d.MBA, what’s next?
How will I use the knowledge gained during the course in the real world?
After the awesome 5 weeks of the course, where we learned by rolling up our sleeves and diving into real world case studies, we’ve reached the end. Now, the last task is loop back through the entire course. Let’s revisit the lectures and all the work we’ve put in. The goal? To figure out which bits of this learning adventure I can take with me into the real world, into my day-to-day role at TIER mobility. So let’s start!
ABOUT ME
Hey there, I’m Martina! Right now, I’m wearing my product designer hat while swimming in the operations pool of TIER mobility. I focus on making our internal products, cutting costs and keeping operations in top gear. I’ve been working for three different products, and currently, I’m all in on the SHELTER app.
ABOUT SHELTER APP
The SHELTER app is our backstage pass for mechanics at the warehouse. They use it to unlock vehicles, note damages, and dive into analysis and history pages for a deep diagnostic dive to fix any issues.
Back in the day, what set TIER apart from the competition was our operations. We were focusing on vehicle longevity, stretching it to a solid 5 years while the average competitor vehicle life was only 2 years. It was a real game-changer to cut our costs and promote an eco-friendly approach!
MY d.MBA LEARNING
During the d.MBA, we got a big-picture view of some key business topics, focusing on six main subjects.
- Business Empathy
- Business Strategy
- Business Models
- Prototyping with numbers
- Business & Design Metrics
- Design your impact
If you want to know more in detail about the course and my experience I invite you to have a look at my previous Medium article, in which I bring my personal journey through the course.
In this article I will focus on how I will apply the learnings. I will try to explain my approach before and after this course.
HOW WILL I APPLY MY LEARNINGS: HARD SKILLS
Business Empathy
Before the course, as a UX Designer, when the word “empathy” came up, my mind immediately went to customer empathy or user empathy. Business empathy wasn’t even on my radar. I rarely considered the business structure or decisions made by the folks on the business side of things in my company. I was focused on the app and the user, sometimes viewing stakeholders as adversaries.
Post-course, I’ve expanded my horizons. Now, I navigate the competitive arena, conducting in-depth research on direct, indirect, and potential competitors. I’ve broadened my approach, delving into a more comprehensive understanding of how competitors tackle customer goals. Knowledge is indeed power. So, by understanding more about other businesses, I feel confident that I can propose solutions that go beyond the confines of the app I’m working on, taking a more holistic view. It’s all about seeing the bigger picture!
Business Strategy
Strategy is choosing what to do and what not to do. Before the course, I knew the term “strategy,” but I didn’t see myself in a position to discuss it. Post-course, I decided to inquire internally about whether we had a product vision or goals for our app. Surprisingly, the answer was a straightforward “no, we never start with a product vision.”
This initiative has now landed on my to-do list. I sense a lack of clear understanding about the app’s purpose. Stakeholders are suggesting features that might conflict with the app’s essence. Without a defined strategic goal, it’s challenging to form a solid opinion. I’m teaming up with my manager to bring some clarity to this aspect.
Business Model
Business models explain how companies create, deliver and capture value.
Working on an internal app rather than a consumer app means that I’m not currently fixated on business model types like Long Tail, Razor & Blade, or Freemium. However, one aspect from the lectures that caught my attention is the ecosystem map. This map, a kind of service blueprint, illustrates the flow of money, goods, information, and the involved actors. It seems like it could include other valuable details as well.
In the context of my work at TIER, where a major concern is the scarcity of spare parts from a key supplier, I’m eager to explore how we can enhance the efficiency of our supply chain. I believe that the ecosystem map, along with specific research, can be a powerful tool for gaining a comprehensive overview of our operations. Let’s see where this exploration takes us!
HOW WILL I APPLY MY LEARNINGS: SOFT SKILLS
Research
Before the course, my research mainly revolved around user research and stakeholder interviews. Now, I realise there’s a whole world of discovery before diving into solutions. The course opened my eyes to new sources like Crunchbase and TechCrunch, which I hadn’t considered before.
As I take my first steps post-course, my plan is to delve deeper into understanding my company — its victories and setbacks. I want to understand the decisions that have shaped our journey so far, articulating them more effectively. This deeper insight aims to boost my confidence and follow the way for more informed and impactful contributions.
Making Hypothesis
In the d.MBA, we embarked on a fascinating journey of research and hypothesis-making. For example, in the Business Empathy module, we envisioned possible futures by considering political, economic, social, ecological, and technological perspectives. For instance, Beyond Meat’s journey started ten years ago when they anticipated the social and ecological trend of reducing meat consumption.
Then, in the Business Models module, we got hands-on with testing. After articulating a business model, our challenge was to identify the riskiest assumptions. We played the hypothesis game, brainstorming ways to challenge those assumptions, ensuring our business ideas were robust and ready for the unpredictable road ahead. It was all about fine-tuning and future-proofing our strategies.
Thinking
have to admit that over the past year of work, due to various reasons I won’t go into here, I found myself working on autopilot. Many times, it was the typical routine: receiving requirements, going through (or sometimes skipping) the research phase, creating wireframes, testing, and polishing. Looking back, I realize I didn’t invest much time in thinking deeply, making hypotheses, or considering the big picture.
After completing this course, I feel a renewed sense of motivation to break away from the usual process. I’m now more inclined to take my time, ponder, re-think my approaches, delve into research, and ask the important questions. It’s a shift that excites me, pushing me towards a more thoughtful and strategic way of working. Here’s to embracing this newfound inspiration!
Ask Questions
The “d” in the school’s logo not only stands for Design but also cleverly portrays a person with a raised hand, in the intention of asking a question. It’s a sign that connects with me as I figure out if I’m more of a shy or outgoing person, always dealing with a bit of self-doubt. Throughout my life, I’ve often shied away from asking many questions, especially to those I perceived as “higher” than me. The fear of making a gaffe or appearing inadequate held me back.
Admitting there’s some ego work to be done, what I truly valued from the entire course was the encouragement to ask questions. It was an invitation to keep curiosity alive and be hungry for knowledge. Moving forward, I aim to carry this approach into real-life situations and work, pushing beyond mere requirements and striving to dig deeper. It’s a commitment to embrace curiosity and foster a culture of continuous learning.
