Help Me With Sign Illinois Banking Presentation

Help me with industry sign banking illinois presentation fast

now without any further delay coming to tonight's session on innovation frameworks and product management let me give an introduction to our acclaimed and admire speaker for tonight mrs jayashri ayo jaishri has 20 years of experience in the u.s banking industry in product management product innovation risk and fraud prevention customer relations and operations most recently joshri was a vp of product management with suntech business solutions prior to joining suntech she worked as vice president of innovation for wells fargo apac before joining wells fargo joshie worked as director of risk management products and services at invested yearly where she led product management of the state of the art risk management product jay shree is a certified ach professional from nacho and has been granted two united states patents jaishti is very passionate about empowering women and is a frequent speaker in women's leadership forums she is an avid music listener of indian classical music and comes from a family of wiener clears she also loves to write short poems during her spare time a very warm welcome to you jayashri we are absolutely thrilled to have you here with us tonight handing the session over to you now hello everyone uh good evening thank you sharma for that uh lovely introduction um thank you so much to each one of you who decided to join in our discussion today on innovation frameworks and product management i really appreciate your presence thank you so i'm super excited to share my understanding the experiences and knowledge that i have gathered through these years uh with you and um let me go ahead and share my screen in just a second all right so um our focus of the discussion until we reach the top of the art today is uh going to be around innovation frameworks how to apply them how to innovate systematically and finally the most important thing how to tell your innovation story to the rest of the world so that they can see it the way you want them to see understand and appreciate the nuances and uniqueness of your idea or solution as it is meant to be so let's start by looking at why innovation matters now more than ever as we all know companies do rely on innovation as a means to grow and prosper the survey conducted by product development management association shows that products introduced in the last five years contribute to 30 to 50 percent of the revenues this number is particularly higher in high-tech industries and probably lower in services industries so i want to highlight to you about two very important trends that i think are really important for organizations today as we talk about innovation let me tell you the story that my professor sarah beckman from haskell narrated when she was explaining this concept to me first i'm going to tell you a story which was published in the book called the race against the machines by a couple of mit faculty members the authors have done an exceptional job in helping us understand the magnitude of change that is facing us so this is the story of cesar cesar according to legend invented the game of chess as a reward for inventing the game he asked the king that he be rewarded a chess board of rice he told the king he will have one grain of rice in the first square two grains in the second square four grains on the third and so on the king not really extrapolating much beyond what he heard readily agreed as the request seemed to be very modest to him so at the end of the first row of the chessboard sasab will get 128 grains of rice which seems modest king asked his people in the court to do the extensive calculation to see how much rice was needed to fill the last square on the far side of the chessboard people came back and showed the calculation to the king king was surprised to realize that the last square of the chessboard needs to hold the number of grains that is equal to the size of mount everest so how is the story related to the trend that i promised i was going to talk about today we are probably halfway across the chessboard and dealing with rapid change in technology out there at the horizon is probably mount everest with unknowns that is waiting for us with the whirlwind of changes technology is bringing us things at the tipping point tend to look normal the big question is are we ready for what comes next now we could approach this future with fear and or turn around and ask what's our opportunity here what can we do with all of the things that are changing exponential thinking does not come naturally to us you know we are all prone to linear thinking the technological advancements have given new meanings and dimensions to the word viral while i was growing up i've heard the word only in the context of getting a fever today as you all know this is not the case people become overnight sensations inventions and innovations touch and change people's life like it has never happened before it has completely redefined the way we know about modern society toppling of governments redefining the education system bringing best possible treatments in the healthcare system the various kinds of entertainment applications that we see today the various instant messaging and communication systems that we have are just some of the examples of accelerations happening in the technology world affecting us positively so all of these things suggest that there is a mount of rest out there with a whole lot of technological advancements coming our way in a much accelerated and exponential fashion we are left to grapple and innovate going forward in this particular state this is the first trend that i want to highlight the second trend that i want to highlight stems from the work that pine and gilmore did in their famous book experience economy they argue that we have reached a point today through the customizations and differentiations that we provide in our products and services and solutions we have already moved from extracting commodities to making goods to delivering services and we have reached two staging experiences once we go beyond staging experiences we reach the guiding transformation stage as you know all the companies today are focusing on providing digital transformations to their customers the common understanding that needs to be there while we talk about providing guiding transformation is that transformation is a set of customized experiences designed to guide your evenings [Music] let's take the example of khan academy khan academy transforms the learner from their current state to a state where