Design thinking is a process that uses human-centered design to match people's needs with feasible and viable solutions. It involves empathy, collaboration, ideation, experimentation and action. The design thinking process includes 5 phases - empathizing to understand user needs, defining the problem, ideating potential solutions, prototyping ideas, and testing prototypes with users. Some key principles are empathy, collaboration during ideation, experimenting through prototyping to get user feedback, and taking action. Prototyping allows for timely feedback, quick changes to save time and costs, and validating solutions before full development.
Design thinking is a process that uses human-centered design to match people's needs with feasible solutions. It involves empathy, ideation, prototyping, and testing. The design thinking process begins with empathizing through interviews and observations to understand user needs. Next, insights are used to define problems and questions. Ideation techniques like brainstorming generate novel ideas. Prototypes are created and tested to iterate on solutions based on user feedback. The goal is to collaboratively design desirable, viable, and feasible solutions to problems.
User requirements interviews often go wrong when designers fail to properly understand user work contexts. Mistakes include not observing users in the field, accepting non-user representatives, and not getting low-level work details. To get useful data, designers must see live or retrospective work, use "magic words" to elicit specifics, and assume a partnership role rather than acting as interrogators. Even one good field interview provides better insights than none.
501 Talks Tech: Design Thinking Workshop by Dupla Studios501 Commons
The document provides an overview of the design thinking process through two case studies. It begins with an introduction to design thinking and covers the main stages of the process - discovery, definition, development, and delivery. The first case study examines improving automotive infotainment systems based on field observations and user insights. The second case study looks at designing a platform to better connect volunteers with nonprofit opportunities. The document concludes with a workshop on user research skills like interviewing and making sense of user data.
This document discusses technological innovation. It begins by defining technological innovation as an extended concept of innovation that encompasses innovation characteristics such as divergence, curiosity, multidisciplinary teamwork, and resilience. It then discusses each of these characteristics in 1-2 paragraphs. For example, it states that divergence enables finding different approaches and solutions that may not have otherwise been considered. The document concludes by discussing an activity where students are asked to identify 5 technology innovations and describe each in one sentence.
2021.08.19 Class 1.2 MGT1022 Lean Startup Management.pptxNishanttiwari355054
The Lean Startup provides a scientific approach for creating and managing start-ups and get a desired product to customers' hands faster.
The Lean Start-up method teaches you how to drive a start-up-how to steer, when to turn, and when to persevere-and grow a business with maximum acceleration.
It is a principled/systematic approach to new product development.
Eliminate uncertainty.
Develop a Minimum Viable Product (MVP).
My short presentation on 'Design Thinking - Entrepreneurship & Innovation' done at my office Lootah Boutique as a part of Leadership Cafe, an internal knowledge sharing and enhancement activity.
Design thinking is a process that uses human-centered design to match people's needs with feasible and viable solutions. It involves empathy, collaboration, ideation, experimentation and action. The design thinking process includes 5 phases - empathizing to understand user needs, defining the problem, ideating potential solutions, prototyping ideas, and testing prototypes with users. Some key principles are empathy, collaboration during ideation, experimenting through prototyping to get user feedback, and taking action. Prototyping allows for timely feedback, quick changes to save time and costs, and validating solutions before full development.
Design thinking is a process that uses human-centered design to match people's needs with feasible solutions. It involves empathy, ideation, prototyping, and testing. The design thinking process begins with empathizing through interviews and observations to understand user needs. Next, insights are used to define problems and questions. Ideation techniques like brainstorming generate novel ideas. Prototypes are created and tested to iterate on solutions based on user feedback. The goal is to collaboratively design desirable, viable, and feasible solutions to problems.
User requirements interviews often go wrong when designers fail to properly understand user work contexts. Mistakes include not observing users in the field, accepting non-user representatives, and not getting low-level work details. To get useful data, designers must see live or retrospective work, use "magic words" to elicit specifics, and assume a partnership role rather than acting as interrogators. Even one good field interview provides better insights than none.
501 Talks Tech: Design Thinking Workshop by Dupla Studios501 Commons
The document provides an overview of the design thinking process through two case studies. It begins with an introduction to design thinking and covers the main stages of the process - discovery, definition, development, and delivery. The first case study examines improving automotive infotainment systems based on field observations and user insights. The second case study looks at designing a platform to better connect volunteers with nonprofit opportunities. The document concludes with a workshop on user research skills like interviewing and making sense of user data.
This document discusses technological innovation. It begins by defining technological innovation as an extended concept of innovation that encompasses innovation characteristics such as divergence, curiosity, multidisciplinary teamwork, and resilience. It then discusses each of these characteristics in 1-2 paragraphs. For example, it states that divergence enables finding different approaches and solutions that may not have otherwise been considered. The document concludes by discussing an activity where students are asked to identify 5 technology innovations and describe each in one sentence.
2021.08.19 Class 1.2 MGT1022 Lean Startup Management.pptxNishanttiwari355054
The Lean Startup provides a scientific approach for creating and managing start-ups and get a desired product to customers' hands faster.
The Lean Start-up method teaches you how to drive a start-up-how to steer, when to turn, and when to persevere-and grow a business with maximum acceleration.
It is a principled/systematic approach to new product development.
Eliminate uncertainty.
Develop a Minimum Viable Product (MVP).
My short presentation on 'Design Thinking - Entrepreneurship & Innovation' done at my office Lootah Boutique as a part of Leadership Cafe, an internal knowledge sharing and enhancement activity.
The document discusses strategies for promoting innovation in organizations. It provides several key points:
1) Innovation requires an organizational culture that supports risk-taking and learning from failures. Employees must feel empowered and motivated to innovate.
2) Design thinking is a useful framework but has limitations if not connected to business realities. True innovation addresses real user needs and creates win-win solutions through collaboration.
3) Executive leadership that explicitly prioritizes, funds, and models innovative behavior is important for overcoming barriers like a risk-averse culture. Networks can spread new ideas by connecting diverse groups.
The document discusses key aspects of building an innovative product. It outlines that innovation requires (1) focusing on problems you care about, (2) generating many ideas through close user understanding and experimentation, (3) rapidly validating ideas with analytics and user testing, (4) enabling fast and cheap experimentation through tools like DevOps, and (5) empowering a small team of people who are passionate about solving the problem. Digital solutions can now be built and distributed at low cost by small teams to reach global users, making innovation a powerful approach.
The document discusses key aspects of building an innovative product. It outlines 5 areas to focus on: 1) identifying a problem you care about solving, 2) generating quality ideas through close user understanding, experimentation, and open source leverage, 3) validating ideas through analytics and user testing, 4) enabling rapid and cheap experimentation through infrastructure, and 5) empowering people who are passionate about solving the problem through autonomy and small, self-sufficient teams. Innovation requires an iterative process of misses informing progress toward a solution, not measuring each step as a success or failure.
Design thinking is a process centered around understanding user needs through methods like observation and interviews to define problems and generate innovative solutions. It is an iterative process involving prototyping ideas and testing them with users to refine solutions. Organizations use design thinking to develop more user-centered products and services that better meet customer needs and reduce risks, which can lead to increased profits and differentiation from competitors. The Stanford design thinking process involves the phases of empathizing, defining, ideating, prototyping, and testing to manage projects with a user-focused approach.
