. And that's what this course is all about. The first step, but we need to do, is to define and define in a fully understand the long term motivation off the business people of the people that provide these services and products to the market. And that's called the design vision the second step. Once we have this design vision, we want to bring it as close to the concrete of possible with some tangible business goals . So that's the second step. Once we have the business goals, then we can move on to defining the stakeholder that actually has the biggest impact on this specific goal, which then forms the third step off our journey towards the mapped out hypothesis of the business, Then that their step number four we create this beautiful archetype on the basis of the stakeholder that we've identified. And then once we have that are archetype, we can then sit down and combine the archetype with the business goal and in step number five, create the business hypothesis map. The entire course is pretty packed with information. It's got three hours of content. There are five creatively, beautifully designed canvases for your daily use, and there's a profiling deck of cards containing 86 different currents that actually allow you to map out and create this beautiful archetypes that you can then later on, recruit and talk to. So all of those resources are available for you to download. You can actually, yeah, leverage your skills and and use those skills on a daily basis on your projects on your projects on. I'm really looking forward to those interactions and see how you play with those tools and how they work for you. Look over an actual business case within this project. I'll go through each one of those tools and put the I will put the Post it notes on the actual campuses so you can see all of those tools being very practically used by myself. using a specific business project that I'm currently working on, and I hope that you enjoy the content. So thanks to the methods that I've outlined within the scores, you'll be definitely able to have more influence and mawr impact on the actual products and services you're designing currently. And on top of that, you'll be able to change your role from being a designer on the table to actually being a business partner to talk to some real business people around on talk about the real business issues that they might be facing, so that's definitely something that this course brings together. The second or the third element is something that will definitely increase your market value, I believe, because you'll be able to now talk about something that's more relevant than just outputs like, Why're framing and, you know, information architecture. These are relevant elements that we output, but these are not the proper business outcomes, so you'll be able to is your market value through these skills and tools, I believe very much and at the end of the day, increase your salary and be able to for that to tackle that next job. Interview with that with that with the much more flair and confidence because, you know, you know, or you will know how to map out, you know, business goals and design visions, etcetera and what it all is about. Using these tools and methods, I was able to go from a graphic designers role to a managing director's role at our company within five years. And on top of that, I was able to deliver one of the biggest digital transformation projects for one of the biggest insurance entities here in this part of Europe and on that basis got recruited into becoming the head of service design, a Deloitte digital. And on that basis now I'm running a successful design agency and a training academy for designers such as myself and yourselves, probably as well. So definitely using these kind of sales, these kinds of skills, I'm using them currently, So these have helped me to progress my career very heavily, but that doesn't mean that I'm not using them. I'm using them on a daily basis on all of my projects. So if anybody doing a project with me currently could definitely relate to that fact, and I've been using them with the biggest entities when it comes to insurance and financial sectors, but also for one of the most creative sectors, like game development, with some of the most unique and, you know, really impactful game development studios on the planet. So it's really important that whatever field you're working in, you actually have these kinds of skills under your belt. So I'm looking for it, too, our interactions within the course, and I'm really looking forward to your feedback. So stay tuned. Sign up and I'll see you around, guys. And remember, it's 1% talent, 99%. 2. Design Thinking - Business Hypothesis Mapping - Introduction: Welcome to 99. Great. My name is Andy, and it is our vision here to inspire you to chase your dreams and turn those dreams into tangible design careers through learning new design scales and keeping yourselves accountable. Welcome to the design thinking Master Glass boot camp. The design thinking masterclass have has been out there for quite some time now. And by popular demand, we've received quite a few messages and a lot of feedback on that course regarding the practical aspect of this whole thing. So we decided to put something new together, and we're gonna be going through each one of the steps of the design thinking process how we've outlined it in the seven steps and cover it very practically. So we've designed each canvas each tool to actually cover some of those elements. Well, all of those elements, to be honest with you guys. And yeah, we're gonna start off with highlighting a little bit of the design thinking process as it stands in the design thinking masterclass. We won't go going into too much detail not to waste your time for the ones of you that have already done the design thinking masterclass and know what run about. You don't need that information. So it's just a recap. And for those of you that did not participate in the design thinking masterclass, you will know what we're talking about. But if you want all of the detail in all of the information, regardless regarding the design thinking masterclass definitely check out the design thinking masterclass course itself eyes like 4.5 hours long, and it really, really delivers on the promise but lacks a little bit of the practical aspects of the course. I guess. So that's why we're here. So I want took over some of those eso when this course you're gonna learn everything that's on the first step of the design thinking process as we are climbing. So that's the business hypothesis mapping and what we will cover within this course is the five steps to to get the to the to the end results. So to have a good business hypothesis that we can then take and validate in the next steps off the design thinking process. So we will start off with defining the design vision, something we've covered in the process, and we will show you the tool off how to actually define a design, envision what it is and what it's all about. Then, once we have the design vision, when you learn how to define that and how to work with the team off on the business side talks to deliver that, then we're going to get straight into business goes analysis that are derived from that vision in order for us to actually achieve that vision into the future. And so that's the second step. The third step is going to be all about the stakeholder mapping. So for the business goes that we have, we identify, we take one key business go and then we actually break it down into the stakeholders that actually affect it in any way, shape or form. We picked the key stakeholder group, and on that basis we go to step number four, which is how do we turn that vaguely described stakeholder into something more concrete like an archetype. And we will show you using these beautiful, colorful cards on the tools that we've designed how to create that archetype so that the stakeholder group, which is kind of vaguely represented by a few words is more tangible and more impactful for us and more understandable Mawr imaginable for us, too, um, to comprehend. So that's step number four. And then once we've done all of those four steps, we go to the final fifth step of the process. Where we connect the business goal that we've defined the stakeholder or the archetype that we've defined. We smash those two together. On that basis. We get to the whole map of activities and experience mapping currently off. How are business? Hypothesis looks like for that specific archetype within the context of that business goal . So you will learn all of those things, how you actually break it down. So that's you can finally know who you're talking to, what about and why are you talking to those specific people on the next stage of the process? And this step is absolutely crucial to add to the standard design thinking process defined and in some of the kind of elements or some other school that you might be listening to or looking at. And this is one of the crucial steps, I believe, because it allows us to fully understand who were we should be talking to what about and why? So I'll see you in the next one will break down a love those ins and outs on, Get it out there So I'll see you in the next one. 3. Design Thinking Process - Recap and where it all fits together: Okay, So what want to get into now is basically show you the entire design thinking process, how it stands, how we define it and on that basis show you what we're going to be covering within this course out of the entire out of the entire process. Eso I can start drawing stuff out as we as we see here. So let me just try to Yeah, OK, the color is working. I have my fancy are art glove. I think it's called Smudge Guard or something like that. So we can Yeah, we can start drawing Stofile didn't just take a different color, maybe something a little bit blacker. And on that basis, let's try and come up with a few things. So when it comes to the standard design thinking process developed in, you know, in the fifties and the sixties, it's pretty outdated to actually tackle some of the aspects off today's work on. That's why I think the design thinking methodology as a whole needs an update a little bit , and I would like to cover some of those aspects off arrived. Think it's lacking when it comes to the history of this whole methodology the mindset, some people say. And some people just say it a design process, that it's a design process. Nothing, nothing more so usually as you probably heard it or seen it in some of the examples. It all starts in the standard process with a step called Empathize, Right, So let's just write that down here. Empathize. So this is the step where we where we sit down with some of the customers with some of the people that were trying to design some value for and this is the first step of the actual process. A zit isn't describing the standard design thinking methodology. So So that's so that's that right? So let's just maybe do look a little little box around the thing. This is great. And then once we've empathized with a specific customer group, so we've asked some questions we've analysed their needs and their problems. The second stage of that process is basically the problems themselves, so that's kind of the problem definition. So the way what I usually draw around around here is our like a a bug silica well drawer lady box, a little bit nicer to look at, and that's the definition of the problem. So definition off the problem, right? The definition of the problem Or actually, do you know what? Instead of doing that, maybe we'll do something. I'll just call it. The problem itself is going to be is going to look a little nicer. I think if we do that, so it's problem. There you go. Okay, a little thing around it. So once we've talked to some people took took to some customers or people we're designing for. Then it's, ah, it Z basically research synthesis that leads to some needs and problems that can then highlight and get into into more understanding of where the problem where the need actually is for that specific well archetype, stakeholder, group or customer group. So on that basis, we define some of those problems, we prioritize them, and then once we have some key problems that we should be fixing for those people we go to the next stage, which is the ideation states. So I usually draw like a little like a little light bulb here. I don't know if it looks like a like a light bulb, but hopefully it does so that's ideation. So ideation is nothing more than, um, on generating ideas. So once we have some key problems that would like to fix that, then mean to come up with as many creative methods to come up with as many creative, unique, valuable ideas to actually solve those problems. And there's a lot of cool tools that we will be showing you in the future. And when it comes to how toe idee eight and how to create those meaningful elements when it comes to cool ideas and how to make the company profitable and, you know, yeah, the calf customers, you know, copier, etcetera. So So that's That's the ideation. So that's when we generate a lot of ideas to the problems that we've highlighted. And then once we've generated, you know, a couple 100 ideas that I mean to prioritize those in accordance with something I will get into that. And on that basis, we we picked the key, the best ideas possible, and they're usually around, you know, solving the problem the best way, and they're not that difficult to actually implement. So that's kind of the whole gist of the ideation stage, and then we once we have that then we are. Then we move on to the next stage, which is all The arrows are getting like longer and longer. So let's just break it down. So that's OK, so ideation. Once we've I d ated, then you can go straight into something that it's called prototyping. And that means bringing those ideas toe life. So usually let's draw maybe a hammer because we're going to be putting that prototype, banging it together with, um, with nails and hammer, just to make sure that we can get to the kind of an M v p the minimum viable product or something that basically showcases that idea at work. And we will get into the details before prototyping is and how toe kind of full, you know falls into this whole design process. But that's when we turn those ideas into something more more tangible. So let's just write down the prototype prototype. So we bring those ideas to life. There you go. So we have the prototype, and once we've created the prototype for this the best, the most unique idea we can then go to the next stage, which is the testing stage, and that's all the drone, maybe a magnifying glass, because we're gonna we're gonna learn a lot of things on this specific stage of the process . Maybe there's like, Yeah, a little highlight off the off the light. And then, yeah, let me go into and then we go into testing, testing spring with me. Did you tell testing, Right. So once you've prototypes, something, a cool idea that we have put a protect together, what we want to do is actually test it out with a real human being with some real customers with somebody that you can actually validate, that the idea that we've prototype has the value that we anticipated having. So So that's the testing stage. And that's what it's all about. And that's pretty much the entire design thinking process in a in a nutshell. Right? So this is like a standard way of looking at these things. So let me just maybe I'll create one more layer, something that I can, uh, and then we'll do. Maybe, like a light pinkish color. Well, just bear with me like a like a like pinkish Did you do today? Why is it not working? Okay, there you go. And, well, maybe just draw it out a little bit. So it's a little bit nicer for you guys to look at a little bit easier for us to then understand what's what's what it actually means. So we have the testing. We have the prototyping stage, right? So going back, we want to test the best. The best potential ideas that have been prototyping are built around specific list of key features. They resolve a specific problem, and that's very key to toe are on customer, right, and that's pretty much it, right. So I I would say that 90% of the design thinking processes out there kind of cover this aspect of the work and there focusing on just this aspect. So But it was the way that I would describe it is maybe just go with with something like like this. Maybe this is a little bit too thick ish, so let's just break it down. There you go like that. What? What happened here? See, these are the technical resistance is that we do with on a daily basis, but not to worry, we're not going to give up that easily, So this is kind of the standard standard design thinking process. All right, this is how a lot off the companies, a lot of the innovation studios kind of break it down. There's a lot of training around the standard way of doing things, but are our way of approaching this is a little bit different? You know, we've done this commercially for quite some time now, and we found that if we just start with the empath ization or talking to some customers, there's key ideas, our ideas, key key questions that we're looking for, the answers to as a designer. So if I talked to a business person, I want to find out okay, but who I should really empathize with, You know who's your customer and why should we be talking to those people? And what about? And these are the three key elements that we're gonna be covering in this specific course that adds to this whole elements. So we're not going to be looking into the standard design thinking process just yet. It does form a crucial part of the design thinking process, but what we're gonna do is that one more very impactful step in the actual process, and that's before we get to the actual improvisation of this whole thing, we want to make sure that we fully understand the three questions that I mentioned about and then that I've talked about. And that's something I'll draw something. Maybe, um, something something ugly is like It's the evil business off this whole thing. So let's just draw a factory here. Andi Yeah, this is called the business business hypothesis. So hypothesis has just right hypothesis Mup. And this is one of the elements that we would like to covert with you today as a starting point to the entire to the entire thing and the key three questions that we're trying to answer with this specific step in the process is who we should be talking to on the next state. So we answer the key question. We want to empathize. Sure we do. We're designers. We're going to put the pew and being in the center of the process. But who should we be empathizing with? And that's the first question we ask. And then when somebody on the business side response well, you should be talking to those customers have. Great. Now what about you know what about? What are the areas that you're trying to, you know to leverage? Where do you see some of those issues? Toe? So that's another thing. What about? That's the second question, but we should be answering with this specific step of the process. And then once we know who we should be talking to and what about this is the biggest thing for me. It's why you know, doing this for for some time commercially now. And it's just it's just so much easier to list out the outputs off any design, any design project. So we put a list off things and tasks we're gonna be doing for the business, right? For So we're getting a design reform. Just list out all the outputs we're gonna be doing wire frame. We're gonna be designing this prototyping, testing all of that, and it's got kind of a list of tasks, But these tasks, these air, not outcomes. These are outputs. And that's not why somebody wants to do this. Thats project with us, and I think that this is very crucial in very well, very important to actually sit down in the business stable and turn your your position from being a designer to a business partner, and that's very key for me and my career in the past, over the last decade that I've been doing this to actually turn the tables around a little bit and, yeah, kind of inspire those people and show them that it's not just the design we're gonna be doing for them. We want to become their partner in the discussion and treat some of their business issues that they have and they're currently working. That's the why aspect of this whole thing. And we will break down in detail in this specific course how we're going to be doing that. So this entire area So the business hypothesis map is something we will be covering in details. I'll maybe take the blue um, the blue, the blue. There you go doesn't work right, and we're going to highlight this thing in blue ish colors. If you don't mind me doing so. There you go. And okay, dokie. It's a little bit dark, so I'll just use in my beautiful