they become more knowledgeable where they become more confident to face interviews and exams and thereby providing a new future which otherwise would not have been possible for them so how does khan academy achieve this the learner can view the same content as many times as he or she wants until they get the concept clear in their head this explains that the platform is totally customizable to the learner's needs thereby transforming the learner so today we are faced with the technological acceleration and the need to provide transformative experiences or the transformational experiences to our customers so these two trends are actually pushing organizations to shift their focus in solving the kind of problems that they need to frame and solve so from the straightforward problems like say 4 plus 4 equals what everybody knows the answer is 8 companies are now trying to solve problems like what plus what equals 8 where there are number of multiple options available as answers so we typically classify these kind of problems which has multiple right answers to it as wicked problems these wicked problems are characterized by volatility uncertainty complexity and ambiguity so innovation is about the ability to take on these wuka problems to fight with them to understand them and to creatively come up with future scenarios and ways of dealing with them so what are we going to do as part of our discussion today is to look at framework for this innovation tools and techniques that can help us to come up with multiple solutions to any weaker problem that we want to solve and that can also help us to innovate and solve customer problems in multiple different ways so we may ask what is at the heart of innovation so what lies in the heart of innovation is our ability to frame and reframe the problems and the opportunities by actually seeing the problems in different perspectives it enables us to come up with different solutions let me take you through an example to understand this better let's look at the two vacuum cleaners which is used for cleaning how are how they are redefined or how they reframed the cleaning problem so if you look at the dyson vacuum cleaner on the left and the roomba by irobo on the right you can see that the two organizations have perceived the problem of house cleaning in two different ways dyson on one hand needs to be handled by a person literally somebody needs to use the vacuum cleaner it needs to be plugged into a power source while you're vacuuming and dyson says that we believe in sucking up as much dirt from the floor and hence provide an exceptionally clean house roomba on the other hand came and said the story that hey our vacuum cleaners can detect edges and stairs it is wireless it does not require human supervision or human intervention while cleaning and let us do the cleaning while you get on with your life so this fundamental shift in cleaning the floor on whether i want to do it myself or let the machine do the job for me is a classic example of reframing the problem statement so that's great now you may think how do i exactly reframe a statement we are now going to look at the basics of the innovation framework that will help us understand how to do this easily there are number of innovation frameworks available for today's discussion i've chosen the one from the illinois institute of design this is a model that toggles between analysis and synthesis that is between asking why and asking how and it toggles between operating in the concrete world and the abstract world in the concrete world we are living amidst data and experiences and in the abstract world we are living in our heads with our assumptions all right so let me now take you through the core elements of the innovation cycle and the process of really framing and reframing the problems we are starting with the lower left hand corner of the quadrant this is the world of asking why again this is in the concrete world of asking why and in order to explain this i would like to tell you the story of [Music] fish and water one day two little fishes were swimming by a big fish was swimming and coming towards them in the opposite direction when the big fish reached the small ones he asked hey guys how is the water the two little fishes swam by and one of them ask the other water what is water what is he talking about the point i am trying to make with the story is that the most important obvious realities are often the ones that are hardest to see and talk about we live with a lot of assumptions so the observation quadrant is really the ability to see the water which means see the reality around us and understanding the gap between perceived or assumed reality and the actual reality itself when we start seeing reality in the way it is supposed to be seen when we start when we see it the way it is supposed to be seen we will be able to reframe the problems easily so once we have lived in the observation quadrant and see the water understand the environment and understand the obvious we would have gathered a lot of data in various forms and we need to make sense out of this data right all so so let me ask you a question i'm asking you that can you please build a bridge for me well you will come back and give me all the different options that are available for for bridges then you may choose to ask me je sri why do you need the bridge in the first place then i may say that well i need to go to the other side of the water body okay then if you ask me again why do you need to go to the other side of the water body i may say that i need to take a message to the other side of the water body i need to send a message so most of you will now be thinking that there are so many different ways of messaging possible now why do you need a bridge for that you're absolutely right so that is precisely what we do in the insides quadrant we are still asking the why question we have data from our observation work and we are trying to derive understanding of why people need what they need and want what they want what assumptions we have made about our customers our company our industry to be able to see things in a new or different way so that's the why side of the model we are talking so far as we move into the house side of the model we take the insights that we have gathered and imagine leveraging them or turning them into solutions this is the idea quadrant so in this quadrant still in the abstract space we think about diverging and converging diverging is the activity of coming up with as many solutions as possible and converging is the activity of selecting from those solutions the most common mistake that