Understand what design thinking is. Learn how to use design thinking in SAP, Oracle EBS projects to understand what your customers/users really need. Seize the business benefits and innovate.
IT Executive's Guide to Design thinking | AlgarytmPropel Apps
Understand what design thinking is. Learn how to use design thinking in SAP, Oracle EBS projects to understand what your customers/users really need. Seize the business benefits and innovate.
1. The document outlines the presentation given by Brent Chudoba of SurveyMonkey on best practices for running successful survey projects.
2. It recommends starting with writing conclusions and hypotheses before creating survey questions in order to design targeted, unbiased surveys that directly address the research questions.
3. An example is provided of how to draft conclusions and hypotheses for a potential Netflix survey on viewing habits of their original series "House of Cards" before designing the actual survey questions.
This document discusses various ideation techniques for generating new ideas, including brainstorming, daydreaming, forced relationships, attribute listing, morphological analysis, checklists, and SCAMPER (substitute, combine, adapt, modify/magnify/minify, put to another use, eliminate/elaborate, reverse/rearrange). It provides descriptions and examples of how to apply each technique to identify improvements or new uses for products, processes, and solutions. The document emphasizes that regular practice with different techniques is important to effectively generate innovative ideas.
The consultancy offers co-creation services to help businesses better understand their customers and markets. They have a global network of specialists who use online communities and crowdsourcing to gather feedback, test new ideas, and shape products and communications. The consultancy's approach aims to make businesses a better fit for their customers by directly involving consumers in the development process.
Design thinking is a human-centered approach to problem solving that involves empathizing with users, ideating creative solutions, and testing prototypes through an iterative design process. It helps organizations innovate by taking an experimental approach focused on quick validation of concepts with target customers. In the financial industry, design thinking can help address challenges like disruption, customer acquisition costs, and loyalty by focusing on the customer experience. It allows for differentiation through more proactive offerings that help customers achieve financial goals. This improves customer satisfaction and retention. However, design thinking requires the right balance - it is good for skipping unnecessary meetings but still requires viable business strategies and consideration of each unique problem.
I gave a talk on the role of Design Thinking to leaders in the financial industry. The focus was on user centric thinking to innovate financial products and digital services. (all case material is removed)
Design thinking is a human-centered approach to problem solving that involves empathizing with users, ideating creative solutions, and testing prototypes through an iterative design process. It helps organizations innovate by taking an experimental approach focused on quick validation of concepts with target customers. In the financial industry, design thinking can help address challenges like disruption, customer acquisition costs, and loyalty by improving the customer experience. However, it is not a one-size-fits-all approach and still requires viable business strategies.
Design Thinking for E-Commerce
The goal is to understand consumer behavior from our E-Commerce at the deepest levels, to develop empathy with the person we’re hoping to serve.
www.heruwijayanto.com
Lean Innovation for Micro Enterprises Module 4 Design ThinkingBanbridgeDistrictEnt
1. Design thinking is a human-centered approach that uses creative problem-solving techniques to meet human needs and inspire innovation. It involves empathizing with users, defining problems from their perspective, and brainstorming solutions before building prototypes and getting user feedback.
2. Examples show how design thinking has helped companies like Airbnb, PillPack, and Uber Eats improve their products and services by deeply understanding user needs through techniques like empathy mapping and prototyping. It has also been applied in healthcare, education, and other sectors to develop more effective solutions.
3. A lack of empathy during the design process, as seen in Google Glass, can lead to products that don't fulfill real user needs
A dive into DESIGN THINKING – Making products and services that people wantAndy McBride
Andy McBride is a User Experience and Product Specialist at Queensland University of Technology (QUT) in Brisbane, Australia. He has led the design of several digital products and services for QUT including a staff intranet, digital workplace, enterprise search tool, and QUT App. The document provides an overview of design thinking, minimum viable products, and agile methodologies which are approaches Andy uses in his work. Design thinking is a human-centered process that involves empathizing with users, defining problems, ideating solutions, prototyping, and testing. A minimum viable product focuses on delivering core features that provide value to users quickly. Agile practices like working in cross-functional teams, short iterative cycles,
The document summarizes BSNL's decline in market share and financial performance over the past 15-20 years compared to private telecom companies in India. It notes that BSNL's market share fell from 21% in 2005 to 10% by 2022 as private players grew their share, and BSNL struggled with declining revenue, rising costs, and consistent losses. It analyzes factors like falling average revenue per user, decreasing subscribers, high employee costs, and an inability to adapt to market changes as reasons for BSNL's poor financial results compared to more agile private competitors.
This document discusses theories and concepts related to motivating employees. It covers Abraham Maslow's hierarchy of needs theory, which states that satisfied needs no longer motivate and managers should focus on meeting employees' highest level of unmet needs. It also discusses McGregor's Theory X and Y about assumptions of human nature, and Herzberg's motivation-hygiene theory about factors that lead to satisfaction versus dissatisfaction. Contemporary theories discussed include the need for achievement, reinforcement theory, and expectancy theory. The document provides tips for applying motivational concepts and addressing challenges in motivating today's diverse workforces.
The document discusses strategies for promoting innovation in organizations. It provides several key points:
1) Innovation requires an organizational culture that supports risk-taking and learning from failures. Employees must feel empowered and motivated to innovate.
2) Design thinking is a useful framework but has limitations if not connected to business realities. True innovation addresses real user needs and creates win-win solutions through collaboration.
3) Executive leadership that explicitly prioritizes, funds, and models innovative behavior is important for overcoming barriers like a risk-averse culture. Networks can spread new ideas by connecting diverse groups.
The document discusses key aspects of building an innovative product. It outlines that innovation requires (1) focusing on problems you care about, (2) generating many ideas through close user understanding and experimentation, (3) rapidly validating ideas with analytics and user testing, (4) enabling fast and cheap experimentation through tools like DevOps, and (5) empowering a small team of people who are passionate about solving the problem. Digital solutions can now be built and distributed at low cost by small teams to reach global users, making innovation a powerful approach.
The document discusses key aspects of building an innovative product. It outlines 5 areas to focus on: 1) identifying a problem you care about solving, 2) generating quality ideas through close user understanding, experimentation, and open source leverage, 3) validating ideas through analytics and user testing, 4) enabling rapid and cheap experimentation through infrastructure, and 5) empowering people who are passionate about solving the problem through autonomy and small, self-sufficient teams. Innovation requires an iterative process of misses informing progress toward a solution, not measuring each step as a success or failure.
Design thinking is a process centered around understanding user needs through methods like observation and interviews to define problems and generate innovative solutions. It is an iterative process involving prototyping ideas and testing them with users to refine solutions. Organizations use design thinking to develop more user-centered products and services that better meet customer needs and reduce risks, which can lead to increased profits and differentiation from competitors. The Stanford design thinking process involves the phases of empathizing, defining, ideating, prototyping, and testing to manage projects with a user-focused approach.
Understand what design thinking is. Learn how to use design thinking in SAP, Oracle EBS projects to understand what your customers/users really need. Seize the business benefits and innovate.