photo shop. Or maybe just drop it down to 50% with If you type in like five on on your keyboard It just breaks down the layer capacity to 50% Which it did a miraculous Lee. And it kind of works. Okay, now, so within this course, we will cover the business hypothesis napping. So before you get to your standard design thinking process, this is a crucial step to actually fully understand who we should be talking to in the improvisation stage. What about and why? So I'll see you in the next one. 4. Business Hypothesis Mapping - Detailed Step Breakdown: All right. So now we know what kind of three questions we should be answering within the business hypothesis mapping exercise with the step in the design thinking process and the three questions, as we've mentioned before, who we should be talking to you What about and why? And now I wanted just to break down briefly the five steps off this specific Well, step in the process to show you what kind of tools we're gonna be using to answer those questions. And so let's just break it down. So, the first, um, the first, uh, there you go. Let me just maybe do a one new layer on top of this. And yeah, maybe we'll do this thing, this fancy bluish thing. What do you think? I'll drop down the of the size of the, um, off the brush on? Yeah, we can start doing something. So in order for us to actually answer those questions, there are five steps to actually get there. And to create this business hypothesis map that you can then work with and the first step of this, um, just draw it over here somehow. And the first element of this whole thing is to define something which is a very long term . This is very closely connected to the UAE aspect of this whole thing, and that's the design vision. So the design, a vision and this is something we will cover it in the first step. This is the long term motivation of the business leaders and locked her motivation of the business owner, the project manager. Whatever the person that you're talking to is, that's their long term motivation. That's it's not like three years into the future. That's like 5 10 years into the future. Or maybe they're working on it currently. And they've been working on this for the last 5 to 10 years so far. And there they have a design vision already. What we need to do is basically map that out and bring break it all down. So so that's the step number. That's the first step in the process itself. So how to break down the long term motivation? Andi, that long term design vision And that's step number one. So that's like number number one maybe will do a different color again just to make it more clear for you guys to look at, and that's like step, step number one. So once we've done that, we move on to the next step, which is once we have the long term motivation, like a strategical approach to this whole thing. Better, we need to list out some business goals. So the business goals, the main reason for that is the design vision stands to be 10 tend to be well, they're very strategical in there very long term. And because they are structured in that way, they lack the concrete elements off execution. And that's where business goals help us dramatically to actually fully understand how we're going, how we're gonna be executing against that design vision in the future. So we want to break down from the, you know, the next 5 to 10 years into the future. We want to break down something that's like, two or three years into the future so that we know what we're doing kind of short term. So that's step number. Step number two. Let's step number to me. Book over that in detail in this in this course. Then we go straight into us. We know what we're trying to achieve. There is ah a list off stakeholders that are associated with with a list of those goals. And one of the crucial aspects of this whole thing is that the the main, the main assumption when it comes to this kind of a process when it comes to design thinking is, is the focus off the process. So we define one design vision, right? So we have a long term motivation for that. But out of that, there are more to multiple different business goals, so let me just draw that out. So there's like a whole list off different business gold that we're trying to achieve. And the key element of the design thinking process, as it stands is we need to focus on one business goal that we derive from this specific steps. So we we take that one specific business. Go on, we say. OK, so we've picked one. We've listed out dramatically more than that, but we've picked one to go to the next stage. So once we have listed on that specific business go, we can then start listing some stakeholders, and these are people a stakeholder stakeholder mapping, and these are people that are dozen on organizations that have the biggest impact on that chosen business goals. So we have chosen one business go that is the absolute key to achieve that design vision. So if we want to be the next Apple off for the next Airbnb off off that off that future, we need to make sure that their specific business goals were to were achieving. But there's one key business govern we're trying to achieve and out of that specific business go. We then derive internal external stakeholders that our people in organizations and that again lists out a whole list of those right? So there's like Stakeholder 123 that are people, some organizations, etcetera. And there's a whole list of those and Onley one is going to be having the biggest impact on that specific business goals. So again we just pick one and out of the entire list. We move on to the biggest impact stakeholder, and that's and we're going to be showing you how to actually do that and wants me and not like Step number three, right? So that's step number three. Then, once we've done that, we can then move on to the next step, which is, once we've defined the stakeholder, it's a vague grouper or pretty broad group off people organizations. So so therefore, winning Teoh again Bring it down to the concrete level off. What do we actually mean? And that's something the recall. An architect archetype, right? So we will show you exactly how to move from a vaguely described stakeholder to an actual archetype. And there are some attributes that we're gonna be using some cool tools, like the cards that I've got here on the table and and you'll be able to to have access to those and actually play around with them. We designed some beautiful tools for that. So we will create an archetype for that. Let's step number five, Number four and then last but not least, is once we know the archetype itself. So we have some attributes that actually highlight. What do we mean by this specific stakeholder group like, you know, the age them, the wealth, the the gender of the family structure, you know, if it is, it is a human being, etcetera. So once we have that, then we move on to the final step of the business hypothesis map, and that's creation off that specific map. And yes, I'll just write down the the final, the final step, which is the business hypothesis map. There you go. Whoa! Hours. How strange. Come on for the shop. Don't do these things to me. Don't do these things to me. All right? So that's like, step number, Step number five. And this is the final step where we actually take the archetype itself, and we put it into a into a man. So I just really just graphic the represented actually mean And we take that specific archetypes. So something that is broken down into some attributes when it comes to the stakeholders said it so that it's more concrete and I'm more understandable. We'll get into all the details and we take that archetype over here. So that's like the market type. And the second element is we go all the way back to the business Go which is again, the concrete element. We're all about the concrete information here, and we take that business go and we put it here as well. So that's like that BG. So we have the business goal and we have the archetype, right? So we have those two elements that are crucial for us to understand why we're doing this. So the question that is the why question is this one. So we know why we know who. But we don't know what about yet, right. And this specific map actually allows us to answer the final question. Why are, or what about Are we going to be talking to those people? Because we know that we know who we're going to be talking to him, You know why the relevant? Because they have the biggest impact on the business go. But we don't know what about hits and this. And there is a tool that we call a business hypothesis map, which basically lists out all the activities that are derived from, or business capabilities on their a combination of what we could currently do for that specific archetype in the context of the business. Go and then we'll show you exactly how to map it out. And there is a kind of an, as is hypothetical, experienced map that we the week and then actually, yeah, highlight. And I'll just draw something like this so we know how our business is doing when it comes to all the activities put in front of that specific archetype, potentially and in the context of the business goal. But we found the beautified, and this is the last step which actually allows us to answer the final question. What are we going to be talking about? So what about there you go. And that's pretty much it when it comes to the to the entire aspect off this. Yeah, off this step in the in the course, it's pretty exciting. So we're going to get into each one of those steps. Surely the tangible tools, the cool tools designed to actually create those on answer those questions for you. And, yeah, I'm pretty excited to actually share those with you. It was really, really, really cool. So I'll see you in the next one. 5. Business Hypothesis Mapping - Toolkit Introduction: All right, so now we have broken down the theory behind this whole beast of the thing. But now I want to show you the actual tools that we've designed for each one of those steps , including the currents themselves that you have access to within this video. And so let me just minimize the photo shop. And, yeah, there was, Ah, design thinking, masterclass, boot cab, business hypothesis, mapping part of the course. And as you can see, there's five separate canvases that have been specifically designed for each one of those steps as well as the profiling deck. But we'll get to that on our step number four in the in the process. So let me just open up one of those. And as you can see, each one of those canvases has been decided designed to shoot each one off the process steps. And this is the creating the design vision, the long term motivation off the off the business you're working for with or if you're your own business owner, like like here at design 19 and grid like I am, you can actually use that. And that's what we're gonna be doing practically throughout the entire course. So we will break down how I think about the 19 and Great Academy, what it's all about and what it's for, who it's for etcetera s. So I can actually show you practical aspects of how I use this tool, even for my own business. And with the corporate environment workshops, I run on a daily basis, a design agency as well. So when it comes to the tools themselves, they always have a specific steps to actually fill them out. And as you can see, each one of those has a start here element like I can highlight it. Over here, it's a pdf. The foreman itself is a zero. So if you want to print those out on a zero sheet of paper, these post it notes are these little 75 by 75 millimeters post it notes so they fit perfectly into these ones. If you print it off on a zero formative paper eso, each one of those cannabis is has a starting point. Step number one like images over here, and we'll get into those. Then it was Step two. Step three, Step four step five, step six all the way to step seven and as you can see, the final step of each one of those cannabis is has been highlighted with this little pinkish color because it's the final final element. The final take away of each one of those cannabis is so this is like How do we define the design vision? We can go to each one of those and actually show you exactly the same structure. So this is the business goes. So we know how to define the goals in acting on that vision. And again there's a starting point here and a final key key. Take away of this specific tool. Let me go to the next one and it's exactly the same thing. So there is a starting point right here at the very bottom and a final take away. When it comes to stakeholders, same goes for the archetype. So we start here and this is our final take away. And then the last one, but not least, is the map itself. It's very exciting. I'm really looking forward to get into this one as soon as possible. So we start here and the final take away is right there. So each one of those jewels cousin specify specifically designed so that there is a starting point and a final take away for each one of those steps. So that's how it's broken down. So now take a few seconds, download the pdf s so you can actually follow along if you have a mural up. Definitely, definitely, sign in. It's a cool tool that we've been using in the past, so we've put all of those Cannabis is over there, so it's a little bit easier for us to actually share the screen cast with you so you can see how practically we apply each one of those posted on it. It's a tool that the reviews, the possible show you. I'll show it right now so that you can actually break down and see what what it's all about . It's kind of it's a workshop place online, so I can actually add multiple different Post it notes. I can copy stuff over etcetera and just have a lot of fun and very practically apply our content onto these beautiful tools that we've designed. So if you want to do it on the Neurolab, definitely go to mural dot c o and sign up. If not, you can print it off on an 804 months sheet of paper or you can even print it off on a zero . Or you can take a flipped or just take a note pad and start, you know, interacting with these things with us as we as we go. So so that's that. And yeah, now it's time to actually break down some some concrete information and start to design that kind of define the design vision off 1900 academy. So I'm looking for it to sharing that with you, so I'll see you in the next one. 6. Design Vision - Introduction: All right, So now let's look at the design vision. It's It's always a question of how far into the future should we be actually look at where is that horizon? How far should really looking out of the business or as a designer talking to a business business leader? And I found that the the higher you are when it comes to, um, if you have your 1st 1st business meeting or, you know, a meeting with a client and I found that in the in my experience is that the higher the person sits, the more at the horizon that person looks on and it's pretty relevant. Eso so these kind of workshops when it comes to design vision, I would definitely try to tackle with some people that have this perspective of looking at things so that they they care more about where this company is heading long term, rather than how to upper operationalized in all of the kind of ins and outs of daily that the day to day routines and processes and all of that. So the design vision really requires a person or a team of people that actually have this kind of perspective of looking of the entire company. It's not a detailed work. It's more about you're looking at the horizon. Well, what's where it's all heading. Eso that's that the questions were trying to answer is the why behind the music. That's the first question we're trying to get to when it comes to defining the design vision. So what is the long term motivation of those business leaders? What is the long term goal that we're trying to achieve? Who do we want to be and why? So this is the This is the crucial step when it comes to the beginning off. Any endeavor when it comes to the new new project that we run, as as designers and I think that it's pretty relevant to actually get to the bottom of that . And yeah, at the very end, we would like to have a good understanding, one sentence really off. It's the apples, you know, think different. You know, it's it's 19 hundreds turning dreams into careers. These are the elements that you can summarize into one sentence, but without doing it practically and approaching it with a specific tool. It's so difficult to understand, you know, when it comes to think different. The apples tagline from my wonderful eighties or nineties when they came up with this think different tangling. There's a lot of information, a lot of associations little, a lot of concrete information, invent and those two words. But without the actual working together with the business people around the table, you know, and kind of getting into the bottom off. What do they actually mean by thinking differently? It's hard to do. It's hard to understand. So this still was specifically designed to actually get through that and help you out with a full understanding of what's it all about. And even these two words, like thing different. What does it actually mean for them? So, yeah, let's break it down and let's get into it. 7. Design Vision - Tool Introduction: Okay, let's do this. Let's get into the tool. As you can see, I've got all the steps highlighted here on the mutual up. But let's break down the 1st 1 in the design of vision. So the design thinking masterclass boot camp, the creation off the design vision. So your long term motivation the entire cannabis, as I mentioned previously, has a starting point, a few steps to go through and a final final vision. So the final design vision the final take away that we're gonna be taking to the next step , which is which is pretty interesting because each one of those steps in the process, as we've described in our little theoretical endeavor here it's all connected. So it's all kind of, ah, deterministic way of approach. It's it's all about cause and effect. So each one of those steps has one thing that will be taking to the next step. And on that basis building on top of that s O going back to our canvas. As you can see here, there is a starting point and yeah, let's just break this down. So when it comes to the the tool itself to define the design vision. It's really hard to actually do it concretely, like, you know, when I mentioned that thing different by Apple. It's so difficult to t name some concrete elements of that vision when you start. But what I would like to urge you are show you how I actually break it down. I, I used to. I used a lot of associations, a lot of things that I look at the same vision from very different angles, very different perspectives. And it all starts to me with using images that relate to that vision. So it's, you know, an image says 1000 words, But which words is the crucial element here. And but I think I still think that having three or four images that describe division in any way, shape or form it's something really powerful, powerful for a designer to understand. And then remember. Okay, that's what they actually mean by this specific vision. So images a step number one. Then we'll go and we'll try to come up with step number two, and that's companies and other sectors. So who do I want to be like? They want to be like the Jogi were or the Mercedes bands of the sell off the sector down to be Apple over the Samson off or don't want to be Harley Davidson or Honda off my specific sectors. So that's the companies and other sectors that I strive for being like in my sector. So that's step number two. Then we'll get into the customer quotes. So if we do become who we want to be within 5 to 10 years, what will the customers say about us? What will they say? What are the things that we they might mention about us within their day to day conversations with their friends, etcetera. So that's step number three. Once we've done that, then we go to step number four, which is the the employees quotes. And these other things that are employees are companies, people. What are they gonna be talking about? You know, when they're drinking their coffee in the or having lunch on our company about us as a company, what are the elements that they will be discussing? Um, in their private day today time. So that's that's another thing. Then we go to step number five, which is pretty abstract, so that's kind of the wildlife. So what? Even when it comes to like companies like Honda, they have wings in the Rogo type, so that's something that relates to wildlife. And if you look at Apple, you know you have an apple, an actual apple in their logo type. So that kind of derives its obviously the fruit of creation Newton, who was a rebel off his home of his own. And I think that I remember that Jobs was pretty. Steve