a whole lot of us do is trying to mix divergence and convergence together at the same time in this space it is very important that we start to think about alternative future states so let's assume that we have lots of great ideas whether these ideas will solve the customer problems the way we thought we need to find that out right so we need to do some experimentation to figure that out you all would have heard about a rapid prototyping and that's what at the heart of the lower left hand corner sorry lower right hand corner so it is this cycle that we are going to look at in detail as we move along today and we will look at how the different pieces of these four quadrants work by themselves and together and how the cycle is iterative and not linear great so now that we know that there are four quadrants to the innovation cycle let's look at the first one the observation quadrant here we are actually trying to take a deep dive into the context of the problem that we are trying to address we need to understand all of the challenges from different perspectives the tim brown the partner from ido firm says the assumption that you got to have a business case before beginning to explore something really kills a lot of innovation at the heart of observation is understanding people what and what they really need so how do we achieve this we need to forget about our organizational restrictions our lack of capabilities or our lack of capabilities there should not be any restrictions and we need to start focusing fully on the issues or the problem statements alone when aj lovely took charge as the ceo and president of procter gamble everyone was looking at him uh to come up with a list of things the organization needs to do to take the company to the next level what he did instead was to sit with almost every employee he observed them he understood and prioritized the existing problems not the way he wanted to see it but the way the organization is seeing it so that the actions can be taken collectively this notion of trying to get into someone else's shoes and trying to see the problem the way they see it is what's the core of observation quadrant further if we think what are we trying to learn when we do the observation work is it is that observation helps to understand the needs to the levels of use usability and meaning let me give you an example imagine a rural village in india where women gather around and sing folklores and also grind a lot of wheat to make atta so if we were to look at the needs of these women we can see that as i said before they there are three levels of the needs one is the use the usability and the meaning when the the explicit need is that there needs to be an efficient process to make arta at the most basic level there needs to be a use-based need so in this case the the explicit need is that the task the what is the task that needs to be solved what's the work that needs to be done etc in this case one could argue that the women need wheat to grind atta or the floor and food that they make out of this atta f r their to feed their families so all of these are use-based needs at different levels the next step is the usability which is access to the use of the solution in this case it could be pure ergonomics because the women need to bend over to make the atta and the cognitive sense as well to uh as to how the the machine needs to be used the need at the meaning level actually talks about the cultural nuances the emotional resonance and the expectations to understand the needs at the meaning level let's assume that we are talking to these women and we are asking them to explain to us uh how does their typical day goes by you know what is it that they are doing while they are grinding the wheat to make arta to make food so this is what um we heard they said um this is a hard time consuming job for us we sit and pound wheat we gossip and we school the children who are playing nearby and we then make food for our family the children playing nearby can hear our stories and our songs and to pass time the um we tell stories and sing the songs of our people and how we live in this world so if we look at the meaning level it actually talks about the cultural nuances and so not only are they making atta from wheat they are also imparting education through stories and songs to the children playing nearby this is what is hidden inside the needs at the meaning level so we see that observation helps us to understand the needs at the use the usability and meaning levels they also help us to understand the intangible attributes the broader context and desired outcomes so tom kelly the leading innovation speaker um says that you can actually make people feel like they are heroes if you take time to observe the way they are interacting with your product so this notion of making people feel like heroes is only possible if one understands what would make them feel like heroes what do they care about and what matters to them and design solutions that can cater to this particular need a specific tool that you can use for observation is ethnographic interview the beauty of this tool is that this can be used internally and externally we are all used to fact-based or data-based interviews and conversations ethnographic interview is completely focused on people's feelings or emotions their needs their wants one way to look at the ethnographic interview and how to go about it is to follow the framework that mckinsey and company came up with it's called the duet the d into it stands for differing your own agenda and judgment as you enter into a conversation with the interviewee try to shift your mindset so that you can step into their lives let me give you an example different groups of students were observing people doing you know various transactions in atm and they observed that most of them after finishing the transaction printed the receipt looked at it crumbled it and put it right in the dustbin they were thinking this is really stupid but when they spoke to people and asked them why are they doing what they are doing they were able to understand that there is a lack of trust and then the people needed confirmation that the action has actually happened through the atm machine so the printed receipts actually provided them with that confirmation that they needed and now moving on to you in the duet framework you stands for about unlocking your interviewees world by being curious and thus exploring the richness of their world let's take the example of a fast food joint do we know what motivates people to make the same burger over and over again or the same milkshake or the