IT Executive's Guide to Design thinking | AlgarytmPropel Apps
Understand what design thinking is. Learn how to use design thinking in SAP, Oracle EBS projects to understand what your customers/users really need. Seize the business benefits and innovate.
1. The document outlines the presentation given by Brent Chudoba of SurveyMonkey on best practices for running successful survey projects.
2. It recommends starting with writing conclusions and hypotheses before creating survey questions in order to design targeted, unbiased surveys that directly address the research questions.
3. An example is provided of how to draft conclusions and hypotheses for a potential Netflix survey on viewing habits of their original series "House of Cards" before designing the actual survey questions.
This document discusses various ideation techniques for generating new ideas, including brainstorming, daydreaming, forced relationships, attribute listing, morphological analysis, checklists, and SCAMPER (substitute, combine, adapt, modify/magnify/minify, put to another use, eliminate/elaborate, reverse/rearrange). It provides descriptions and examples of how to apply each technique to identify improvements or new uses for products, processes, and solutions. The document emphasizes that regular practice with different techniques is important to effectively generate innovative ideas.
The consultancy offers co-creation services to help businesses better understand their customers and markets. They have a global network of specialists who use online communities and crowdsourcing to gather feedback, test new ideas, and shape products and communications. The consultancy's approach aims to make businesses a better fit for their customers by directly involving consumers in the development process.
Design thinking is a human-centered approach to problem solving that involves empathizing with users, ideating creative solutions, and testing prototypes through an iterative design process. It helps organizations innovate by taking an experimental approach focused on quick validation of concepts with target customers. In the financial industry, design thinking can help address challenges like disruption, customer acquisition costs, and loyalty by focusing on the customer experience. It allows for differentiation through more proactive offerings that help customers achieve financial goals. This improves customer satisfaction and retention. However, design thinking requires the right balance - it is good for skipping unnecessary meetings but still requires viable business strategies and consideration of each unique problem.
I gave a talk on the role of Design Thinking to leaders in the financial industry. The focus was on user centric thinking to innovate financial products and digital services. (all case material is removed)
Design thinking is a human-centered approach to problem solving that involves empathizing with users, ideating creative solutions, and testing prototypes through an iterative design process. It helps organizations innovate by taking an experimental approach focused on quick validation of concepts with target customers. In the financial industry, design thinking can help address challenges like disruption, customer acquisition costs, and loyalty by improving the customer experience. However, it is not a one-size-fits-all approach and still requires viable business strategies.
Design Thinking for E-Commerce
The goal is to understand consumer behavior from our E-Commerce at the deepest levels, to develop empathy with the person we’re hoping to serve.
www.heruwijayanto.com
Lean Innovation for Micro Enterprises Module 4 Design ThinkingBanbridgeDistrictEnt
1. Design thinking is a human-centered approach that uses creative problem-solving techniques to meet human needs and inspire innovation. It involves empathizing with users, defining problems from their perspective, and brainstorming solutions before building prototypes and getting user feedback.
2. Examples show how design thinking has helped companies like Airbnb, PillPack, and Uber Eats improve their products and services by deeply understanding user needs through techniques like empathy mapping and prototyping. It has also been applied in healthcare, education, and other sectors to develop more effective solutions.
3. A lack of empathy during the design process, as seen in Google Glass, can lead to products that don't fulfill real user needs
A dive into DESIGN THINKING – Making products and services that people wantAndy McBride
Andy McBride is a User Experience and Product Specialist at Queensland University of Technology (QUT) in Brisbane, Australia. He has led the design of several digital products and services for QUT including a staff intranet, digital workplace, enterprise search tool, and QUT App. The document provides an overview of design thinking, minimum viable products, and agile methodologies which are approaches Andy uses in his work. Design thinking is a human-centered process that involves empathizing with users, defining problems, ideating solutions, prototyping, and testing. A minimum viable product focuses on delivering core features that provide value to users quickly. Agile practices like working in cross-functional teams, short iterative cycles,
The document summarizes BSNL's decline in market share and financial performance over the past 15-20 years compared to private telecom companies in India. It notes that BSNL's market share fell from 21% in 2005 to 10% by 2022 as private players grew their share, and BSNL struggled with declining revenue, rising costs, and consistent losses. It analyzes factors like falling average revenue per user, decreasing subscribers, high employee costs, and an inability to adapt to market changes as reasons for BSNL's poor financial results compared to more agile private competitors.
This document discusses theories and concepts related to motivating employees. It covers Abraham Maslow's hierarchy of needs theory, which states that satisfied needs no longer motivate and managers should focus on meeting employees' highest level of unmet needs. It also discusses McGregor's Theory X and Y about assumptions of human nature, and Herzberg's motivation-hygiene theory about factors that lead to satisfaction versus dissatisfaction. Contemporary theories discussed include the need for achievement, reinforcement theory, and expectancy theory. The document provides tips for applying motivational concepts and addressing challenges in motivating today's diverse workforces.
The document tells a story using three pots as metaphors for how people can respond to difficulties in life. The first pot holds carrots that soften when boiled, representing people who lose their strength when facing problems. The second pot holds eggs that harden when boiled, representing people who become bitter and lose their compassion. The third pot holds coffee beans that change the water with their flavor and aroma, representing people who are able to use difficulties to better themselves and their situation. The message is that when facing hardships, people should draw strength from challenges rather than weakening or becoming hardened, and instead allow problems to enhance their skills and help others.
Emergency Communications and Disaster Mangment.pptxnitin_009
Mobile technology and IoT can help effectively manage emergency services and disasters. LTE, IoT, and 5G networks can be used for emergency communication and relief. When disasters damage networks, coordination is complicated and delays can cost lives. Public Protection and Disaster Relief (PPDR) networks allow rapid temporary network deployment. India needs to adopt a next generation broadband PPDR network using a common standard like LTE. Key issues to address include allocating dedicated spectrum such as 10MHz in 700/800MHz bands, and determining the appropriate network model.
The document provides an overview of a presentation on cyber physical systems and security challenges. It introduces the speaker, Nitin Garg, and the event location, ALTTC Ghaziabad. It then outlines topics that will be covered, including where technology currently stands, industry 4.0, cyber physical system classification and description, IoT/IIoT connectivity, security issues and challenges, and the impact of COVID-19 on industry 4.0.
This document provides an overview of human evolution. It discusses key topics like:
- The difference between hominids and hominoins and their relation to humans and apes.
- Early hominin species like Australopithecus that lived millions of years ago.
- The evolution of brain size and locomotion in hominins over time.
- Species in the genus Homo, including Homo habilis, H. erectus, Neanderthals, and Homo sapiens.
- Evidence that Neanderthals were adapted for cold environments but were not direct ancestors of modern humans.
This document provides an overview of artificial intelligence and its social and ethical implications. It begins with a brief history of AI, including its origins in 1956 and early developments. It then discusses issues regarding AI research and public interest, including the need for ethics codes. Next, it outlines some social implications of AI systems, such as increased dependency on machines and potential unemployment. It also considers implications if AI were to surpass human intelligence. The document closes by posing open questions about the future of AI and its role in humanity.