Jobs was pretty inspired by by the dude himself, and that's where the whole apple saying came from. An obviously Apple came before Atari in the phone book back then as well. But these are the elements that we would like to describe through wildlife. Have some ideas about, you know? Is it a fruit or is it, uh, eyes the phone off Laura off? How do we interpret the vision or the company itself? What do we want to be in the next 10 years? And is there something we can associate with? You know? Is it in eagle or is it a wolf? A lone wolf, etcetera. So that's that. And then we go to the to the nature form, and that's, you know, elements related to the actual while they're not. They're not plants or animals. These air more like structures when it comes to mountains or rivers or icebergs or, you know, forests well, for us, maybe a sequoia or something, it's closer to the wildlife. But when it comes to the nature form on, these are lemons Lee and that are pretty, pretty spectacular. And if there is something that we can derive our our associations from, that's something that I would put together over here. And those six steps allow us to understand the perspective of the people sitting around the table. So which one of each one of those off those people actually create their own individual aspect off each one of those steps and the way that the workshop is structured, I just sit down and print it off and give them some magazines for the images, or even give them a laptop so that they can actually search for some images online. And that's what we will do here. But that's all about going through each one of those individually. So there's four or five people on the table, each one of those people go through each one of the steps individually, first for like 3 to 4 minutes. And then we have a group discussion about each one of those. So each one each person list of three photographs, for example, the image that they associate with their long term vision for the company, for the product, for the product from the service and then me. Then the person comes to the to the flip chart or that comes and presents their choices and why they've chosen this specific thing. And that discussion alone is very powerful for the people. Taxes sit down and have a good discussion about who don't want to be in the future. And why is it important to us? Eso That's gonna the breakdown of the two eso. We start with them and just we end with the final vision at Step number seven And, yeah, this is how it's structured. So let's break it down practically in the next one, so I'll see you in the next one 8. Design Vision - Images: Okay, Okay. All rights and have let's break down the actual tool I know that you've been waiting for. It is like 10 10 episodes in and we wear finally at the stage where we can break some stuff down. Eso the first element. The first step in the process is we're sitting. Let's imagine we're sitting around the table. There's four or five different different sea level people or people with the perspective of looking at the horizon. And then we sit down with Okay, you got four minutes. Do an online search. You have a magazine, pick out three or four images that relates to what you want this company to be within the next 5 to 10 years, and that's something. That's something that this whole exercise begins with. So what I'm gonna do is basically Google Church. So what we're going to be doing is a business Kant context. Here is the 99 great academy. So me being the owner and me being the founder of this whole thing have a specific vision that I'm trying to achieve for the next 5 to 10 years within the with this company. And, um, yeah, we're gonna we're going to go through each one of those and I'll break it down so I would go to t images. And there's one cool product, product or service that I usually you use when it comes to, um, photographs online and that's on Splash. I don't know if you've ever used it, but it's free. You can use it commercially. It's a lot of photographs here and yeah, and you can actually use them pretty well commercially. So, uh, yeah, Minds and Ingrid Academy When it comes to the long term motivation off, this specific academy is definitely know the learning experience. So people learning new skills and changing their lives through a kind of, um, you know, gathering new skill sets. And on that basis, changing the roles moving further into the company become the company's innovator. So So these are all the elements that I would try to list. So So it's like so it's like training, right? So let's just try and see if I can find some some cool photographs when it comes to training. Okay, cool. So there's lying like a computer, so some somebody's is writing something down, so I can definitely take that and I will download that for free. And that's on. That's that, right? I will say thanks through the course. Don't wory Otto and the words that also So that's like the 1st 1st element. Will it work if I do it this way? Yes, it does. See, So that's like the first photograph. And I would just put that photograph in here if I If I'm doing it on a workshop and I don't have access to Internet, I would just basically take as many magazines as possible with some commercials on. Do you know, a little photograph content in it? And I'll just give it away to the workshop attendees, and they were just basic. Cut those out on, put it on the canvas. But since we're doing this online, so this is like the first elemental related to the vision it it needs to be something that that teaches people digitally and they can acquire new skills. And this image kind of relates to that, right? So So that's that when it comes Teoh, I would like for the people that come through the door of 1900 academy to become, you know, make the shift change their own horizon. So maybe another thing would be horizon for me, right? Which one? This is cool. This is cool. So this is like, we're all in the in the sea, off off, change around. You know, it's like the world is constantly changing and we're trying to come up with new and meaningful ways to actually get to that fulfillment. Get to that happiness. But we're at the end of the day, you know, we've got family friends, etcetera, but at the end of that, they choices that we do make or our individual choices in this photograph beautifully actually describes that so So to me, it's like Chase that horizon, chase it. And we would like to help people to actually get to their life, or at least career horizons as soon as possible through the skills that we put in front of those guys. And and that's what I would do with this specific one, right? So that's the story that I would say underneath that that photograph. So it's not just training, you know, online digitally, wherever you are. It's also changing your life and making you reach that horizon. So that's that's that about that one. Then I would go with innovation, because what we would like to dio is to help people that go through 19 Ingrid Academy to become their the innovators off that specific area. That specific company, that specific business, that specific sector, right? So we want to show them skills and learn, learn, learn, you know, teach them how to become that. That innovator when it comes. Teoh Yeah, t making a change. So maybe maybe this change thing or maybe something else. Let's see this innovation, innovation, innovation. This is cool. So let's just take this one so done with this. So we want those people to become that spark of innovation wherever they are. You know, if it's if it's a non profit organization or if it's something that it's a big corporate environment, we want them to become that spark in the organization itself. So that's another image that I opened in front off the off this off this vision as such, that's that's that maybe 1/4 1 so we know that it's only training. We know that it's the horizon we're trying for those people to strive for and want them to become that spark of innovation and inspiration to others. But also I would love a community feeling to this whole thing. So which one? The hands. Okay, it's pretty cliche, but it's all right. But I think that it illustrates what we're actually talking about here. So So that's the image when it comes to the community element of this whole thing way. Don't want people just Teoh to strive for on the Rome. We want a community of designers, people helping each other out and being, you know, kind of accountable to each other and for each other along the journey. So these are the four photographs that would basically fill or or try to come up with and within this exercise. So for 19 Ingrid Academy to summarize this element I would go with. It's an online digital academy that we can actually get access to wherever we are, and it's comfortable. It's easy Jackson get. We want to change people's lives. And when they reached their own personal horizons, when it comes to their careers, we want them to become then the spark of inspiration and innovation wherever they are. Is that a company? Is that a start up. Is it a nonprofit organization, or is it a local government entity? We want them to become that spark of inspiration and innovation, and we also want them to be part of our new design community. We want to form that communicate community so that people can feel safe within those constraints. And within those moments when it's really difficult in those dark valleys of creation, we want them to help help them out. And that's the images that relate to our vision. So in the next one will cover the next step of this specific tool. I'll see you in the next one. 9. Design vision - Companies in other sectors: All right, So now we have the company. Well, we have. The image is done. Now it's time for the companies in other sectors. So 1900 academy, we know what it's all about already, and we just covered the first step. So now let's go and break down. The company's in other sectors. So WHO 1900 academy is inspired by? Well, obviously, since you saw me brought it up, bringing up, um, earlier, definitely one of the companies that I that I'm really inspired by his apple when it comes to the quality of the content, quality of the product quality of the things that they've been they've been working on and the innovations they bring to the market. That's definitely something that I would put in front when it comes to to being that rebel . And I was very much inspired by Steve Jobs. You know, the commencement speech that he did on Was it a graduation speech in 2000 and five at Stanford University? Stanford work, You know, 19 fifties and sixties. That's where the school and design thinking kind of, you know, flourished eso. ItT's a company. Definitely that and a person on a company that I was very inspired by anything that the quality underneath it, all the the delivery and the idea is that they have were pretty substantial, and that's definitely something that I would put in front on. The 2nd 1 that I would that I would try to mimic would be for me, Harley Davidson. And that's the community aspect of this whole thing. I want 1900 academy to become brothers and sisters, going through trenches and trusting each other so that we can count on one another within those dark moments in our creative work, which I'm sure you've been when you've been through some of those trenches yourselves on your career like everyone has. And I think that part of the Davidson is a company that's built around not just creating motorcycles that are beautiful or not. You know, however, you judge that I'll leave you to be a judge of that. But I think that Carly Davidson stands for the community, the freedom, the rebels and I think that, well, me myself. I've named myself the chief rebel of grit at 1900 and that's why the Harley Davidson is definitely some a company that I would be very much inspired by when it comes to come. Senses like Apple Harley Davidson. Let me think if there's anything else that I would like to that I would like to add. Eso apple, Harley Davidson. Maybe maybe something will click off here. So I guess I don't open another on the top, then just put to post it. Notes. I need to come up with two more. Two more companies, then I feel inspired by, and that's where the four minutes comes. Four minutes coming comes in. So Apple Harley Davidson. All right, So I'm the third company that I would definitely pilot. Here is one of my favorite brands, which is poor Shea. There you go, Porsche on. I would like 1900 academy to have this kind of an exclusive, exclusive but inclusive feeling, right. I want this brands to be top notch when it comes to the quality of the of the training that we deliver in the future for the for the next 10 years. Remember, we're talking 5 to 10 years into the future. I want this to be the you know that the pinnacle when it comes to portion 11 that's like history. It's not a car, it's It's part of a more kind of part of car history. And that's what I would like 19 Ingrid to become a smell when it comes to design and training other people to become not just a company, training others on design but actually having this legacy element to this whole thing. So that every time you think about design skills, if you think about UX design, design, thinking or anything else, you know the first thing that will pop into your head and 10 years from that would be 1900 academy. Yeah, these guys are good. These are guy these guys air quality. So, as you can see, we can put together two brands like Porsche, which seems like an exclusive brand, not everybody's invited and Harley Davidson, where everybody's invited. We want to build this community community of people that understand, have a similar heart. Uh, so so that's that. And then maybe I would say, Marvel, marvel. So like comic books, Iron Man and their company culture. So that's what I would like to have a very creative company culture where people can actually strive for greatness. There's a core team of people that actually worked together on the next title. But there's always somebody new coming in to actually have their own perspective of looking at. Things I don't know about it unraveled Marvel, but that's what I've. That's what I've read about that. There's a core team at Marvel that's kind of always forms a part of each one of the productions, but on each one of the new productions. So like Avengers or Ironman, there's a new person coming in through the door to have that fresh twist on on this new title. And that's what I would love to have a 19 and great academy as well, so that we're not book down and book Stan. When it comes to the limits that we put on ourselves through the team structure itself, there could be a 14 but on top of that, I would love to have some some new perspectives coming in. I want this company to be as open minded as humanly possible, so as you can see, these are the four companies that it would get really inspired by, and this is what I want to get to. As 19 Ingrid Academy evolves in the 10 years. So something in between the high quality of product at Apple at community management and community, love and the heart and the soul within, within the community, like like Harley Davidson, the legacy element and and something that's more than just a design academy like portion and their nine level in 9 11 and then something that kind of describes the openness off the company itself. So that's marvel. So there is part of the core team, but open to new perspectives and new ideas constantly. And we have processes that actually support that we have thinking. So that's the companies and other sectors. And, yeah, that's step two of the process off the tool, so I'll see you in the next one. 10. Design Vision - Customer Quotes: all right, So now we've broken down the images and the company's now it's time for the customer quotes . So when I when I do imagine 19 and Great Academy within 5 to 10 years into the future, you know, I want this to be specifically a global brand. I don't want this to be stuck in Central Europe. I want this to be bigger and broader and more impactful than that. And therefore the customers will be global bond. That's what we're striving Teoh to be as a brand. But when it comes to customer quotes, this specific element is what do what do I imagine people telling themselves or telling us as a company when they use our products or services and on these are the elements that I list here, So I need to put like four quotes in that would describe that specific thing. So I can actually, if you use all told out and then just drag and drop a post it note is going to copy it on drag at the same time. So so I can do that. There you go. Okay, so in to go out with four customer quotes. So when it comes to again. 19. Ingrid Academy. We're going to do a lot of training in line. We want to have some sort of blend and let blended learning experiences. So what I what? I want the guys that do get into the training at our academy to say that it was really interactive and and he was always or not even a Vandy, but 10 years in the future, So I would Well, I want to be involved. So let's do this. And Andy was always available. Teoh, um, to resolve and the issues. And I don't want to be one of those CEOs that basically, you know, has a company. And then, you know, it runs, and I don't want to do anything about it anymore, and I want to be involved. I want to be as close to the to the human being on the other side of the of the table. It's possible I want to be as close to the customer. I want them to feel that through through the learnings and through through those elements. So So that's that says you can see just imagining what people tell you tell, tell you about the company itself really helps with even me Right now. Doing this exercise helps me to put some things in front a few guys in front of me as a company owner to actually break now. So that's the first thing that I was always available to resolve any issues at any time. So the the availability off off off the team, um, the courses. We're really well structured and easy to follow to follow. So I want the courses themselves to be really easy to follow, with a lot of value, with a little of value that actually inspire people to change. So what I want actually people to say, like, really want people to say is like Thanks to 1900 Academy, I was finally able to leave to leave my current job and fulfill my design dreams. That's what I really care about when it comes to 1900 Academy. This is my main aspect of this whole thing. This is what I went through within the last decade. I was a civil engineer for four years. 