same fries following the same exact process what is it that they take pride in you know what part of their job do they adore and what is it that they hate the most for someone who does not live that employee's life they may find this whole job itself very boring but when you interview such people you need to be patient long enough to understand the details and unlock their world e is to engage in a in the interview with empathy that means listening to what is said and what is not said and to the feelings and the emotions you know once when while we were in a tax office um we saw that their systems were highly siloed and while observing one of the employees we found that he was entering data into one computer system then he shuts that he goes to another computer system he enters the same set of data when we observed that and we asked him why you know are you entering the same set of data you're duplicating your effort we asked them that question let me tell you the the expression he gave to us was priceless so we learned and understood the regulatory requirements that mandated the system's needs to be siloed and when we had the opportunity to develop new solutions for that firm this learning actually came a lot handy finally the t in duet is to trigger new insights not just for you as the interviewer but for your interviewee as well so once in a interview uh with a couple about solar panel installation on their roof one of the couple was not convinced about roi and the other was saying you know i want to do it because i want to be part of being the larger good so as a result of this unreconciled difference the solar panel is still not installed on the roof here the interviewer got the new insight on how to approach a couple when both their decisions matter the couple themselves got the insight on how each of them advocated when it came to home matters these are things um which generally we don't think about because we think it is obvious and we we don't talk about it much so here are um a few quick uh tips for unlocking your interviewees world you know you can ask instead of asking closed ended questions where the answers are typically yes or no try to ask open-ended questions where you know questions that are typically beginning with what where how you know tell me about you know a situation like that so um with closed questions um what happens is we only get specific information and with open-ended questions the it leads to a broader set of potential paths and options for the dialogue especially um similarly with fact-based questions they focus on factual or analytical information but emotion based questions um focus more on the emotional topics or the considerations and it can help build clarity to what is going on under the surface of an interaction now uh the problem oriented questions versus future oriented questions problem oriented questions actually tend to focus on what has happened in the past um you know it is often focused on undesired negative or or challenging outcome and it focuses discussions on specific issues or topics future oriented questions on the other hand inquire about what could be possible in the future or what has worked well in the past that can be taken forward to the future so future oriented questions helps to unlock energy it helps to unlock ideas creativity and it actually can shift emotional state to be more positive so ethnographic interview is not the only tool for conducting observation but this is the most powerful tool for conducting observation let's now move into the second phase of the innovation cycle which is generating insights so we would have collected a lot of data through our ethnographic interviews so what do we do with this data we need to find things that are not obvious in the first place we need to look for patterns and create hypotheses as to why those patterns exist and finally we need to make sense of these contradictions that you see in your data so there is a video called powers of 10. i highly recommend you to take a look at this video called powers of 10 when you get a chance that video portrays it very clearly that problem can be looked or a problem statement can be looked at many different levels so this classic example is what is at the heart of generating insights so you have collected data you have gained some insights what do you do with these insights once you have gained it so what we are really trying to see is something our competitors haven't seen the way of this way of looking at my customers or employees or internal or external stakeholders allows us to then craft actionable statements that frame in opportunities that other people haven't discovered yet so in that process we create new windows of opportunities new ways of thinking thus to be able to come up with ideas or solutions in a very different manner marcel prist said the real voyage of discovery consists of not in seeing new landscapes but in having new eyes this is really the crux of insight seeking process that we are talking about here now let's look at the framework or tools that we can use for getting insights we are going to look at this tool called the customer empathy map customer empathy map identifies what your customers say and do which is this say and do is as you're observing them what do they literally tell you and what are they doing what are what they hear meaning who is influencing them who is talking to them what is going on around them what do they see which addresses the environment in which they are sitting and finally what do they think and feel which often is associated with the body language and behavior that you notice when you are having the conversation with them let me give you an example so assume that you need to come up with a solution for teenagers to focus on their studies so especially in this current state where all the education is online there is a lot of distraction and children find it difficult to focus assume you are given a task to come up with a solution that will help children to focus on their studies so let us go through the customer empathy map for teenagers in an you know upper middle class affluent community under what they say and do you can see that those children already have a comfortable life their own room probably a good house to stay many different kinds of internet devices access to internet and websites and social media platforms they say they will study well and score great grades in fact most of the time is spent on social media chatting etc what is it that they are hearing they are at a very vulnerable age where they get crushed by peer pressure the rebel attitude the ability to