The document describes the process for extracting data from the MAX IOP system and importing it into the C5 GUI. It involves running scripts on the IOP to extract subscriber and configuration data into files, then running scripts on the C5 node to parse these files and generate SQL queries to create the corresponding data entities in C5, such as subscribers, hunt groups, and configurations.
The document describes the core elements of the MAX-NG network:
1) The core elements include a Session Border Controller (SBC), Class 5 soft switch (C5), Class 4 soft switch (C4), Signaling Gateway (SG), billing server (RATER), and Element Management System (EMS).
2) The SBC governs phone calls on the VOIP network and acts as a firewall. The C5 and C4 soft switches route calls within the network and to the PSTN. The SG translates between SS7 and IP signaling. The RATER determines billing rates. The EMS manages and monitors the network elements.
3) Together, these core elements allow subscribers to place calls
The document provides steps for configuring a LAGU chassis and installing the LAG application. It includes instructions for mounting partitions, configuring networking settings, installing EMS software, formatting storage, and extracting application files. It also describes how to create data in the LAG network by registering a site and node, adding nodes to an exchange, equipping frames and line cards, and generating subscriber instances through the C5 GUI.
Shelf Manager Cards are installed in controller slots in the 6-slot CACU chassis. They work in duplex mode to monitor the status of cards in the chassis and report on health parameters like temperature and fan status to the Element Management System. The Shelf Manager Cards are installed in pairs in the lower left slots of the chassis and each card has a floating IP address.
The document discusses pre-deployment activities for migrating to the MAX-NG network system. This includes a site survey, inventory of existing equipment, compacting line boards to reduce space and power usage, configuring IP addresses and connectivity to the MPLS core, and preparing data for subscriber migration. It also outlines the deployment process, including installing new MAX-NG equipment, configuring gateways and routing, and integrating with billing and provisioning systems. Suggestions for maintenance after deployment are also provided.
This document discusses emerging wireless broadband technologies and business models. It provides an overview of technologies like Bluetooth, Wi-Fi, WiMAX and 1xEV-DO and how they complement each other by offering different throughput, range and applications. It examines how public WLANs can extend 3G coverage and looks at business models operators are using for WLAN services. It also discusses the unique role of WiMAX for wireless operators and how they can provide broadband access in new areas.
The document discusses the key changes between the new ISO 9001:2015 standard and the previous ISO 9001:2008 version. Some of the major changes covered include a new high level structure with different clause numbering, a stronger focus on leadership and organizational context, risk-based management approach, objectives must include plans for achievement and evaluation, increased emphasis on communication and awareness, and fewer prescriptive requirements regarding documentation.
ISO 9001 provides requirements for quality management systems to help organizations ensure customer satisfaction and compliance. ISO 14001 provides requirements for environmental management systems to help organizations minimize environmental impacts and improve performance. Both standards concern managing processes to meet objectives and can be applied to any organization. Certification is voluntary and involves an external audit to verify conformance, but many organizations benefit from implementing the standards without certification.
This document provides an overview of ISO 9000:2015, which defines quality management system fundamentals and terms. It discusses how ISO 9000:2015 is indispensable for understanding and applying ISO 9001:2015. Key changes in ISO 9001:2015 include new terms like "context of the organization", "interested parties", and "risk". ISO 9000:2015 also defines quality management principles and concepts to guide organizations.
The document provides information about ISO9001 and its applicability to the IT industry. It describes ISO9001 as an international standard for quality management systems issued by the International Organization for Standardization. The document outlines the history, benefits, and key aspects of ISO9001 such as management responsibility, quality systems, contract review, design control, and purchasing. It also compares ISO9001 to the Capability Maturity Model (CMM) and describes their similarities in areas like management responsibility, quality systems, contract review, and others.
This document summarizes key topics related to computer and internet security and privacy. It discusses types of computer crimes like hacking and different methods of securing systems through identification, access controls, and disaster recovery plans. It also covers topics like computer viruses, privacy issues with data collection, legislation, and protecting children online. The overall purpose is to explain security and privacy challenges with computers and provide guidance on best practices.
Redefining brain tumor segmentation: a cutting-edge convolutional neural netw...IJECEIAES
Medical image analysis has witnessed significant advancements with deep learning techniques. In the domain of brain tumor segmentation, the ability to
precisely delineate tumor boundaries from magnetic resonance imaging (MRI)
scans holds profound implications for diagnosis. This study presents an ensemble convolutional neural network (CNN) with transfer learning, integrating
the state-of-the-art Deeplabv3+ architecture with the ResNet18 backbone. The
model is rigorously trained and evaluated, exhibiting remarkable performance
metrics, including an impressive global accuracy of 99.286%, a high-class accuracy of 82.191%, a mean intersection over union (IoU) of 79.900%, a weighted
IoU of 98.620%, and a Boundary F1 (BF) score of 83.303%. Notably, a detailed comparative analysis with existing methods showcases the superiority of
our proposed model. These findings underscore the model’s competence in precise brain tumor localization, underscoring its potential to revolutionize medical
image analysis and enhance healthcare outcomes. This research paves the way
for future exploration and optimization of advanced CNN models in medical
imaging, emphasizing addressing false positives and resource efficiency.
Embedded machine learning-based road conditions and driving behavior monitoringIJECEIAES
Car accident rates have increased in recent years, resulting in losses in human lives, properties, and other financial costs. An embedded machine learning-based system is developed to address this critical issue. The system can monitor road conditions, detect driving patterns, and identify aggressive driving behaviors. The system is based on neural networks trained on a comprehensive dataset of driving events, driving styles, and road conditions. The system effectively detects potential risks and helps mitigate the frequency and impact of accidents. The primary goal is to ensure the safety of drivers and vehicles. Collecting data involved gathering information on three key road events: normal street and normal drive, speed bumps, circular yellow speed bumps, and three aggressive driving actions: sudden start, sudden stop, and sudden entry. The gathered data is processed and analyzed using a machine learning system designed for limited power and memory devices. The developed system resulted in 91.9% accuracy, 93.6% precision, and 92% recall. The achieved inference time on an Arduino Nano 33 BLE Sense with a 32-bit CPU running at 64 MHz is 34 ms and requires 2.6 kB peak RAM and 139.9 kB program flash memory, making it suitable for resource-constrained embedded systems.
Introduction- e - waste – definition - sources of e-waste– hazardous substances in e-waste - effects of e-waste on environment and human health- need for e-waste management– e-waste handling rules - waste minimization techniques for managing e-waste – recycling of e-waste - disposal treatment methods of e- waste – mechanism of extraction of precious metal from leaching solution-global Scenario of E-waste – E-waste in India- case studies.