15 years ago, I hated that job. I was back in UK working away in Edinburgh, and I really hated being a civil engineer was too structurally was to a rigid when it comes to construction and designing roads and bridges. And I just really hated it. I mean, every Sunday was just a pain in the ass for me, So I'm so what I want people to go through is is a similar journey that I went through that I said one day that that's it. I'm going to go for a year long trip on a motorcycle through South America and the U. S. And then when I came back, I never wanted to go back to civil engineering ever again. And if I can help anyone to do that thing to get out there, get some new skills and leave that job that they hate and become, you know, a designer because they've always wanted to be a designer. But they they always felt like they don't have the skills. If we can help with that, I will be really great. So face and I did this quote. This is something that I really care about, so so that's that's that. So we have the interactivity, we have the courses that were really well structured, and we have the the ability to leave their current role and another one would be. I can finally run my own business and get new clients because we want this to be us useful and as impactful for people that are working in corporate environments, big companies, small companies, but also that are starting their own businesses. A freelancer, graphic, freelance, freelance or UX freelancer or a design thinking legend, for that matter. And we want to not only teach design skills but also things related to to kind of design management. So how to price your work, how to, you know how to break those things down so that the the learning experience that we put in front of some of the some of our customers, you know, the students when they do finish, they can finally get rid of the You know, the fact the weight off that decision and be more certain into running their own business and becoming their own design agency. And that's really something that restrike for as well. So that kind of breaks down the customer quotes and yeah, I'll see you in the next one 11. Design Vision - Employees Quotes: Okay, so now it's time to do step number four of the design of vision to, and that's the employees quotes. And this is the element that, well, any company, any any businesses run not only through their services and products and experience the deliver. But all of those tracks and services are delivered, created and designed and put out there in front of the customers by the employees of that specific company by part of the team that that forms this business as a whole. So it's not just about for me personally carrying about the customer himself or themselves , but also but also carrying about the team within the company because, you know, happy, happy Empoli's equal, happy customers, I believe, and therefore looking at some of the aspect off off the employees. And what would they say within the 5 to 10 years off, working at 19 in great Academy or 19 angry asshole? So that's something that we should really look at as well. So, yeah, so let's do it s oh, so the first thing that will be that I imagine 19 Ingrid academy to be, it's the people that work. There would be really encouraged Teoh. Well, be creative and innovative, and I would love for the company to be able to sustain innovation, and therefore we'd be open to failure, failing fast and making sure that whatever we do come up with, we validate very quickly and on the company itself, of the culture stays open to failure and because we want to innovate, going to be the best out there. And therefore I feel that's what the employees would say, You know, having a coffee somewhere. I feel like, um, the team is very understanding when it comes to, uh, innovation, innovation and what had really means eso. That's what I would love for people to understand, to talk about, like like so that the company actually has this culture of understanding that innovation is about failure. It's not about just a success, but actually Thea amount of failure failing fast, keeping it lean and on all of that. So that's one thing I can really spread my wings, uh, here, and I feel like, um, I feel like there's so much I can learn every day. That's what I would love for people Teoh there so much I can learn every day. I've learned a lot. Still learn every day and I always strive for Let's do another course. Let's dio another another training and I do that constantly. I tried to learn with every experience and every project in every element of the business that we kind of create. Every product we do these courses is where I learned a lot about me, about the company, about how to deliver these things. And I would love for people to actually have this capability off actually growing and feeling that they can learn something new every day. Another one would be, I feel like we're a I wouldn't say family, I would say, a band of brothers and sisters, you know, that's that's That's what I would love for people, people to feel so that they can count on each other that go, they go through the trenches and their loyal they There's more to them than just, you know, the salary of the end of the month. But we have a common goal and we can strive for greatness and you can count on each other. And that's something that I would really know for the guys to and the gals to fuel when they're out. 19 Ingrid. And when it comes to the last but not least, when it comes employees quotes, I feel I I don't know. I get paid, uh, great. And I feel like this. The company supports, uh, my, um, like work, life, work, life, balance. So that's what I would love ti get to within the 5 to 10 years so that the people can. They feel they have a company culture that understands failing and what innovation, really years that we can really spread, you know, the wings of employees so that they can actually learn something every day. And they feel like band of brothers and sisters so they can rely on each other and me, obviously as well. And yeah, that the end result financially is also cool. And but we're not working 150 hours a week, you know that it's that we have time to actually reflect on life and reflect on what we're doing and why we're doing this. So yeah, so that's employees quotes, and that's pretty much it right. So I'll see you in the next one 12. Design Vision - Wildlife: Okay, so now let's break down the fifth step, which is the wildlife element, and this is where we really get into the into the crazy factor a little bit. But for some of the works, it's that I that I ran that actually, it actually allows people to finally be able to come up with what they actually mean by you know what? What is their vision for the next 5 to 10 years? So when it comes to wildlife and the way that I imagine this for 19 and grid I would go with, I would like it to be, I would say, Wildcat. I don't know which one. The tiger. Whatever wildcat is, it's something and I would really focus on. The agility, agility and kind of agility is one thing when it comes to Wildcats, but the cats themselves, they have this capability off. They're independent, unless that's what that's the world looking for so agility and in dependence. So when it comes to independence and you know, in a company itself, to me, it's important that we can make our independent choices and take responsibility for those obviously and, you know, created another environment within the company so that when we are running as a business, it's actually pretty. You know, it's not a corporate policies and compliance Is that running but actually agile, um, teams. And, you know, making sure that we create these progresses, etcetera. So so wildcat would be that. Then I would go maybe with an eagle, which to me is like the integrity, um, and freedom, right? So that's when it comes to the integrity. That's that's very something that's very strongly within my core value. No integrity is something that you know, being more will be being being ethically correct when it comes to running a business. I always have problems into getting into these gray areas off, you know, off running a business and therefore this integrity and the freedom that it gives us eyes definitely something something really, really important. You know, to me, an eagle is is something that kind of sustains that. So I've got a wildcat for their guilty independence than we have integrity and freedom. Then I would go maybe with, um, elephant. So and when I when I think of an elephant association that I have there, these are the in the elements about the memory. So we remember And that kind of we have a legacy that we're striving towards. We have, Ah, we want something to you know, we want to leave something s O that we're remembered by others. But also, the company itself should remember about their core values. And when it comes to making these values live in a company, I believe that it's the decision making moments is like if you're in the trenches in a difficult project and there's a decision to be made, that's the moment where we go back to our values on Go back to saying okay, you remember about the integrity. This is line we do not cross. And this is the decision we should be making because that's our value and that stuff, the memory and the we remember factor for for the elephant in a in a wildlife when it comes to that. And then maybe I would go with a So cool is that I think that that's the way that you write this down. So sequoia and that's the legacy and history, right? So that's kind of the elements that I would go with here, So you know the tree is very told. It's very strong, it's it's flexible at the same time. But it's very told him very strong and and it's got a lot of history remembers quite a lot of things. It's like it's been there for a while, and it will be there for a long period of time and kind of that sums up the wildlife element of the school. Thing says You can see with each one of those elements looking at the vision itself. You have a different conversation to have with yourself, Steven. And when you're doing this, so for the wildlife, we've got the Wildcats. We've got the Eagles. We've got an elephant. We've gotta Sikora, for example. So So that's the exercise that asked the team to go through. So that sums up the wildlife, and I'll see you in the next one 13. Design Vision - Nature Form: Okay, so we have the wildlife down now. It's the last but not least element off Doxil vision kind of work. And that's the nature for So, um, the nature form is representing elements Li like like like rivers and mountains and icebergs. And all of that, um, and each one of those nature forms has a specific association to it. And if you have ah, team off sea level staff, they can think of a mountain, for example and have different associations with it. And that's the conversation that's really important to have so that we're on the same page . But for 1900 when it comes to nature forms, I would go, um, I would go with my Booker. Okay, I would go with with an iceberg. Why would I go with an iceberg? Because of the there is more underneath the water than there is sticking out. And I think that 19 academies about that, you know, it's we show very little, um, because all of the work and all of the creativity and all of the hard, you know, hard core task execution goes behind, you know, is being done behind the scenes, and I think that that represents what we really want to strive for, that we only show the best bits off for work and in order to for us to do that. We have a whole supporting system, a whole supporting process, and we've got a lot off wealth of knowledge and experience and expertise within our team, structures and and the people we employ. And and that's what I think. That iceberg really represents very well that we only showed up the pinnacle. But there's a lot off, you know, raw riel stuff underneath the water, so so that that will be will be one thing the next one that I would go with. IHS. I'm using all to drag and drop copy at the same time. I would go with a river because it's always flowing. It's always changing. There's always something new. Um, it's it's also eroding and you know, when it comes to the river flow itself, something that a company like that would also need that kind of element when it comes to first of all being, you know, within the state of flow so that people are actually they don't even know when it's Friday . It's like, you know, Is it Friday already? Because I was so happy at work that I was in the state of flow all the time. And it's it's already Friday, and I can't wait for Monday to actually show up here because I'm so excited about doing doing additional work. So So that's that's the river element, All right, I would go with, uh, okay, I would go the next one. That it would really go would be like, um and Ocean Trench, and that would kind of represent to me the depth off for research. We do the depth off understanding we do with every product and service we actually put out there on that would, you know, ocean trenches are pretty pretty deep, and that would represent the depth off actual understanding that could do with each with each work, with each product, with each other product that we actually deliver to the market. And last but not least, what could be put over here, I would say a stormy, stormy sea, and that will represent our project pork. You know, it's always some stormy. It's always challenging. There's a lot of challenges when it comes to design understanding. Running these projects a lot off deadlines, a lot of stress. Eso we kind of were always in the state of, ah, off a stormy sea. And it's very important for me as a company to understand that there is a horizon somewhere we are heading towards. You know, a continent we've defined for the next 10 or 55 to 10 years, and sometimes these storms are, well, the seas become a little bit stormy. But we as a team, we to we'll be together and Andi kind of support each other and go through those stormy moments. Yeah, with with smiles on our faces. And, you know, being challenged is a good thing, you know? It's like, yeah, we strive for greatness. It's supposed to be a challenge. So so that's what I would actually put in there as well. So that wraps up the sixth step of the off the design division canvas and yeah, I'll see you in the next one 14. Design Vision - Final takeaway: Okay, so now, now we were kind of in them in the the very end off off the entire two. As you can see here, we've covered some of the images that described what we actually imagine. Thats whole 1900 academy being We have some companies and other sectors that inspiring to us that you have some customer quote. We have some employees quotes. We have some wildlife and nature forms that actually add additional visual or association elements to this whole vision. And now it's just time to right a simple tagline down that would basically summarize all of those elements. And to me, when it comes to 19 Ingrid Academy is all about turning turning dreams into careers. See? And that's that's That's something that I really want this company to be to turn our students or customers dreams. So if they're struggling, if their hate, if they hate their job and their dream is to be a designer and to shift to something else, we want to fulfill that dream for them and on that basis not only learn or teach them new skills, but also to find a career for them and kind of consult them on the way there. And, as you can see, it's pretty simple is like four words turning dreams into careers and without the entire work on the canvas will be really hard for any designer to understand. What do you actually mean? Turning dreams into careers. But because we went through the exercise off highlighting images that kind of highlight, what do you actually mean? Companies in other sectors and all the other elements that actually it really helps in understanding. What do you mean? That she wants to turn dreams into careers over the next 10 years? That's what you're striving for. But what do you actually mean? And each one of those elements when you describe it, when you're sitting around the table and there's like four or five guys or gals there and they put these post it notes in front of us, that discussion is absolutely key, because we can finally understand what they actually mean. And, yeah, I found the stool very were powerful when it comes to defining the vision, the long term motivation of the business to to get inspired, to actually understand what are they trying to achieve? And this wraps up the yeah, the entire kind of the entire tool. And as you can see, Step number seven is the final vision. So that's the key final take away that we're going to take to the next step of the process . As I mentioned at the very beginning of the very beginning of the scores, each one off those steps is connected to the next step. Um, vory with a deterministic approach. So there's a cause and effect. We're not doing this for the sake of doing this. Now we're gonna take each one of the final takeaways and move it to the next step and then keep on going. So it's all linked eso that it's Yeah, it's comprehensive. And we can actually based our design assumptions on on something that's actually the deterministic. So, yeah, that kind of wraps it up and, yeah, I'll see you in the next one 15. Business Goals - Introduction: Alright, guys. So we've We've finished the design of vision element of this whole project on by the turning dreams into careers. I believe now you understand what's behind the music and why. What's what. What's in that vision and why is it relevant? So we to move on to step number two, Step number two. In order for us to do that, we need to copy the final take away like I mentioned before. That's something we take from each step and move it to the next one. And yeah, we need to do is go to step number two now. And that's the how to define the business goals. And the entire context of this tool is about how do we actually put something together and bring the vision? That's vory well, it's it's It's up in the clouds. It's not very concrete. It's hard to now understand. Okay, if you want to turn dreams into careers within 10 years and you want this company to be what you wanted to be, what are the concrete goals that we need to achieve within the next year, two or three years into the future, so that it's actually something tangible. And that's bringing that vision into something that's more yeah, again tangible, something more concrete. And this tool is built around that specific element. Uh, yeah, that's the That's the gist of this off this thing. The what kind of questions are we looking for? The answers to the main question is, what do we need to achieve to actually get to that to that long term motivation to that a long term vision that we've defined? And we just need to name some of the specific business goals that we need to achieve to get to that to that, to that stage and at the very end of the day, what you will learn is how to break down business goals on the basis of this acronym called Smart Goals as S M. A R T. That's the acronym were using, And it's a tool that we've we've been using in the past and currently as well to define specific business goals to actually get to them to the into the end state. And that's what we're going to be doing in them in the next one. So you'll learn exactly how to map out business goals practically through the application of this tool. So I'll see you in the next one 16. Business Goals - Tool Introduction: Okay, so let's start with the tool itself. I'll show you how it's structured. It's It's built around the acronym off off Smart Goal. So it's like five letters S m a R T. And I'll break down each one of those so that you understand what it's all about. But the first element where we start we start with listing of business goals in accordance with the acronym and then second step is key. The key goes, we kind of choose out of the ones that we've listed. We choose the key business, go to accommodate the very end of that exercise, and that's pretty much it. So we start with glowing in the design vision, so that's like turning dreams into careers. I just put it on the left hand side somewhere so that I I know what the vision is. And yeah, that would go straight into listing out the business goals and then picking the key one at the very and so in the next in the next. Training in the next training session will practically apply each one of those. And yeah, I break it down for 1900 academy and how to turn those dreams into carriers. So I'll see you in the next one 17. Business Goals - doing it SMART: Okay, so let's break this down and it's do it practically as much as as possible. So the tool itself, as I said, is built around acronym on the S stands for specific. So we want to name a specific area that we're trying to impact our business with to get to that vision, um, stands for measurable. So we want to know by how much we can actually impact that specific business or specific area by, and I usually don't focus too much on, you know, the incremental elements of the of the percentages I just want to understand. As a designer, what is the level of that impact? So to me, it's more about Is it 3% that we're trying to have the impact by 30% 300% or 3000% and that gives me a good understanding off what kind of level of impact I'm actually expecting within this specific area. Then we go to assign herbal, which is the A stands for. And that's something that's a very important element when it comes to assigning that specific goal to a specific person or department within the company. And let me tell you it's Ah, very awkward silent moments and it works up when you're like when you've listed out a goal and you're like, OK, so who's responsible for this? And yeah, it's an awkward, silent moment for everybody is like, Wow, maybe it's Joan. Maybe in Sally, I don't know. So it's really important to have that let me go to our, which is realistic. And that's when we look at a goal from two perspectives on our we're looking at our own track record. Do we have a track record of achieving similar goals in the past? And if it is something that we've done in the past, obviously it's realistic. And if we don't have a track record like that, that brings you to the second area, and that's do we have any examples in the market of somebody else achieving a similar goal in the past? And that's gonna very often that's our competitors that that have done that or not. So that's kind of the way to make sure that our goal is realistic and that's what we put in here and then the last but not least, element is the T, which stands for time related and we want to put a time frame against whatever we've put in as a goal. So is it six months that we give ourselves to achieve, achieve that go? Is it 12 months, 24 months or 36 months? I never go anywhere further than 36 months because that kind of turns into a designer vision. It's a locker motivation. Then, if we're trying to achieve something within 5 to 10 years, that's more of a visionary element rather than the goal itself. So that's the breakdown of the two, and I think that it's pretty pretty easy to do. And