Electric vehicle and photovoltaic advanced roles in enhancing the financial p...IJECEIAES
Climate change's impact on the planet forced the United Nations and governments to promote green energies and electric transportation. The deployments of photovoltaic (PV) and electric vehicle (EV) systems gained stronger momentum due to their numerous advantages over fossil fuel types. The advantages go beyond sustainability to reach financial support and stability. The work in this paper introduces the hybrid system between PV and EV to support industrial and commercial plants. This paper covers the theoretical framework of the proposed hybrid system including the required equation to complete the cost analysis when PV and EV are present. In addition, the proposed design diagram which sets the priorities and requirements of the system is presented. The proposed approach allows setup to advance their power stability, especially during power outages. The presented information supports researchers and plant owners to complete the necessary analysis while promoting the deployment of clean energy. The result of a case study that represents a dairy milk farmer supports the theoretical works and highlights its advanced benefits to existing plants. The short return on investment of the proposed approach supports the paper's novelty approach for the sustainable electrical system. In addition, the proposed system allows for an isolated power setup without the need for a transmission line which enhances the safety of the electrical network
Applications of artificial Intelligence in Mechanical Engineering.pdfAtif Razi
Historically, mechanical engineering has relied heavily on human expertise and empirical methods to solve complex problems. With the introduction of computer-aided design (CAD) and finite element analysis (FEA), the field took its first steps towards digitization. These tools allowed engineers to simulate and analyze mechanical systems with greater accuracy and efficiency. However, the sheer volume of data generated by modern engineering systems and the increasing complexity of these systems have necessitated more advanced analytical tools, paving the way for AI.
AI offers the capability to process vast amounts of data, identify patterns, and make predictions with a level of speed and accuracy unattainable by traditional methods. This has profound implications for mechanical engineering, enabling more efficient design processes, predictive maintenance strategies, and optimized manufacturing operations. AI-driven tools can learn from historical data, adapt to new information, and continuously improve their performance, making them invaluable in tackling the multifaceted challenges of modern mechanical engineering.
3. Confidential
Objectives
• Provide out of the box solutions to complex
problems through the design thinking process
• Display customer centricity and empathy in
your customer dealing approach
• Manage your customer interactions through
impactful communication
8. Confidential
Implementation of new processes and ideas that result in the introduction of something new
or a change in the existing practices
Innovation
9. Confidential
• Can you think of a daily life example
wherein you have applied creativity or
have done something differently?
Share your thoughts
Self-Introspection
Activity
10. Confidential
Think about the latest
innovations in the telecom
industry
Are you up-to-speed with
these latest innovations?
Think About It
Activity
12. Confidential
Passionate for
disruptive innovation
Thinking out of the
box
Giving attention to
detail
Executing with
velocity
Creative Zeal
Constantly looks for
alternate
approaches or new
ideas in their area of
work
Breaks the tasks
into activities, and
creates a plan that
focusses on
details
Generates ideas
and out of the box
solutions to
improve processes
and ways of
working
Escalates any
issues affecting
task delivery and
operational
performance
before they
become critical
Bring Audacity to life by challenging the Status QUO
13. Confidential
Finding Your Creative Zeal
Identify new
approaches/ideas in
your area of work
Break your tasks into
activities, and create an
innovative plan that
focusses on details
Generate ideas and
out of the box
solutions to improve
processes and ways of
working
Status Quo in your
role/industry
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_________________
_________________
_________________
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__________________________________
__________________________________
__________________________________
__________________________________
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Activity
14. Confidential
Mind Mapping To Implement Technology
• Write a big idea in the middle of your paper. It
shouldn’t be too long — one or two word phrases
should be a good length!
• Now, start brainstorming ideas that relate to your
main idea! For example, if you chose biology, you
might think of “animals” or “plants.” Add these
words around your main idea and add branches
connecting them.
• Repeat step 3 for each of the smaller ideas and try
to think as broadly as possible! Again, be creative
with your connections.
• You can also:
• Add more details!
• Color code your labels, use different fonts, or add
different kinds of arrows.
• Collaborate with someone else and give feedback on
their mind map.
Activity
15. Confidential
• Think how can you incorporate technology
driven innovation at your workplace
Share your thoughts
Discussion - Think
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Cover Them Up- SCAMPER
SCAMPER is designed to challenge you to look at you
solution from multiple angles, by asking different
questions:
• What can you substitute?
• What can you combine?
• What can you adapt?
• What can you modify?
• What can you put to another use?
• What can you eliminate?
• What can you reverse?
Activity
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Energy Booster
• Pick up one example in your function
wherein you want to bring in change or
improvement
• Apply SCAMPER to this example
Share your thoughts
Activity
18. Confidential
How Can You Contribute?
Innovation often comes from trying things that you may not have thought of carrying out
during your normal tasks
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Points to Remember
Don’t be worried about the barriers…they facilitate creative thinking
If you get an idea share it…it can be converted into a great idea, product, or a process
There is no right or wrong in creative thinking…
An idea is your baby…feed it and raise it… for it to survive on its own
Focus on goals, roles, and habits
Plan well to ensure effective execution of ideas
Change/rethink course of action in case any risk/ constraint is anticipated/experienced
21. Confidential
• BSNL played a crucial role in improving
teledensity (connections per 100
people) in rural and far-flung areas.
• Private players have replaced BSNL in
the rural wireless segment, but BSNL
continues to be the lone operator in
the rural wire line segment.
• The rural wireless teledensity and
broadband subscriber rate (per 100
people) has remained flat in the last five
years even as the urban-rural gap keeps
widening.
Source: TRAI / BSNL / BSE / Newspapers
The Rural Segment
Activity
What else innovative can be done for
getting more traction in the rural segment?
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Customers actually don’t know what they
want. Through Design Thinking, we can
empathize, live and observe them to find
a solution that fits amazingly well to their
problems!
25. Confidential
What is Design Thinking?
• Design thinking is extremely user-centric
• It focuses on humans first and foremost
• It seeks to understand people’s needs and
come up with effective solutions to meet
those needs
• It is what we call a solution-based approach
to problem-solving
Design Thinking is an approach used for practical and creative problem-solving
27. Confidential
Stage 1 - Empathize
• User-centric research
• Attempt to gain empathic understanding of
the problem
• Immersion into user’s environment to gain a
deeper and personal understanding
• Set aside assumptions to gain real insight into
user’s and their needs
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Stage 2 - Define
• Organize information gathered during the first
stage
• Analyze the observations to define the core
problems
• Pitch in the problem statement from your
perception of the user’s needs
• Aim to collect great ideas to establish features,
functions and other elements to solve the
problem at hand
29. Confidential
Stage 3 - Ideate
• Ready to generate-ideas through your
understanding of your users and their needs
• Look at the problem from different
perspectives
• Ideate innovative solutions to your problem
statement through multiple techniques
• Generate as many ideas as possible at the start
of the ideation
• Further investigate, test and choose the best
ideas to move forward with
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Stage 4 - Prototype
• Produce inexpensive, scaled down versions of the
product/service
• Prototypes can be shared and tested within the team
itself, or on a small outside group
• Aim is to identify the best possible solution for each
of the problem identified during the 1st three stages
• Get a clearer view of how real users would behave,
think and feel when they interact with the end
product/service
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Stage 5 - Test
• Rigorously test the complete product using
the best solutions identified in the Prototype
stage
• Results generated at this stage are often used
to redefine one or more further problems
• Investigate the conditions of use and how
people think, behave and feel towards the
product
• Proceed with further iterations and make
alterations and refinements to rule out
alternative solutions
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Design Thinking in Your Role
Think of a problem from BSNL customer point of view. Apply the Design Thinking Model based on the 5-
stages and come up with an innovative solution.
Activity
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Telecom Industry has gone through several radical changes
since 2016 September post launch of Reliance Jio.
Earlier the primary focus was affordable Call and SMS plan
which now changes to Affordable High-speed internet plan.
What can you do?
Learning to leverage Design Thinking can help you come out
with innovative solutions/processes to be adaptable under
uncertain circumstances that requires you to make a shift.
It eventually helps you get aligned towards your customer’s
changing expectations.
Being Adaptable
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Activity: Love Or Loathe
A memorable experience as a customer
A forgettable/bad customer experience as
a customer
Tell us about
Activity
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Because, today’s customers are highly demanding. They frequently re-evaluate their own
decisions with the available alternatives!
Why is Customer Focus Required?
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My Industry Has Also Changed
• Limited players
• Limited options
• Limited resources
• No focus on service
Era of
Manufacturer
• More companies
• More products
• More innovation
• Low focus on service
Era of Product
• Competitive market
• Multiple product
choices
• ‘Service’ is the key
differentiator
Era of
Customer
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External Versus Internal Customers
Customers
External
Your direct customer who
purchases your product or
service
Internal
Anyone in your organization
who is dependent on anyone
else within the organization
Is it important to be customer focused when it comes to your internal customers?
45. Confidential
Watch & Learn: Internal Customer Focus
• An example where you’ve experienced
excellent internal customer centricity from
anyone at your office.
Watch and share your observations on
Activity
46. Confidential
Having An Internal Customer Focus
Clearly understand your roles and responsibilities and align the same
to the organizational objectives
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A Customer Expects…
01
08 02
07 03
06 04
05
Resolution
A Single point of Contact
Follow-up
Information
Hassle Free Service
Ownership
Efficiency
Courtesy
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Impact Of Bad Customer Experience
It impacts the customer and your business
because every customer spreads the word of
mouth!
A l s o … I t c r e a t e s n e g a t i v e M o m e n t o f T r u t h
Who Can Change This Experience From…
You…
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Story Time... Origin Of MoT...
Carlzon defined the Moment of Truth as any time the customer
comes into contact with any aspect of a company, however
remote, he or she has an opportunity to form an impression…
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Reliability
Assurance Tangibles Empathy
Responsiveness
The willingness to help
customers and provide
prompt services
• Project a positive,
can-do attitude
• Take immediate steps
to help customers and
satisfy their needs
The degree of caring and
individual attention
provided to customers
• Listen for emotions in
your customers’
messages
• Put yourself in their
place and respond
compassionately by
offering service to
address their needs
and concerns
The ability to provide
what was promised,
dependably and
accurately.
• Make sure that you
correctly identify
customer needs,
promise only what you
can deliver
• Follow through to
ensure that the
product or service was
received as promised
The knowledge,
conviction and courtesy of
employees, and their
ability to convey trust and
confidence.
• Take the time to serve
customers one at a
time
• Provide service
assertively by using
positive
communication
techniques and
describing products
and services
accurately
• Provide a realistic and
measurable solution
to a solution/problem
with clear dates, if
applicable
Concrete solutions to
problems and specific
information for the
customer instead of
vague or abstract
assurances.
Actions
to
deliver
RATER
RATER- Achieving Customer Centricity
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How & where will you apply RATER?
Point Of Discussion
In Your Role
Customer Journey
Step
Reliability Assurance Tangibles Empathy Responsiveness Accountability
Activity
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Excellent Customer Service Entails
Engaging in
Communication
that’s impactful
Display of Empathy
with the customers
Managing them as
your most important
stakeholders
58. In each envelope there are puzzle pieces which will form squares. When the facilitator indicates it is time to begin,
the task for the group is to assemble five squares of equal size. The task is completed when each person has a
square of the same size as everyone else’s in front of him/her.
There are special rules of conduct for the exercise:
1. No one may speak.
2. No one may gesture, or attempt any other form of verbal or non-verbal communication, to signal that another
person is to give him/her a puzzle piece. In other words, no one may in any way ask for a piece.
3. Anyone may give away any number of pieces, any number of times.
Activity
Broken Square
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Elements of Communication
By Dr. Albert Mehrabian
Words : expressing something spoken or
written
7%
Voice: A specified quality, pitch and
tone of vocal sound
38%
Body language: body posture, gestures, facial
expressions & eye movements
55%
VERBAL
COMMUNICATION
NON - VERBAL
COMMUNICATION
7%
38%
55%
Activity
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Communication Matrix
Consideration for others
Clarity of communication
Low
Low
High
High
Aggressive Assertive
Accommodating
Passive Aggressive
Consideration for others
Clarity of communication
Passive
Aggressive Accommodating Passive Aggressive Passive Assertive
Lose, Win
Win, Lose Lose, Lose Lose, Win Win, Win
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Communication Gaps Identification
• Think of 1 instance per stakeholder where communication was involved
• Was the communication effective or did it create confusion?
• Can you identify the probable gaps in the said conversation?