on the next one, we're gonna practically break it down and use some 1900 goals, Um and yeah, I'll see you in the next one. 18. Business Goals - Tool execution: Okay, Dokey. So you know, it's time to practically apply the 19 and great academy vision and kind of break it down into concrete goal. So if you want to turn those dreams into careers in 5 to 10 years and have the legacy etcetera, well, we need some students, right? So the first element that I would put in here would be actually, um, the increase in the number off students on 19 and Great Academy. So that's the first area that I think we should be impacting. I don't know by how much or by Wen, but this is I think we need more students. Definitely. So that's a specific as I need to be when it comes to s, then we go to two Teoh answer. Well, the first question is OK by how by how much would you like to increase that by? But I would say, OK, let's do maybe 30%. So if we can increase our student base by 30% that's that's I think, you know, pretty ambitious and ambitious enough. So to get to that to the dream, so that's the second. So that's the second helmets by 30%. The next one is Assign Herbal. So who's gonna be assign able to that cess but to that specific goal? And I would say that is the poor old Andy. So that's me that will be responsible for the delivery of this goal. And then is it realistic? Well, we've done something like that in the past because we have the design thinking masterclass course available online, and we saw the numbers increase over time by those kind of numbers. So s I would say, design thinking masterclass has achieved similar goals in the past. So that's that's something that we have done, and that's great. So that's gonna helps us to validate that it's actually a realistic element. And then how much time we give ourselves? Well, I would say six months. Let's do it in six months to increase that that the number of students by 30% within six months. So that's the first goal, and we're done. Now let's move to the next one. I'll just I'll just highlight each one of those kind of drug and dropping late like this so you can see there's a window on. You can actually drag and drop elements and they highlight with this little blue border. And yeah, and then I can just using all tor option on the Mac. I can just drag and drop in copy elements at the same time. So moving on to the same to the second goal more students is definitely something. What we need to we need to do We need to increase, um, the, um um the brand awareness. Right. So we need to shout out into the market about 99 greed academy. We exist. So I would say that and I would actually maybe do that even by 300% like three times as much of a bluff on 90 neighborhood academy to be three times as much three times mawr, um, kind of out there and the pearls. And he would still be responsible for that. And when it comes to them realism of this thing, we could see some of some of the numbers on Facebook and LinkedIn increasing by that margin . Eso I think that linked in and Facebook, uh, numbers show promise. So I think that it's ah, it's pretty, pretty relevant, really realistic. It's not even promise, but show that it's feasible, right? so that's that. And then I would give ourselves maybe 12 months to do it rights, like a year to actually create some campaigns and get it out there. So increased brand awareness. Let's copy it again and see what else do we? What else? What else could we do? And this specific exercise? When you sit down with with the executive team on your project, it's Ah, it's a group discussion, so it's basically allowing them to to come up with you. Each one of those girls specifically, you know, kind of the discussed, the measurements, etcetera, etcetera. So it takes, like maybe 5 10 minutes to list those out and have a discussion about what do we actually I mean, you can also do it individually with them. So each one each person around the table kind of lists up their goals individually, and then they talk about about those. So it'll it always down to. It's all down to how you actually managed the workshop itself. But as long as we get those currents out there and that's that's feasible, eso we have the numbers. If the brand awareness eso what else do we have? A spar is the kind of the area off impact that we're trying to achieve. I would increase. The number off course is and I'm kind off expertise areas, right? So it's like project management, design, thinking, service design, UX design, product design, etcetera, etcetera way we need to expand the level. And the amount of the number, of course, is definitely and also the expertise areas as well. So we need to increase that number. And I would go, yeah, by 300%. Also, I'd be responsible for that. And yeah, we definitely see. We see our competitors, competitors achieving on these results. So you don't have the that many courses yet, But that's definitely something we need. We need to put in front of ourselves, and I would give ourselves by 300% 6 months. Let's be ambitious here. Let's do let's do six months. There you go. That's awesome. Okay. And the last but not least go to achieve would be have students. We have the brand, we have the number of courses. So the content itself and what else do we what else would be need to achieve? I would say the increase the number on the number, but that, uh, the the student royalty rights I'll buy, let's say 30%. So we don't have a lot of people kind off on subscribing, etcetera. But I think that this is something we should really look at and try to break down and see what kind of elements should be put in front off our customers to make sure that they stay with us longer. So make sure that that they are engaging with us. So maybe not even loyalty, but actually engagement. That's what I would go with engagement by 30%. I be responsible for that and we can see again we get, see competitors doing that. Like other academies. Other instructors on Facebook and Link tonight could see that they're engaged with with their communities. And I think we can give ourselves six months to do it. And this kind of breaks down the first step into the into the world off uh, off, uh, off the business goes themselves. And then all we need to dio is pick one off those goals, which we think is the key element of this whole thing when it comes to well turning dreams into careers And to me, though, with the increased off, the off the number of students when it comes to legend 19 Ingrid's Academy because we want to have that scale, we want to have that global approach gonna have that access and open up ourselves and our doors and our hearts t new people. So So therefore, I would basically take this goal on a cold option or on the Mac and ultimate on the PC, and just drag and drop it to the very bottom. There you go, guys. So that's the key business goal that we're trying to achieve toe achieve the vision that we've defined for ourselves. So if we want to turn dreams into careers, which we know what it's all about now we need to increase the numbers of students. The number of students on 19 angry academy by 30% within six months and that's the first goal that returned to achieve. Is that the last one? Definitely. It will take us. You know, this exercise will go through constantly. Every 333 months, every reach of quarters. We will go back, look at our goals, see where we are, see what we've achieved and do the same exercise because the vision rarely changes because it's a long term motivation. But when it comes to business, goes me to Adam or wants to done this, what we need to do within six months, Yeah, let's break it down and take another goal and start doing this. So linking these things together when it comes to these tools is very crucial because it's an iterated approach. You can always go back to the to the next go and keep on going, go back to the next goal and keep on going. So that kind of breaks it all down, summarises the whole thing. And, yeah, the key take away from this still is the increase in the number of students on 1900 Academy by 30% within six months. And I'll see you, Yeah, the next one 19. Stakeholder Mapping - Introduction: alright guys. So we have the key business goals that we're trying to achieve. We have the design vision so we know where we're heading long term and now it's time to look at the next. The next step in the entire process is you remember in our little theoretical assumption here we started with the designer vision. Then we've defined the business goals. We've listed out quite a few of them. We've listed up like four, and we've picked the key business goal to be achieved. And now it's time to actually do some stakeholder mapping. And that's step number three. We're getting into that right away. So going back to to this opening up the design thinking, masterclass, boot camp and going through defining the Who behind the music. And this is all about listing out all the stakeholders that have the biggest impact on our business. Go. So we're not thinking about the design division anymore that's now represented more concretely through the design business go that retrained to achieve and on that basis. Now we think about that specific business goal, and on that basis we try to list out as many stakeholders. It's possible that have the biggest impact on that goal. And this is the exercise that we're going to be going through right the right here. And we're getting into the first, the first aspect of actually responding to the question off the WHO behind the project. I think that within the previous steps, we've kind of answered the question why this project is relevant, why we're getting into this way of thinking because we know the local motivation versus the concrete business. Go So you know why we're trying to change things and now it's We're getting into the world of answering the question about who we should be talking to related to tow what we're trying to achieve. And Vestal specifically allows us to actually break it all down and, um yeah, and list out all the stakeholders that are relevant to the business goal. The questions were trying to answer. As you know, this is the who, and that's where we're getting into that. And at the very end of this of this step, you will have a very good understanding of how to map out stakeholders what those stakeholders are and how to pick the key stakeholder in your entire design thinking process . So, uh, yeah, I want to show you around as soon as possible, so I'll see you in the next one. 20. Stakeholder Mapping - Tool Introduction: Okay, So now let's break down the tool so that you understand what it's built around and how it works. And before we get to the actual execution of the tool itself. So as you can see, it's again in a zero former canvas. It's designed so that it fits perfectly. Those little Post it notes that square 75 by 75 millimeter posted notes this little square ones. And if you print it off on a zero for my paper will work perfectly. Um, so it all starts with actually the previous step. As you. As you probably remember, there's always this link from the previous still to this one. So let's move back to, uh, to to do, to do, to do step number two and CO. P the key business go that we have actually chosen for this specific exercise. Go to step number three. There you go. And as you can see, step number one is where we start the entire thing on. That's pasting that of business goal that we've defined for our entire project. As you can see here, There you go. So this highlights all of those elements together and and this is a Sfar as I'm going to take it when it comes to filling up the entire canvas. So we start with the business goals. So this is the link from the previous step. That's not that here and then Step number two is listing up the actual stakeholders. And as against C, there are four types of stakeholders. I took groups of to their stakeholders that our people and their stakeholders that are organizations when it comes to people. These are, well stakeholders that are human beings and we usually describe them with kind of an age bracket, maybe, or a little bit of a motivation factor when it comes to well their motivation and the context of what we're trying to achieve. And when it comes to organizations, we use more structural information and maybe the size of the company or the organization and what is their business driver, what their motivation as an organization really is. And that's the first kind of groups of two and then we have stakeholder that our internal and stakeholders that are external when it comes to internal, these air the stakeholders that we control in any way, shape or form, and That's maybe a contract we have with that person. Or maybe it be to be solution or B two b contract we have with this specific company. And that's the internal stakeholder mapping that that we have there. And then we have the external stakeholders and these other people are gonna basis. We haven't. We haven't got any control over, so we can really affect them in any way. We don't control them. So these air, usually our competitors, are customers now, people that we don't really well, local or global in government entities. We don't really control them in any way. But they do have an impact on us, or they might have so release those out. And once we have listed those out, then we just do a mapping exercise against what? Against the business goal that we've taken from the first step of the process. Right, settle for the second step of the process. So we map out each one of those stakeholders against that business, go and I will show you great too, and a great way to actually do that. And I'm looking forward to actually sharing them with you, so that kind of breaks down to two. We put the business goal in. We list the stakeholders and then we map them and that's that's it for a step number three off the business hypothesis mapping exercise, so I'll see you in the next one. 21. Stakeholder Mapping - Listing out the Stakeholders: Okay, so now that we've done the introduction to the tool and we know what the mechanics are, let's start and fill some of those elements out. So we know that we want to increase the number of students by 30% on 1900 Academy in the parole, and they will be responsible for that. I want to do that within six months. So within the context of that specific business, go what kind of internal and external people in an organization's could impact that specific goal? And on your workshops I would sit down with the team of 4 to 5 people again on and with that executive team or core team of that project. I would try to list out as many as possible and then just just choose three for each one of those groups, um, to make it all to make it all work. But yeah, this is the exercise. So So I would sit down and I would basically start listing out any stakeholder that has an impact on this specific business goals. When it comes to internal stakeholders that we has a company at 19 Ingrid control, this could be the the 19 in great employees, for example. Right? So that will be 19 Ingrid and please. So obviously, the people we employ, the people are that form part of the team, have a huge impact on what we're trying to achieve with this specific door. So getting more more students, that's something that we definitely could improve upon. Another one would be an organization that we do have a contract with. And that's kind of, uh how do you call them marketing, um, marketing or PR agency PR, maybe agency that deals with stuff related Teoh s social media posts, you know, kind of brand awareness kind of brand strategy and all that. We have a contract with these guys, and then they could help us out. And, yeah, maybe do a new campaign for that specific goal, which would have an impact on that go to get to get more new students in. So that's that's that our entire training platform 19 Ingrid dot com, is built on. Think if IQ s so that's a that's a provider we're using. Think if it can be learning platform so applied for yeah, So they are a provider of that specific software or that technology that we used to actually share our experiences in the and the value we bring to the table. And, yeah, they do have an impact because if the learning platform is not performing, it's too slow. It's not usable, etcetera. It's in our economic. The payments don't go through etcetera. Where we're having, we will have a huge impact on that goal. So therefore, that's organization, which we do have some leeway over, definitely has an impact on the goal. Another one would be have the employees we can list up So some potential customers to see to see what what's out there. So the external person, or are people that are external to 19 angry we have in any control over them. They'll be a potential customer. So let's just do a potential a customer. So a student and I would say, maybe in existing existing um, you wide design rights a person that does little graphic works and motion design, maybe some interactions, etcetera, but they're not doing UX. Their undoing User experience design. There more like you y graphics branding logo was etcetera, um, kind of design systems a little bit the look and feel of the app etcetera, so they might be a potential customer on. But that's one thing. Another one would be a potential customer customer that is a UX designer, right? It's great to actually add some some kind of motivation elements to these things. Eso I'll try and at something like it like that here. So for you, a designer maybe wanting to learn about you. X research, right? So hypothetically, I would say, Yeah, maybe that's something interesting the new X designer wanting to learn about service design because they're designing their designing kind of app. So the interaction between a human being in a computer or an interface of some sort. But when it comes to service designed these air multiple touch points, you know, that are sometimes digital, sometimes not digital. And I think that service design is something that might be interested to A to it to a UX designer, right? Or maybe design thinking, for that matter as well. So that's that's that another external, um, stakeholder that we have no control over little B other design instructors. So are our competition, uh, you know, and they they want to attract their students as well right. So they want what we want. And therefore they're not someone we control in any way, shape or form. And they have an impact because if they steal, our students were not going to get our students. So So that has an impact as well, Right? Another one would be maybe in an extra organization, which is a let's say you to me, right? You to me, which is we? You know, I'm an instructor on you, Timmy and skill share as well. But when it comes to do a really control what you do me does, you know, or what you did me doesn't dio Do I have access to the students? No, not really. So therefore, it's It's something that is an external stakeholders has a big impact on on the number of students were trying toe to attract. And therefore, I would put in you to meet e learning platform wanting more, uh, new accounts. Right? So maybe you can actually talk to them. Maybe we can actually create a campaign and push people towards you Let me, rather than our own 19 injured academy and also, you know, create a section for 19 inches. Academy and kind of become the the best instructor when it comes to design thinking on you , Timmy itself. And that's something we could leverage as well. So that goes here. And also we could do the same thing on on skill share, right? So we can dio skill. Sure, so that's another one. What else is there? May be other on other training, training kind of academies. Training agencies is another thing. So another training academies, right? So these and they again, they want new students, right? So that these are the competitors off hours. Okay, What else? When it comes to internal stakeholders that we do control or have any leeway over any leverage on s So we have the employees when it comes to maybe our existing students, right existing 19 Ingrid students And these were not people that we really control in any way, shape or form. But we do have some context. We do have any some means of communicating with these guys. So maybe they could refer us to their friends, etcetera, etcetera. So maybe you can give them some new value that we can then, you know, try to leverage against and and on that basis increased the number off off students, which is our ultimate goal that we're trying to achieve right now. So that's existing 19 Ingrid students. That's something that we can we can actually control and maybe I don't know, you know, friends and family that wants to help, You know, they just want us Teoh. They wants to had to help us in any way, shape or form. But that's pretty vague. Maybe that's some. Maybe there's something something better