Situation Analysis-My Interactions
Think of action points you will take to bridge the gaps identified
Activity
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The Inspector
Behaviour Traits: Introverted, Sensing, Thinking, Judging
1 Relate to an experience they may
have had
2
If you can't relate, use concrete,
specific details in describing your
past experiences of what happened
and how it made you feel
3
Rationally present facts and
logical explanations for your
side of the argument
1. They are planners
2. They are both responsible and realistic
3. They prefer to follow rules and procedures
that have previously been established
Strengths
• Detail-oriented
• Realistic
• Present-focused
• Observant
• Logical and practical
• Orderly and organized
Weaknesses
• Judgmental
• Subjective
• Tends to blame others
• Insensitive
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The Crafter
Behaviour Traits: Introverted, Sensing, Thinking, Perceiving
1
Ask probing questions to start
figuring out how they think
2
Listen to their answers rather than
convincing or attacking because
they tend to become defensive or
feel misunderstood
3
If you have any reading
material to offer them, do
share
1. They are results-oriented
2. They enjoy new experiences and may often
engage in thrill-seeking or even risk-taking
behaviors
3. They prefer to make judgments based upon
objective criteria rather than personal beliefs
or values
Strengths
• Logical
• Learns by experience
• Action-oriented
• Realistic and practical
• Enjoys new things
• Self-confident and easygoing
Weaknesses
• Difficult to get to know
• Insensitive
• Grows bored easily
• Risk-taker
• Does not like commitment
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The Protector
Behaviour Traits: Introverted, Sensing, Feeling, Judging
1. They Are Observant
2. They Tend to Repress Their Emotions
3. They Are Practical
4. They Are Creatures of Habit
Strengths
• Reliable
• Practical
• Sensitive
• Eye for detail
Weaknesses
• Dislikes abstract concepts
• Avoids confrontation
• Dislikes change
• Neglects own needs
1 Relate to an experience they
may have had
2
If you can't relate, use concrete,
specific details in describing your
past experiences of what happened
and how it made you feel
3
Rationally present facts and
logical explanations for your
side of the argument
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The Artist
Behaviour Traits: Introverted, Sensing, Thinking, Perceiving
1 Befriend them
2
Get to know what they value,
and what their core beliefs are
3
If you show them how actions
can really service their values,
they will not hesitate to jump in,
help a cause, educate, or donate
1. They tend to keep their options open, so they
often delay making decisions in order to see if
things might change or if new options come up
2. They accept other people as they are
3. They like to focus on the details
4. They are "doers" rather than "dreamers"
Strengths
• Very aware of their environment
• Practical
• Enjoys hands-on learning
• Loyal to values and beliefs
Weaknesses
• Dislikes abstract, theoretical
information
• Reserved and quiet
• Strong need for personal space
• Dislikes arguments and conflict
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The Advocate
Behaviour Traits: Introverted, Intuitive, Feeling, Judging
They are:
i. Compassionate
ii. Helper
iii. Idealist
iv. Organized
v. Both emotional and logical
Strengths
• Sensitive to the needs of others
• Reserved
• Highly creative and artistic
• Focused on the future
• Values close, deep relationships
• Enjoys thinking about the meaning of life
• Idealistic
Weaknesses
• Can be overly sensitive
• Sometimes difficult to get to know
• Can have overly high expectations
• Stubborn
• Dislikes confrontation
1 Relate to an experience they may
have had
2
If you can't relate, use concrete,
specific details in describing your
past experiences of what happened
and how it made you feel
3
Rationally present facts and
logical explanations for your
side of the argument
70. Confidential
The Mediator
1. Tend to be introverted, quiet, and reserved
2. Relies on intuition and are more focused on the
big picture rather than the nitty-gritty details
3. Their decisions are more influenced by these
concerns rather than by objective information
Strengths
• Loyal and devoted
• Sensitive to feelings
• Caring and interested in others
• Works well alone
• Values close relationships
• Good at seeing "the big picture"
Weaknesses
• Can be overly idealistic
• Tends to take everything personally
• Difficult to get to know
• Sometimes loses sight of the little things
• Overlooks details
1 Befriend them
2
Get to know what they value,
and what their core beliefs are
3
If you show them how actions
can really service their values,
they will not hesitate to jump in,
help a cause, educate, or donate
Behaviour Traits: Introverted, Intuitive, Feeling, Perceiving
71. Confidential
The Architect
1. Tend to be introverted, quiet, and reserved
2. Relies on intuition and are more focused on the
big picture rather than the nitty-gritty details
3. Their decisions are more influenced by the
concerns rather than by objective information
Strengths
•Enjoys theoretical and abstract
concepts
•High expectations
•Good at listening
•Takes criticism well
•Self-confident and hard-working
Weaknesses
•Can be overly analytical and
judgmental
•Very perfectionistic
•Dislikes talking about emotions
•Sometimes seems callous or
insensitive
1 Reference the bigger picture
2
They value information,
knowledge, and intelligence
3
Place greater emphasis on logic
and objective information rather
than subjective emotions
Behaviour Traits: Introverted, Intuitive, Thinking, Judging
72. Confidential
The Thinker
1. Tend to be introverted, quiet, and reserved
2. Relies on intuition and are more focused on the
big picture rather than the nitty-gritty details
3. Their decisions are more influenced by the
concerns rather than by objective information
Strengths
•Logical and objective
•Abstract thinker
•Independent
•Loyal and affectionate with loved
ones
Weaknesses
•Difficult to get to know
•Can be insensitive
•Prone to self-doubt
•Struggles to follow rules
•Has trouble expressing feelings
Behaviour Traits: Introverted, Intuitive, Thinking, Perceiving
1
Ask probing questions to start
figuring out how they think
2
Listen to their answers rather than
convincing or attacking because
they tend to become defensive or
feel misunderstood
3
If you have any reading
material to offer them, do
share
73. Confidential
The Persuader
1. Makes decisions quickly
2. Prefers the practical over the abstract
3. Has strong social skill
4. Acts impulsively at times
Strengths
•Gregarious, funny, and energetic
•Influential and persuasive
•Action-oriented
•Adaptable and resourceful
•Observant
Weaknesses
•Impulsive
•Competitive
•Dramatic at times
•Easily bored
•Insensitive
Behaviour Traits: Extraverted, Sensing, Thinking, Perceiving
1
Every interaction as an opportunity
to build new relationships or
strengthen existing ones
2
An open communication style that
is usually passionate, engaging, and
enthusiastic
3
If you think they’ve got
something wrong, don’t hesitate
to show them their error
74. Confidential
The Director
1. Tend to place a high value on tradition, rules,
and security
2. Frank and honest in sharing their opinions
3. At times appear critical and overly aggressive,
particularly when other people fail to live up to
their high standards
4. Have a take-charge attitude
Strengths
•Practical and realistic
•Dependable
•Self-confident
•Hard-working
•Traditional
•Strong leadership skills
Weaknesses
•Insensitive
•Inflexible
•Not good at expressing feelings
•Argumentative
•Bossy
Behaviour Traits: Extraverted, Sensing, Thinking, Judging
1
Data is the best way to win them
over
2
Communicate an idea with them,
with data and research, and aim to
argue your point with supporting
evidence
3
Avoid emotional appeals, unless
you can explain why emotions
matter
75. Confidential
The Performer
1. Tend to be very practical and resourceful
2. Warm and talkative
3. Flexible and spontaneous
4. Practical and sensible
Strengths
•Optimistic and gregarious
•Enjoys people and socializing
•Focused on the present,
spontaneous
•Practical
Weaknesses
•Dislikes abstract theories
•Becomes bored easily
•Does not plan ahead
•Impulsive
Behaviour Traits: Extraverted, Sensing, Feeling, Perceiving
1
Every interaction as an opportunity
to build new relationships or
strengthen existing ones
2
An open communication style that
is usually passionate, engaging, and
enthusiastic
3
If you think they’ve got
something wrong, don’t hesitate
to show them their error
76. Confidential
The Caregiver
1. Needs approval
2. Tends to make decisions based on their
Emotions and concern for others
3. Tends to judge people and situations based
upon their "gut feelings.“
4. Derive their value system from external sources
Strengths
•Kind and loyal
•Outgoing
•Organized
•Practical and dependable
•Enjoy helping others
•Conscientious
Weaknesses
•Needy
•Approval-seeking
•Sensitive to criticism
•Dislike change
•Intolerant
•Controlling
Behaviour Traits: Extroverted, Sensing, Feeling, Judging
1
To convince them of something,
explain how doing so stands to
benefit the larger group
2
If they can imagine their experience
through the eyes of someone else’s
well-being, they are more likely to
listen
3
If you think they’ve got