we can actually come up with. But let's leave it from that at the moment. And then when it comes to organizations that do have any leeway over. So we have think if we have PR agency and we have a software house agency that delivers APS that we're working closely with, we have a contract on that basis. We can then try to maybe use their skills to either learn people about software development or, you know, use them, too, to create a cool app that people can download and maybe do something with that. Not so sure, but I'm just generating something just to show you the mechanics of the two says you're going to see we have 12 different post it notes. This is the way that I basically break it down with the people in the workshop, and that breaks down the entire first step of the second step. After putting the business going, I'm mopping out all of the stakeholders that are people, organizations that are actually someone I can have any control over, and I have no impact on at all. So the internal and extra and, yeah, the next one is mapping these bad boys out, and that's what I'll see you in the next one. 22. Stakeholder Mapping- Prioritising Stakeholders: Okay, So now, now we're in the last stage of the off the process itself, and it's really crucial that we now take those stakeholders we've mapped out and kind of mapped him against the business goal that we've highlighted at the very beginning off this step. And there's an unbelievably simple approach. To do this on is very powerful. And I would really urge you to do that. Whatever your mapping out on any works that but you do in the future, it's Ah, it's just requires a little bit of a mindset shift, and it really works. It just works miracles when it comes to running these things. When I'm trying to map out each one of those stakeholders against that specific business, go, I'm not really bothered, which, when I start with, because when it comes to that to the axis off impact on that specific business go. This is the mind ship that you need to dio. The only thing you need to do is make sure that everyone off those stakeholders that were mapping is relative to the to the one that we've put in on the on the on the map previously . So let me just break it down and I take any one of those. Let's just take maybe think if it learning platform. I put it in any one of those boxes and I'm and that's it. And the first post it note that ends up on the on the axis actually creates that access from the scale perspective. So everything that I put subsequently onto the Axis is either more impactful towards that. The business go in this essence or less impactful. So now I'll take any one of those. Let's say existing 1900 students do I think that they're more impactful than think. If icky learning platform towards the business go, we defined or not. So I think I think they are more impactful than than the actual think. If you're learning platform for that specific business, go So that's it, I put I put them to the right because as you can see the little arrow on the right hand side and the final take away, we want the final, the most relevant stakeholder at the very end to be more the most impactful on that business. Go So the two of those are done, so let's go with a PR agency. Do I think that the PR agency has bigger and backed because they're gonna be putting a lot of content and a lot of cormorant kind of campaigns out? Teoh attract students. And I think definitely that more impactful then Thuh number off. Well then the thinking, declaring that from itself. So I just move this to the left and this towards this, this books over here. Then I go to software House agency that delivers APS and the APS. I'm not sure if this is something we can really leverage when it comes to the increase of the number of students. So I just move it to the left a little bit, I think, if it But I think this is the least impactful element of this whole thing. Let me go friends and family on. That's kind of the word of mouth and people actually going to be helping us out very organically. And I think that they are somewhere in between here, So they do have a bigger impact than to think if it platform itself because they can recommend they can Yeah, they can recommend 19 in grade to their friends and then kind of. There's a whole credibility aspect of this whole thing that they bring to the table, so I would put it, Put them over there. Then we have the 1900 employees and because these guys are part of the team and they can, you know, work very, you know, heavily to to to deliver the content and make it us. Engage a ble well, as engaging as a spa Ausubel. They have a big impact, but I don't think they have a bigger impact than the existing students off 19 Ingrid Academy currently. So that's that. Then we have the you Timmy learning platform wanting more new accounts and for us to increase the number of students through you. To me, I'm not so sure. You know, maybe they could be more impactful than our existing employees, but not more impactful then than students. And then I think the sculpture is the same thing, and I also think that beauty musical but mawr impactful than skills for themselves. So that's that, and we have the last four elements, and I think that this is going to be somewhere around here. So when it comes to another training academies. Do we think that there more impactful than existing students? I don't think so. More than you do. Me? No, I don't think so. Excuse. You knew more than employees. Not really. Another R p R agency. Yeah, they might actually fit somewhere around here. Um, are actually I think that it's something like this More. Okay, so, Linton angry, then, please. Etcetera, etcetera. Etcetera. OK, so we're left with three of those. So other instructors that want to attract new students as well. I think that where would these thes fit in? I would, actually. They're more impactful than the in the academy's, because they they have a more personal touch like we do. And therefore I would put them over here. And then we have the UX designers versus you a designer. So this is a judgment call. These are actual customers are actual group. There are very relevant to the actual goal that we're trying to achieve here. So therefore, I would say, Well, what do we have here? We have UX designers, and we have you a designers. I wanted to learn about research or any ux and related matters. And then you have ux designers wanting to learn about service, design, design, thinking, elements, etcetera. So I think that you I would be here and you x would be would be there. And obviously we would have to maybe just do a little bit of, ah, breakdown off. You know who's who's more relevant, The numbers of those maybe look at our current you Timmy student lineup or current students on 19 years Academy etcetera, just to see you know, where's the volumes and where, where. There is more volume out of the two groups, but I think that for the sake of this exercise, this is what we would go for. And as you can see, we have broken down the entire mapping exercise of the stakeholders. And as long as you remember that little mind stewardship that the first post it note that lands on the page actually create the our access off impact and then anything else, any subsequent element posted no to put on top is either more or less impactful than the one that you've put in. That kind of creates the whole thing on makes it really easy to map out. It's just a little mindset shift, but it's really, really crucial. So, um, the final take away is a potential customers kind of, um are a stakeholder that is a potential customer being a UX designer, wanting to learn about services, line or design thinking. And that's it. So that wraps it up. And we've done Step number three of the design thinking masterclass boot camp, so I'll see you in the next one. 23. Archetype - Introduction: Okay. Okay. So we have the stakeholder mapping exercise done. We know exactly who are we trying to well, talk to? But there's quite a few elements missing because we know that a potential customer ux designer wanting to learn more about service, design or design thinking that's a pretty broad of a group are pretty broad of a term to describe a person. So So therefore, as you can see, this is the final take away of the two. So we need to copy that to to the next subsequent step in the process. And I'll just go back to our little theory element like they we've covered from the very beginning. So as you can see, we've done the We've covered the designer vision itself. We've covered with the business girls. We've listed those out, we've picked one. And then we've mapped out all the stakeholders internal, external people in organizations. We've picked one key element and now it's time to go to step number four, which is the archetype. But we should be adding mawr attributes to the actuals take holder themselves. So going back, I highlight that the final take away element I do. Come on, sea or control C on the PC, I go back to step number four. There you go. And this is a very exciting step because now we're gonna be using our beautiful cards, deck to profile and at some more attributes to the actual, um, to the actual stakeholder. And, yeah, we're going to break down the entire tool, show you what it's all about, and it's really exciting because we're really getting to the to the gist of things of understanding who we should be talking to. And, yeah, that's what it will cover in the next one. 24. Archetype - context of the tool: So this whole thing about adding more information, more attributes to the to the actual stakeholder. This is the entire story behind the music when it comes to this specific tool because you know, having a UX designer wanting to learn the service design, that's pretty broad of a term, and we just need to add more information to it. So the story off step Number four is all about creating an archetype that has, well, these 10 elements off off additional detail when it comes to defining what we actually mean by a new X designer that wants to learn design, thinking or service designed for that matter and the questions that we're looking for the answers to. We want some details like, Where does this person live? And how old is that? Is that person? What kind of family structure did that that does that person how and doesn't matter for our specific will research or a specific project itself? Where do they work elements, really, the wealth of the half, the free time, their life motivation, etcetera, etcetera. There's like 10 different attributes that we've chosen for this specific tool that you can actually actually map against the stakeholder we've identified in step number three. So this is the entire context off what we're trying to achieve. And the questions were tryingto answer with this specific step. And when it comes to the final, take away what you're gonna learn using this till you will learn how to add those details to to a stakeholder that we've named in the previous step in order to then be able to easily recruit that kind of a person to your research stage of the process. When it comes to empathize, ation off design, thinking like you remember, once we go into improvisation. So we want to empathize with with that specific human being, we want to recruit some of those guys. This dramatically helps us, because now we have a list of elements that any recruitment agency will give us back as as a question. Okay, but who are you trying to recruit? And we will have all those answers ready for them. So that's pretty exciting. And that's what you learn in this specific step off the design thinking Master glass boot camp. So I'll see you in the next one 25. Archetype - Tool Introduction: Okay, So as you can see, we have the we have the canvas ready. So let me just break it down when it comes to the steps of this specific tool. And as you can see, it's about the defining off the WHO behind the project. But this time it's not the stakeholder. It's actually taking that stakeholder and creating an archetype on the basis off that as stakeholders, I've already copied the potential customer UX designer wanting to learn about service design from the previous step. As you remember, every step it's linked. So we are building value on top of each decision that we made in the previous step. We have a potential customer over here, so there is a specific spots to actually copy that element over here, and that's where it all starts and kicks off. On that basis, we then go to step number two on. We have the primary attributes off that specific stakeholder or that archetype derived from that stakeholder, and we have some secondary attributes, and there's obviously a whole list of new attributes you can come up with with your projects. I'm just showing you the car deck, which is pretty cool to use. We've used it in the past, and this is a pretty substantial list of attributes. And it's helps us dramatically to recruit people for our research when we're actually doing the improvisation stage of the process. So that's how it's built. So we take the cards themselves. We have age. We have the family structure. We have the location, the education level and the work as primary archetype attributes associated with a UX designer. Well, that will the potential Kate will the key Stegall we've picked from the people step and I have a secondary attribute archetype attribute list, which is the wealth that the person has come that can be relevant to some of the projects We do the free time, how they spend their free time, what kind of sports they do. What is their life motivation And how do they kind of fit into the whole trends aspect off off, off their life? Are you an early adopter are away are the more of a skeptic when it comes to new products and services. So this breaks down how the tool actually works. So we start with the key stakeholder, Then we go to primary archetype attributes which are actually formed the key Take away of this tool and then we go to the secondary attributes. Just add a little bit more detail into the decision about who we should be recruiting and who isn't relevant to us. So that breaks it down. And in the next one, we're going to get into the practical aspect of this one. Break it all down so that we have some concrete information about our key stakeholder, so I'll see you in the next one. 26. Archetype - Primary Atributes: Okay, Okay. So now it's time to break down whatever we've learned so far and actually apply it practically from the theoretical knowledge we've gathered in the last The last session. And now it's time to use are beautifully designed Kardec to actually to actually do that. And you have access to that within the source files you can download in some of the previous videos and, yeah, let's go right ahead. And as you can see here, we've already copied the potential customer UX designer wanting to learn about service designed to our key stakeholders element in the actual Canibus. And now we go to step number two. So you wanna lay stout? The primary attributes and the car deck itself is built so that all of those cards, as you can see here, this is specifically the age. So the first primary archetype attribute any recruitment agency you ever worked with or even yourself. You want to recruit some of the people for your research, that this is what it's really easy Teoh to define and it really important to define. And I know that there is this whole thing related to well, as designers, we don't really care about the age of the person because we would really care about is about the need that that person has or the problems that they that that person has. And that's not always relevant to the age of that person, right, because we confined similar problems. A senior has that a millennial has, and that's absolutely understandable. And that makes sense totally. But at the end of the day, we need to have a hypothetical person defined here so that we can actually recruit someone and talk to a real human being. So therefore, it's good to actually have the age bracket lists it out of this step in time a swell. So let's break it down. The 1st 1 is age. So UX designers wanting to learn service design Are they like a youngster in between 18 and 27? Are they gathering experience 20 to 35 or their production time like 35 to 50? Or maybe learn their top form like 50 to 65? Or are they tasting their dreams so that Alexis to 65 to 72? Or maybe they're a senior and their 72 plus Well, I would say that for our specific exercise. I would probably go with the gathering experience, dude and do debts dudes into debts. And as you can see here, it's It's not scaled properly for this specific canvas digitally. But if you do print out those cards physically, they fit the the count of us. If you print up the canvases and in a zero and print of the cards themselves, they fit the canvas perfectly. They are 100 20 by 18 millimeters, and they fit the cannabis pretty well. So the age we have so we know that our UX designers are 27 to 35 28 35 so that's the first thing we already know. So now we go down to the family structure, and that's do they have small kids? Do they have teenager kids? Do they have grown Children, etcetera, etcetera? Are they in a committed relationship? Are the single? All of those elements are listed out in the deck itself. Eso I would go. Maybe they have small kids because that could affect the level of time these people have on their kind of in the age of, you know, to have small kids on and that could be really relevant. Toe are increasing. Yeah, the number of those students, you know, that if they don't have the time because they have small kids, we need to come up with some cool ways to engage with them right and help them out rather than on self some of some of those issues for them. Then the next one is location. So where do they live? Are they live in the village? Do they live in a, um, a small city? Or maybe, do they live in a big city? Or maybe they are like I was, You know, when I was back in UK, I was flying back and forth every three or six months. But I would go maybe with the small city. Yeah, so I would recruit some people that are UX designers that are at that age, have some small Children and live in a small city, depending on the country. You are watching this from the small city and a big city and can different numbers. And that's something we specifically haven't put a number on the card itself because that can definitely differ. So this helps with that. And so we have the location done, then we go to education and let's break that down. So are they a student? Well there, working away? I think already they're not studying. Are they humanist? So they're kind of psychological profile is built around soft skills or scientific skills because they have a scientific mind. Are they qualified? Professional? Or maybe they have a higher degree diploma, etcetera. So I would go, maybe with, um, maybe with humanist. Let's say so. Let's let's get someone who has finished, you know, in art school and now is doing you x on. That's That's the person that you'd like to recruit to our research and then the last but not least when it comes to the primary architect attributes, and that's like green ones, and that's the work. So are they working in an office? There are the lower management higher management specialist. They kind of doing some labour technological signed. There's quite a few of those, um, are they doing remote work, etcetera? That's pretend already. So maybe I would go with office. So they are working in an office environment as an employee and some company in a small city, and that's something that they do on a daily basis, right? So that's that's them. So as you can see, we feel that the primary archetype attributes already because we have a pre defined list of those. And it's really fun exercise to have with your custom with your customers will clients that to sit down with the core team with the executive team and kind of list out using these cards and, you know, list up the attributes with them and, yeah, make an informed decision. Hypothetical decision, obviously, about who are we trying to achieve our attract here and for For us here, the potential customer being the UX designer that it wants to learn the lane thinking or service design is now has age, has their family structure. We know where they live in a small city, what kind of education they have and where they work. And that's the first step into the process of defining that archetype. So I'll see you in the next one 27. Archetype - Secondary Atributes: Okay, so we've listed out the primary archetype attributes, and now it's time to actually list of the secondary archetype attributes. And these are very helpful in some of the projects that we do when it comes to well, for example, for some of the insurance products or insurance company projects we do, it's pretty interesting to actually look at the wealth. For example, you know, does that person have a car and that can be very relevant if you're doing some insurance, company research or product built or service development? Because people wants to ensure their cars or ensure their their apartments, for example, and on that basis is very relevant. Axiom and recruit people that have a car and they ensure that car or they have a mortgage or they don't have a mortgage. They rent an apartment, etcetera. So these are the elements that delivery relevant to some of the projects, and that's why they can inform the secondary architect attributes. But they're relevant nevertheless, so let's maybe do when it comes to wealth. They have an apartment in that small city, and that's something that we would like to add to our recruitment profile right there you go. There you go. Okay. Okay. So when it comes to wealth, they have an apartment. Right? When it comes to free time, that's another section off those. And these air, these one. So if it matters for us, would that UX designer dog do in in their free time? Do they do like, mass culture, high culture? They go to theaters and really appreciate art, etcetera. Yeah, maybe because they finish in art university and they do high culture elements that can that can affect who we recruit basically, and that can also affect the way we'll be looking at the products and services we create for those people. So we know that whatever we design has to be beautiful has to be a step that aesthetically pleasing to those guys and therefore that's relevant for for our 19 angry academy training , specifically kind of targeted at these kind of people. So So that's that. Then, when it comes to sports, let's check that one out. That's life motivation on the sports ISS. I think right here. Yes, that's a purple one. So they do extreme sports to the traditional sports. Maybe. Yes. So they play traditional sports regularly, like soccer tennis available. Is there anything else that might be interesting to us? Marathons, thrive, thrive, loans, etcetera. So, yeah, just saying maybe this traditional sports each one of those cards is only useful if it's actually relevant to your profile. If it's relevant to your customer group, so and if it makes any difference, if it doesn't make any difference, you don't even need to use the category. But to me, I like to list those out So you can see, actually that the mechanic, the mechanics off to itself, let me go to motivation. And that's the green ones at the very end. So what is the those guys live motivation there? Ux designers. But are they really motivated by money themselves? Our Is it more about the prestige off the role? They want to become the director of the CEO, and that's what really relevant to them or not. Are they motivated by pleasure and comfort? And they just want to really be at ease whenever they're doing what they're doing. So I would maybe it's just so kind of pleasure and comfort, so they want to, uh, yeah, I just just be, you know, easy and comfortable, etcetera. And that could really be relevance tonight, any academy training because we don't need to make it accessible, easy to use comfortable. It has to be pleasurable, etcetera. So these are the elements that I would put out there. And then we have the the last but not least, where are those bad boys did you do today? I think this is the one. So that's the trends. So are they the innovator of their social space? Are the early adopter So they kind of they appreciate the value of new products and service early, Are the pragmatic conservative or are this skeptic when it comes to these new products and services, I would maybe go with an early adopter, someone who appreciates the value that we bring with new products and services early just to make it a little bit easier for us. And obviously this is all hypothetical. So we need to talk to these guys to actually find out if that specific element off over there they're looking at the world that is actually relevant to toward we talked about. And this sums up the yeah, the step Number three's a kind of the secondary archetype attributes when it comes to this tools, execution and the final summary and the final take away. As you can see, here are these five elements. So the age, the family location, education and work. But obviously, for your project, you can mix and match the primary archetype attributes whatever you want. You have that the Kartik available. You have the two available to you as well. So go crazy and have fun with it. It's a very, very cool exercise to do with with the core team with the executive team to actually put something in front of ourselves. That's not It is hypothetical, but it allows us to imagine something with with concrete list off attributes, so that wraps it up. I'll see you in the next one. 28. Business Hypothesis Map - Introduction: Okay, guys. So we've were, like, four out of five already, and we've created the archetype. So we know what kind of primary and secondary attributes off that stakeholder we need to worry about or consider when it comes to designing stuff for these people. So that's great. So we have a lot off stuff covered already, but going back to our theory into a backdoor process, we've created the archetypes that we know the attributes and we know who we should be talking to. So we've answered the final question. Well, almost the final question. The second question. So we know the who behind this project, right? So we know who to empathize with now, what we don't know. And that's the final question of trying to answer with this step is what we should, what we should be talking about. So we know the who. We know the why through the business go, but we don't know what about yet, and that's what's ahead of us. So that's the coup. That's the why. And yeah, the story behind the music when it comes to this specific tool is to finally answer the last question off the business hypothesis map. So that's what should we be talking about? Two. Those guys? Because we know why we want it stuck to them. Because we know that there is a specific business go behind them. The 30% increase in the students numbers. But we don't know what about what about yet. So what you learn at this specific stage of the process, let me just close this thing and open up the next two. I'll copy this one. So come on Sea or control C on the PC and we'll go to the final step, which is the business hypothesis map. Everything that we've done so far led us to this to this step. And this is about yeah, answering the question off what kind of questions we should be asking or what kind of areas we should be talking about to these guys that we're gonna be recruiting and, um, our breakdown, the two in the next session. But what you're learning this specific element of the project is how to finally define the hypothesis that answers those three key questions when it comes to business hypothesis mapping. So the who, the why and the what about? So that's what you learn. And this in this session. So I'm looking forward to sharing the final step of business happened. This is mapping with you is gonna pretty legendary. Pretty epic. So I'll see you in the next one. 29. Business Hypothesis Map - Tool Introduction: all right. So before we actually break down the elements when it comes to, uh, well, physically putting the stuff together, we wants to I would like to share with you the actual breakdown with the to what it's all about. Where does it start on? What does it Where does it end? So as you can see here, it's the business hypotheses so defining the why that What about and the Who? Everything in one, As you can see on the right here left, we have the key business goal, which we've defined in step number two. As you remember, we have the step number two. So the primary archetype attributes which we've copied from step number, force of the previous step to this part of on going to do is just copy those things. And so because this is the context that we're gonna be looking at, that the map as, ah as a whole from these two perspectives. So who is relevant to what we're trying to achieve? And what are we trying to achieve right as a business in this hypothetical exercise of ours when it comes to defining the hypothesis. So that's the first steps and then the final take away is the map itself. So it's a list off current activities that were putting in front off. Our subject matter are our students are UX designers that we're trying to be attractive towards within the context of the business. Go. So we put all of the activities current activities, these air, not generated activities, these amount activities that are kind of ideas. What we could be doing. No, no, no. This is what we are currently doing. If if those UX designers walks through the door today, we don't have them and that that's a new customer group. If they walked in through the door today because we know that these they're relevant to the business, go. What current activities do we have to put in front of those guys? And that's the key. Take away off the first element of the key takeover of the entire map and we list Louis list those activities out, and then the 2nd 1 is the assessment. So if they did walk through the Door 1900 Academy today on those current activities, how would we assess those current activities today in the reference of those people would they be? As you can see here, there's a scale. Would they be not acceptable, like, really poorly designed, really poorly put together when it comes to the delivery of the value? Or would they be like, great and really unique in the kind of the moment of truth elements of our entire 1900 that gotta be service? So that's the breakdown off the tool key business go The primary attributes off the off the archetype than current activities and then the assessment. So that's kind of Ah, break down in the key. Take away of this entire, um well, process step is the map and drone up map itself. So that's where we're heading, and it's really exciting to actually get there. So, yeah, I'm looking forward to sharing this till with you, it's pretty exciting. And, yeah, I'll see you and the next one 30. Business Hypothesis Map - Business Goal and the Archetype: Okay, so it's exciting. Let's go to the last one. Where is it? Where is it? Where is it? The cannabis itself. We need to copy the business goal as you remember. So let's copy the business. Go. We've defined. So the increase in the number of students in six months by 30%. So that's from step number two. As you remember, we go to step number five. We based this bad boy in. So that's the increase off number of students by 30%. Biondi. We know that we've done that in the past through design thinking masterclass course, and we have six months to do it. So that's the first copy based pretty easy to do, right? Spectacular. One thing. One down. Ah, couple more to go. Then we go to step number four as you remember, and that's our archetype details. And all we need to do is just copy these bad boys in, and because we only consider or worried about the primary architect attributes just to make ourselves more comfortable and comes to imagining what we actually mean by those UX designers. Um on what? What those people are all about. Actually, General, I'll stick that the canvas, The potential customer ux designer there as well. Just just to have that in the back of our heads on. Yeah, and close to look at. So OK, that's control V or Command V on the Mac. There you go. So that's the potential customer. I'll put it somewhere in here so that it's just reminding ourselves what we actually came here with. So that's the US's designer. These air, the primary attributes, and this is the business goal we're trying to achieve. So that's like half of the cannabis already done. And in the next one we will cover the current activities of 19 Ingrid Academy that could be or should be, or maybe would be attractive toe UX designers as we've defined them, so I'll see you in the next one. 31. Business Hypothesis Map - Listing out Current Activities: Okay, so now we know exactly what kind of goal we want to achieve. And what is the underlying archetype that actually has the biggest impact on the specific business go? And now we go into the current activities to list out What do we currently do that if a UX designer that wants to learn design thinking walks to the door, what do we have for that specific person? If we feel that person is connected to the to the goal we're trying to achieve? How would we do today if we were actually supposed to accommodate the needs and the potential problem that the person might be facing? So let's break it down, is get into the current activities and practically tried to come up with a few of those eso you understand that thing aspects off how the mechanics of the tool work like OK, so let's break this down. Let's create a post it note for our first current activity. So when it comes to the current activities that we do currently current activities, we do currently well, the activities we currently undertake for any of the students coming through the door, there was definitely the the things related. Teoh. We do some awareness building. So we have, like every Monday Monday live event on my own. Facebook There is that thing. Yeah, eso We do that every Monday at Monday at 10. I am C E T. There was a live event on Facebook. We do that and it's called Design Almanac. Uh, design. So that's one thing that we do every Thursday Thursday ant again. 10 a.m. c t. It just seems like that's the That's the time that works best for for my daily kind of products schedule as well as you guys. When it comes to the kind of pitching in and joining us up there Uh, 10. A and CT Thursday, there's a free design thinking, webinar design, thinking webinar eso we do we do. We do that thing Then what else is there? We dio a um we do a design block. Every every every Tuesday, we release a design block. Okay, then we go into we have a vision log vision log every every Wednesday. So these are all of the ones. These are all of the kind of awareness building factors that we put in front of our over students. Right then there are things related to once people get to know us. What kind of elements and activities do we put together to actually convince people that it would be cool to actually, you know, check out the over etcetera eso for that particular thing we have. We have the 19 Ingrid dot com Web page with free videos. Uh, it's like a three part free videos. Siri's after sign up, right? So we try to can kind of make it. Consider we give you some free content so that you sign up, you get the free videos. We have a free weapons with a free design thinking e book, uh, kind of company containing containing conveying, uh, with design thinking tools like so So we have, ah, free design thinking e book that we actually delivers. So that's kind of making you consider, um, yeah, you know, our offer, that its quality, that it makes sense that said all of those things. And then when it comes to something, we're only about as well is like, how do you get into the purchase so we have, like, you can actually buy courses and courses online maybe just on 19 and great com. You Timmy and skill ship, Right? So we're kind of exploring the marketplaces as balance our own page. And that's what we're currently doing seeking buyer courses by our courses on online online at nice, Angry duty landscape. So we're kind of open in Tokyo. You can buy the mutiny sculpture in ancient Ingrid s. So that's one thing. The other thing that we're doing to kind of make it a little bit more valuable and more precious, if you like. Is there online blended learning programs available? It's like eight weeks, eight week long A program eight week long on design thinking, anti wax. Right. So we have, like on online blood from to do that. Then we have a, um, a Facebook friend, Paige at 19. Ingrid. So that's kind of the way that you can share the experience off us. Actually, you know, we're open to the community, so we have a fan page on Facebook as well as on linked in where these fan pages, you know, kind of allow any student actually share their their information. I would actually leave that to the ranch for sharing and then when it comes to actually using the product, it can actually do them. You didn t but it can also do it on like think if IQ platform allowing for online learning for the students. So that's how you can actually use the use the products themselves. And is there anything else that I could add? So it's like think if it were here and you can also dio and we're also on YouTube YouTube free videos available to anyone, right? So that's that's kind of the stuff that we do. Let's see, it's on the web based under the dough. I would actually move YouTube to more like consideration elements. There you go. There you go on. There you go. So So these are the types of activities that would put in front, off, off, any you know, any any any student walking through the door. This is what we're actually doing. These are the activities that were actually undertake and yep, and that's something that I would put in front, off, off the still So So I'm expecting that each one of those activities has a certain experience associated with it, and we're hoping that all of them are great, but now that we're going to be starting to assess each one of those, you'll see how the world changes. But to start off with, we have some awareness building activities at the very beginning, like the Monty lives, the Thursday Free Webinars, the design logs and the Vision blog's, and that's kind of building the awareness. Then we have activities related to consideration. So we put some free stuff out there, like three part free video. Siri's We've got the the free e book that allows you to for you to actually for free, have a look at are the tickets, etcetera and have some free videos on YouTube. You can actually, you know, look at and see what role about then. If you want to purchase any of it, we can give you the capability of purchasing on on our page. But if you don't want to sign up, you can go to YouTube your skills. Sure, if you have an account already there, you can learn some of that well know how through those platforms, so were not that bothered with with that yet. Then you can go and do some online blended learning programs with us. So they're not on you then your skill? Sure, but they're actually available in 19 Ingrid. And we're building those s O there like 6 to 8 weeks programs where it's actually blended. Live with zoom calls, life life sessions and conjunction with some video online training. Then we have, when it comes to usage off our products is get again. Apart from the programs, there's a think, if it platform that will provide you with so you can actually have some access to two additional benefits, like additional videos, blog's etcetera, and you can show your experiences and Facebook and lengthen on our kind of pages at 1900. So this is the lineup of activities, and we expect all those two gonna be great. But now let's assess it in the next in the next state. So this kind of these are the kind of activities I would put into those into those boxes to then try and yeah, try to see if if anyone off them performs well or not, so that kind of wraps it up when it comes to this part of the canvas and we'll see you in the next one 32. Business Hypothesis Map - Assessment - Mapping the Experiences: Okay, so we've highlighted all of the activities, and now it's time to actually assess how those activities are actually doing when it comes to, well, our assumptions or our assessment of those. Obviously, hypothetically, we haven't talked to a UX designer yet, but we can hypothetically assess which one of those is actually pretty cool and which one isn't. The way that I would actually do it is I would actually export this into a PNG file and I'll get a download link in a in a second, so I'll just type into that. So just bear with me. I'll download that and hopefully I will get one right away. Solutions download that batboy. There you go. So we have that downloaded. There you go, my man. I just go to download Student Dio. Is this the one? Yes, it is. Okay, it moved a little bit, but that doesn't matter. So we just take that and move it to the list. Okay, so now we can have a look at that and I'll actually open up and photo shop. There you go. So we'll move over to the fancy drawing to on this campus again. It's as a zero formats trick and actually can. Actually, if you print it off in a zero, all those postage bill will work perfectly. And you can use a marker once you have that instead off me doing that using a post it note , I mean, um, tablet. But the exercise is exactly as as it as it is a So I'll show you right now. So let's just maybe take one of those pinkies colors. And all that we need to do now is kind of assess each one of those activities