something wrong, don’t hesitate
to show them their error
77. Confidential
The Champion
1. Have excellent people skills
2. Prefers to focus on the future
3. Can also become easily distracted, particularly
when they are working on something that
seems boring or uninspiring
4. They are flexible and like to keep their options
open
Strengths
• Warm and enthusiastic
• Empathetic and caring
• Strong people skills
• Strong communication skills
• Fun and spontaneous
• Highly creative
Weaknesses
• Needs approval from others
• Disorganized
• Tends to get stressed out easily
• Can be overly emotional
• Overthinks
• Struggles to follow rules
Behaviour Traits: Extraverted, Intuitive, Feeling, Perceiving
1
Understand their process and
give them space to change their
mind a lot
2
Give them information and share
your thoughts, but really embrace
the answer-seeking process with
them
3
Talk through possibilities with
them
78. Confidential
The Giver
1. Have great people skills
2. Are great at encouraging other people
3. They do need time alone in order to assimilate
and organize their thoughts
4. They are flexible and like to keep their options
open
Strengths
• Outgoing and warm-hearted
• Empathetic
• Wide social circle
• Encouraging
• Organized
• Affectionate
• Persuasive
Weaknesses
• Approval-seeking
• Overly sensitive
• Indecisive
• Self-sacrificing
• Rigid and uncompromising
• Overprotective
• Manipulative
Behaviour Traits: Extraverted, Intuitive, Feeling, Judging
1
To convince them of something,
explain how doing so stands to
benefit the larger group
2
If they can imagine their experience
through the eyes of someone else’s
well-being, they are more likely to
listen
3
If you think they’ve got
something wrong, don’t hesitate
to show them their error
79. Confidential
The Debater
1. Tend to take in information quickly and are very
open-minded
2. They spend time making connections between
various complex relationships
3. They do need time alone in order to assimilate
and organize their thoughts
4. Always coming up with new and exciting ideas
Strengths
• Innovative
• Creative
• Great conversationalist
• Enjoys debating
• Values knowledge
Weaknesses
• Can be argumentative
• Dislikes routines and schedules
• Does not like to be controlled
• Unfocused
• Insensitive
Behaviour Traits: Extroverted, Intuitive, Thinking, Perceiving
1
Understand their process and
give them space to change their
mind a lot
2
Give them information and share
your thoughts, but really embrace
the answer-seeking process with
them
3
Talk through possibilities with
them
80. Confidential
The Commander
1. They have strong verbal skills
2. Prefer to think about the future rather than focus on the
here-and-now
3. Place a greater emphasis on objective and logical information
4. They are the planners
5. Highly rational, good at spotting problems, and excel at taking
charge
Strengths
•Strong leadership skills
•Self-assured
•Well-organized
•Good at making decisions
•Assertive and outspoken
•Strong communication skills
Weaknesses
•Impatient
•Stubborn
•Insensitive
•Aggressive
•Intolerant
Behaviour Traits: Extraverted, Intuitive, Thinking, Judging
1
Data is the best way to win them
over
2
Communicate an idea with them,
with data and research, and aim to
argue your point with supporting
evidence
3
Avoid emotional appeals, unless
you can explain why emotions
matter
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Time To Introspect
82
• Create a list of your stakeholders in
your diary
• Plan your conversation with your
stakeholders keeping their personalities
and what would work with them
Think About It
Activity
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• What did you observe?
• Does your role demand you to influence,
convince & motivate people?
• What according to you are the elements of
an impactful communication?
Watch and share your observations on
Watch and Learn
Activity
84. Confidential
• Both teams to cross the lava river forming a human
chain only
• Cross lava river only by stepping on lava resistant shafts
cum A4 sheets/Boards
• Foot should not come out of shaft, else disqualified
• In case the chain is broken, you have to re start from the
start point or leave the member who broke chain
Lava River
Activity
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Key takeaway:
• Collaboration, open communication, trust, sharing resources, creativity,
accommodating for common goal, farsightedness
Behaviours exhibited:
• Engaging customers
• See them as partners
• Explore ways to push boundaries and see differently
• Embrace new solutions
• Optimise resources
• Strategically position in new spaces and welcome everybody’s opinion
• Take calculated risks and be bold to achieve task
Takeaways
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"Rapport is the ability to enter someone else's world, to make him feel that you
understand him, that you have a strong common bond."
– Motivational speaker Tony Robbins
Building Rapport
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How To Build Rapport
Use the name:
It helps in establishing relationship
Everyone likes hearing their own name
Shows that you value the person
Eases out the transition to ‘Unwelcome Information’
Involve the customer
Create a two way dialogue
State the ‘What’ and ‘Why’ of your action steps
Vocalize the positive effect your action will have on the customer
88. Confidential
People I work with
Relationship I hold with them
Things I will do to ensure fostering of rapport
Take It To Work MAP
Activity
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Stakeholders who you should take into
consideration are those:
Who will be affected (positively and
negatively) by your project
Who has an interest in your project
Who has power over your project
Who wants your project to fail
Who wants your project to be successful
Stakeholder Identification
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Identify Your Stakeholders
On your whiteboard, large sticky pad, or
virtual whiteboard, identify people involved
with or impacted by the project. Make sure to
include specific names and roles. Do this
individually and silently at first.
Activity
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Converge And Discuss
• Look at all the people you’ve identified so
far. Are there any that overlap?
• Did you miss anyone?
• Come together as a team and make sure you
have all of your stakeholder documented
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Make Connections
• Begin drawing lines with arrows connecting
the people
• Describe the relationships between them.
You can also cluster, circle, and label related
groupings
• Draw arrows between the clusters to
describe relationships between groups (ex.
sales to product management)
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Stakeholder Analysis & Mapping
Creating a power interest grid, you can
decide which stakeholders you should
spend most and least effort on.
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Play Back And Discuss
• Identify any emerging themes.
• Who stands out?
• What relationships stand out?
• If you’re mapping out a user’s stakeholders
instead of your own, make sure to validate your
observations with people if they weren’t involved
in the activity
Activity
97. Confidential
Try It Yourself
98
• Evaluate the stakeholders in terms of
the power and interest they have over
your project
Think About It
Activity
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Let It Persist
Refer to it to identify who you need to consult
for important decisions, or who to invite to a
Playback or workshop.
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Importance of Stakeholder Management
• Building trust
• Building better relationships
• Being prepared for questions
• Risk management
• Better budgeting
• Accountability
• Quicker decision making
• Keeping people informed
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Communication and Stakeholders
Stakeholder management focuses on
continuous communication with
stakeholders.
This helps in understanding their needs
and addressing issues as they occur.
Managing conflicting interests
immediately is one of the key
responsibilities here.
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Effective Communication Strategy With Stakeholders
Make sure all
information
regarding your
project is
presented in a
transparent way
Communicate
with stakeholders
in the manner
that works best
for them
Do not judge what
your stakeholders
value, instead seek
to understand why
Provide feedback
to stakeholders on
how their interests
and issues are
addressed and
resolved
Keep a careful
record of all aspects
of stakeholder
communications
that occur over time
107. Confidential
Stakeholder Planning
Develop a communication plan for each
stakeholder profile. The plan should
specify information such as:
• The type of information that should be
communicated (the key message)
• The engagement approach
• The communication channels (e.g.: emails,
newsletters, video calls etc.)
• Frequency of engagement and the phase of
the project
108. Confidential
Try It Yourself
109
• Create a stakeholder engagement plan
• Consider the following while doing so-
needs, interests, goals, responsibilities,
level of power and interest,
communication channels etc.
Think About It
Activity
110. Confidential
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