from the perspective off that archetype so that UX designer that wants to learn design thinking in the context of the goal. So how much do we think that we will achieve that go by for those specific people in that with the current activity? Right? And we assess it from assuming that or assessing that it's not acceptable at all all the way to the great. There's a specific reason that we have four levels, not five, because I found in the past that if you do have five the middle will the three, which is right in the middle, that's were very often the workshop attendees actually end up assessing a certain activity , and everything is like in the middle. This one doesn't allow you to do that because you're either. If you look at the no acceptable ones, that's like, really bad. That's like, really, really bad activities that are not there, really under performing. Then when it comes to three, that's like, you know, really unique experiences, absolutely great unique value propositions letter there in those activities and then the acceptable wants are the ones that are pretty solid, but they're closer to the crappy ones. But they're okay and good are closer to this one s. So they're like, pretty solid, very good activities. They're not great there, like unique, but they're solid. That's what the build businesses built around. This is pretty, pretty good eso It's impossible to be in the middle, and that's the whole the whole, the whole concept of putting four level. So you're either really at the very bottom of the sea or, you know, the pinnacle off off uniqueness. And then, if you're to your pretty solid on your acceptable, it's like, yeah, mediocre, not the best, but it Zwart King, right? So that's the whole concept. So all we need to do now is go through each one of the off those activities. Unfortunately, when we've exported this to a P and G, those post it notes actually moved up a little bit. But not to worry. There is actually a, um dot right the way right, right there. So we're not gonna be bothered with that. So let's just do that. So when it comes to Monday lives, I think that it's OK, you know, But we're doing it on a laptop instead of a camera. So I think that it's pretty okay, you know? But I think that there's definitely is nothing unique. We can definitely improve that and make it a lot better than that. When it comes to the, um to the design thinking Webinars, I think that they're acceptable, You know, there isn't as many people coming as I would hope that there were would becoming eso. I would say that it's acceptable activity. It's it's OK, you know, people actually value it very much, but and the interactivity is increasing. But I think that we can actually leverage it a lot further than that. It's nothing unique when it comes to the design of logs that we do every every Tuesday. I would say that they're pretty okay, you know it's there. They're getting more and more dynamic. They're getting more and more structured. So I think that they're a good, ah, good asset to have When it comes to the vision log, I think that they're lacking structure the dynamic. Maybe is there but the storyline, etcetera. It requires quite a lot of work. And when it comes to the 19 bridge webpage with those free videos, I think they're pretty unacceptably. And I mean, they're free. They're all right, but it's nothing special. It's really something we should really think about off re doing and redoing again on the entire visibility of the webpage. Also kind of farm could could do with a little bit of work. When it comes to the design thinking E book. I think that it's acceptable, but it's nothing spectacular when it comes to the YouTube free videos available to anyone. I think that okay, you know, But I don't think that they're like, great, so that's that and then we have a capability of buying our courses, all 19 and great, and you know me and skill share, and I think that's pretty solid. You know, that's pretty okay when it comes to online and blended learning programs on that, I would assume that that's like, You know, that's like, pretty fucking awesome. You know, it's pretty cool. So that's what I would assume being a number three as probably one of the only ones on. Then, when it comes to think of it, got for Ireland, for only and learning as as a platform as a whole, I think that it's acceptable, but I'm really considering changing to something else. Maybe so. That's something that I would map out like that. And then we have the fun. The Facebook in the Lincoln found pages at 19. Ingrid and I think they're pretty solid. You know, they're growing. The audiences, etcetera were publishing quite a lot of content over there, and that's the exercise pretty much done so with the team are on the table, you basically sit down with each one of the activities that they've mapped out. A new assesses it a 012 or three. So are those activities not acceptable, acceptable, good or great? And that's the exercise So once you've highlighted the dots you need to do then is just to connect those those dots, right? Eso you just basically go from one to the next one. Do the next one, do the next one. There you go. There you go. Very cool. Okay, then you have a drop too. Sure on. Like so right. And what I usually like to do, really, is to actually do, like, hunching of the school thing so that there is a very nice visual representation off off the area that we're trying to, uh, well, to mop the experience against. And this basically shows us what is the experience. But we are actually creating if we'd be using our current activities for yeah, creating some beautiful, unique experiences for our UX designers if they came through the door today. So hypothetically, I think that looking at current lineup of activities of 99 grid dot com or 19 agreed as a company or 19 included academy as a concept, I would I would actually assess it like so Right. So they're obviously areas where I think that we're really struggling and there are areas what? I think that we're actually pretty OK, you know, And that's the exercise that I do with with these people. And this kind of wraps up the entire business hypothesis mapping exercise because now we have a map. We've mapped the experience that we anticipate the UX designers that woo they would have if they came across all of our activities. And on that basis, I can then assessed where the biggest problematic, biggest problematic areas are. So I would maybe just highlight, maybe just use a different color. So I would say that definitely this activity or actually maybe, let's just highlight one of some of those. So I think that the area of problems that we should be really looking at our everything, like from one, um, want down. So this is definitely one of those areas. So everything related to the vision of Logs, the three free free three part video series, the webpage itself, the e book and the YouTube videos, as well as maybe the think if IQ platform itself and the Thursday webinar. So these are like a few activities, like six or seven activities that actually are we believe problematic. And that's where I would start Teoh to tackle some of the research and when I do recruit those people, I would definitely ask them about those things. But that's we're getting ahead of ourselves a little bit because that my friends is part off the second stage of the process. Because, as you can see here, we're kind of there. And right now we know What are we going to be talking about in our empathizing stage of the process and when we get into the standard design thinking process itself. So to wrap up, I think that, you know, this is pretty much what I would finish up with when it comes to business hypothesis mapping. So we have a map that shows us everything in one in one image. So we have the the archetype itself. So we know that UX designer wanting to learn service design way know that aids, the family, the location, the education in the work environment of that specific person we know who to recruits to actually get t the bottom off some research insights. We know what kind of business goes we're trying to achieve, so we know what the why behind this project and we know exactly what kind of activities were currently placing in front of those people. If they potentially walk through the door and we see which ones of those are problematic and we should be really while diving deeply into each one of those talking to the real people about them to see if our assumptions are correct or if it's just a hypothesis, that's not correct at all. So that's pretty much the gist of this whole thing. This is exactly how I would run the workshop after I've printed up the kind of us and I would basically, yeah, just highlight that, as is customer experience map as it stands, because we're mapping the experience of that specific archetype throughout the activities of our business. So it's a hypothetical business experience mapping, flexor business hypothesis map as we call it, And this pretty much wraps up what we're what we're up against. And, yeah, summarizes the fifth step of the business hypothesis mapping exercise of the first step of the design thinking process as we define it. So I'll see you in the next one 33. Business Hypothesis Mapping - Recap of the entire Design Thinking step: Alright, guys. So we finish the entire first step of the design thinking process as it stands very practically at hope. Eso we've covered the entire business hypothesis map off the off the process. So let's just break down each one of those again so that you have a full understanding of what we're on about and what it's all what it's all about. So we started off. So So let's just break down the business hypothesis mapping aspect off this off this course . So that's let the business hypothesis map paying their you go. So that's that. Let me just do Kaboom kaboom, kaboom on kaboom! There you go. So when it comes to business hypothesis mapping, you remember we were trying to respond to three questions. We wanted to know who we should be talking to, why we should be talking to that person and what about right? So these are the three main questions we were looking for the answers to. So who, why and what about? And there were five steps to actually get to the bottom of each one of those we started off with with the why. So we've defined the design vision right design revision and, as you probably remember, and if you don't, don't you worry. Well, uh oh, do that just now. Just bear with me. I'll get maybe a different color for that and maybe increase the the size of the over the thing a little bit. Just a little bit. Okay. There you go. Okay. So that's the design vision. Well, yeah. Do it. Nice and pinkish. Very nice. Very nice. Okay, So what we did was we basically looked at everything that we can associate with the long term motivation of the business people around the table. Oh, our business. As far as the ninth Ingrid Academy is concerned. And as you probably remember, we've We've talked about elements like images, right? There were images. There were companies in other sectors. It was like companies. There were customers that we would like to listen to and some of the quotes that we were trying to imagine there were employees, right? So what do we want our employees to think about 19 exit academy? 10 years from now. Then we had, like, the wildlife for the pure craziness of association. And we had some nature forms, right? Nature forms and all of those elements kind of allowed us to create the the tag, the tag line, kind of the vision itself, right? The vision, the final vision. So that's what we did. I'm gonna copy this one. And there you go. Right. So that's what we got at the very end of the day. So I mean, we knew What are we trying to achieve within the next 10 years? Within the next 7 10 years? 5 to 10 years? It's a long term motivation of our business. So once we've defined that designer vision, as you probably remember, I'll take the bluish color again out of that vision, we were then able to to take the division and define business goals. Right? So we said business goals and on the basis off, off those just bear with me on the basis of those we were then able Teoh define some business goes right. And as you remember, there were there was the acronym off. Smart goals, right? So those, like specific there was measurable. There was assign herbal, right, assign herbal. We had the, um realistic. So we wanted to check if we have achieved similar goals in the past, our competitors did, and time related time related. And once we did that, we then listed quite a few of those. Right, So we list that quite a few of those of those business goes, and on that basis, we were able to take to pick the key business. Go right. Let me take the pink one again. There you go. Fantastic. So we had the key business go On the basis of that, we were then able to go further, to go further and identify the stakeholders. Right? So we went into the stakeholder mapping, mapping. There you go. Right. So we've then mapped out all of those takeovers and as you probably remember, and if not, I'll remind you we had two groups of two, right? So we had the internal and external stakeholders. So the ones that we do have a control over external and the ones that we have no impact, no control over and stakeholders that our people and stakeholders that our organizations, the shots. So we mapped out all of those bad boys out and we've picked out the key stakeholder on the base of the business girl that we've defined right So you listed out all of them and then mapped it against the business goal. And that was the key stake holder. Right? So that's what we did. There you go. Uh huh. Once we did that, I'm sure that you remember. Then we went into identifying the next one which was getting to the bottom to the concrete information about that key stakeholder and turned that into a narc. It type rent. So once we did that, uh, just bear with me. There you go. So we created an archetype and that archetype. Remember again? I'm sure it was built around the primary aspect. So kind of primary attributes and secondary attributes and primary were like age, location, education, work, etcetera. And second, a room were like, wealth free time. Where do they fit in? The trend curve, etcetera. So that's and that's that's that. So once we did that, we had a full understanding off the who around them around the project and the why? Because we've built out the business goals, right? So once we did that, then we moved on to well, bigger things, and we finally were able to create the business business hypothesis. Mark Okay, I'll use the pinkish again. There you go. There you go. There you go. And as you remember, it was a list of current activities that were a connection off off those two worlds. So the archetype itself, so that who behind the project and the business goals So the why behind the project. And when we connected those two, we ended up with the third with the third element. So if I wanted to kind of break it down to kind of zoom out over here Oh, maybe increased the the size of those and maybe take a different color, maybe a black one this time, Or maybe a bluish one. Let's see, Bluish woman should be right. So the design vision in conjunction with the business goals when we finally took the key business go. This is kind of the the moment where we were actually responding to the why behind the project, right? Once we did that and we started stakeholder mapping, chosen the key stakeholder and then derived an archetype on the basis of that, that's kind of the That's kind of like just bear with me. I just want I don't want it to look as ugly as this. So this is the why behind the project on best s the who behind the project, right? And once we responded to those, we had a business hypothesis map, which was pretty much a combination of those two worlds. So we took the who, so we basically took the archetype, right? Just draw. It may be like this. So we took the archetype archetype, which was kind of the, um the definition off the who behind the project. And we took the key business girl. So from this one way took this one and was the business go right? So this was the who. This was the why. And after combining those two together, So taking the who and the why we derived the business hypothesis map to respond to the final question, which was, as you remember. What about right? Let's just try and make it nicer. What about? And that's pretty much the entire process in a nutshell. So that's I hope that you like the notes I or understand the notes with my writing. But this is pretty much the business hypothesis mapping exercise as I understand it. And as I would highlight it and the way that I commercially apply it. Actually, on our on the daily basis, When it comes to the projects that we we deliver, let me just do another. Maybe some some highlights. So the design of vision is the one aspect that we definitely Kovar and something that we go through. Right then we go on, have that vision. Finally. Then we go into the business goals as a concept off, kind of turning that design vision to something more concrete. We pick a key business, go on the basis of that week and then start mapping out some stakeholders and on the basis of those stakeholders week and then pick the key one and create a detailed archetype before do we actually mean who is behind the project? And then when we combine those two worlds together, there is a business hypothesis map, build from the business go the archetype them itself and the map. So this answers the three key questions off the first step in the design thinking process. The why behind the project. What are you trying to achieve? What is the outcome, who you should be talking to? Who has the biggest impact on the outcome. And what about should you be talking to them? And that wraps up the entire design thinking business hypothesis mapping? Um, well, business hypothesis. Mapping exercise in the entire step of the first. Well, the first step into the journey off this design thinking masterclass boot camp. So thank you very much for being here and kind of listening to the story, and I'll see you in the next one. 34. Business Hypothesis Mapping - Thank you!: Alright, guys, what a journey this has been. I mean, we've covered the entire first step of the design process. I hope that it was really practical and you've learned a lot on. But it wasn't too boring for you to actually come for handle of the tools and methodologies , just breaking it down pretty quickly when it comes to what we started off with. So defining and creating the design, a vision that images companies, customers, etcetera as a as a tool, as you can see it over a year. Then we went straight into breaking down the business goals with this beautiful tool and beautiful canvas. Then I started listening out some stakeholders and then creating a beautiful archetype using the cards themselves as well as this beautiful canvas and then all the way to the business hypothesis map, which then allowed us to actually answer the question. What we should be talking about with whom and why. Um, that kind of summarizes the entire the entire step off this design thinking process as we see it. So I would like to thank you very much for being part of this training exercise. Let us know in the feedback. What do you think about it? What we should be really, you know, eventually covering in more detail if you if you feel that way I really hope that this was useful, that you've learned a lot and yeah, we'll be definitely listing out for for for some feedback, definitely rate the course and check us out on ya on on Facebook and linked in on on YouTube. And, well, new to me and other courses from skills etcetera were around. So definitely check her sound. Don't be a stranger. We'd be more than happy to actually interact in And yeah, give you some more kind of information, more know how into the design thinking world And yeah, now you know exactly how to map out the business hypothesis with any business stakeholder and then move onto to them and improvisation or customer research Stage of the process on. And that's what we're going to be covering in another subsequent part of this design thinking, training or design thinking, masterclass, boot camp. So stay tuned for that. Definitely reach out to us. And the next one to follow this one up is going to be the design thinking masterclass boot camp customer perspective. So I'm really looking forward to seeing you in that one. And yeah, if you would like to get a little bit more information about the entire process, definitely check up the design thinking mustard class itself. It's a 4.5 hour course on you to me as well. A skill shirt as well as 19 in grade. So definitely check that out. Would be really looking for t receiving some of your feedback over there as well. So yeah, thank you very much for chiming in and I will see you around.