push parents and teachers heroic deeds done by their friends depending on the friends this impact can be positive or negative what do they see they see comfortable life they see parents working hard they see that all their needs are taken care of they see that they are getting compared with other children who don't have such comforts but what do they think and feel they think they are not accepted they think their ways of living and priorities that they are setting are not being understood by their parents their approach is radical finally they feel left out so in order for you to come up with a solution that will help them to focus the customer empathy map is a key driver in organizing data which will help you to think about all the other dimensions of the customer stakeholders life when you are trying to deal with a particular problem statement now this brings us to the third quadrant which is the idea quadrant so we are essentially coming up with a bunch of different ideas whether those are business model ideas product ideas solution ideas etc essentially all those ideas that can be taken to the customer to get feedback this helps to see alternative future states as that's the whole purpose of the idea quadrant we spoke about two trends in the beginning remember exponential acceleration the technology is bringing us and the transformative experiences that we need to provide to our customers so in this quadrant we are looking at how to cope up with these trends and at the same time how to position our product or solution competitively so what is the secret of generating ideas we taught about divergence and convergence but how do we actually do it so let's take a look at concept generation first so we start the concept generation process with some statement starters what are statement status those are sentences starters that starts how can we or how might we in what ways might we deal with this etc are some examples of the statement starters so let me give you an example to explain this further let us take the case of garbage that we see on the roadside the way we start would be to ask question how might we deal with the garbage on the roadside as i just mentioned different point of view matters to us here in this particular case we need to bring in the points of view um from a garbage collection standpoint from a garbage disposal standpoint how the homeowners are dispensing off their garbages are they throwing it on the road how the shopkeepers are dealing with the garbage from their shops how are people who are walking or traveling on the road are they spilling garbage on the road what is the garment doing to stop this so the way we start the concept generation is by asking the question is by trying to bring in the different points of view and thereby collectively solving the problem and generating as many ideas or concepts for a better solution linus pauling once said the best way to have a good idea is to have lots of ideas so let's look at how to generate diverging ideas so the rules are pretty simple you need to defer your own judgment you need to strive for quantity you heard me right quantity not quality seek for wild and unusual ideas build on the ideas of others and be as visual as you can be so in this particular instance i would highly recommend to have a facilitator in the room as you know from experience we have seen that the most difficult rule to follow and implement is to defer one's own judgment it's highly recommended to start with silent brainstorming here you start off writing your ideas one for post-it note this actually gives everyone um a level playing field to begin with and individuals can write much more quickly than the facilitator trying to create to capture each person's idea once all these ideas are up on the wall then we start clustering similar ideas and through clustering we can also add or build on others ideas and maybe start conversations on missing pieces if any right great now we have lots of ideas we have a wall full of ideas right now how do we converge back so here is the secret the goal of converging or concept selection is not to select the best concept but to develop the best concept some of the useful tips to remember here are you need to be affirmative you need to be deliberate you need to check each ideas against the problem that you started with you have to improve ideas by picking may be pieces from multiple ideas and finally you need to consider novelty you once you converge again i'm telling you the convergence process is not to select the best concept from the wall of ideas that you have but it is to develop the best concept that can solve your problem statement all right we are now ready for the fourth step which is the experimentation process the most important mantra here is fail fast as fast as possible that is the key to your success this requires that experiments or tests are done repeatedly as many times as possible and the best way to explain this in a nutshell is through what's called a marshmallow challenge many of you probably already know about the marshmallow challenge so in the marshmallow challenge what happens is you are given about 20 pieces of spaghetti a piece of string one marshmallow and then you are told that you have a set amount of time maybe like 18 to 20 minutes um to use these resources and build the tallest free standing structure you can with which will balance the marshmallow on the top so this is a very fun exercise and this is used to teach and develop individuals with respect to the attributes of collaboration innovation and creativity the marshmallow challenge reminds us that in order for a project to be success in order for your experimentation to be successful we need to identify the assumptions we are making in the project and test these early on and more importantly often in the marshmallow challenge individuals naturally assume that the marshmallows are light and fluffy and will easily be be supported by the spaghetti sticks but when building and testi g the structure the marshmallows do not end up being so light so the question here to consider is how are um how how does the success vary while doing this experiment you know are um are business school students doing this better than lawyers than kindergarteners or architects are better or ceos are better so this is what the results are telling us so you know we are we are all born with an innate creativity and curiosity the problem is that as we grow up we unlearn these natural responses instead we believe that we should be more systematic rational and when we face situations such as this um and the challenge results show that it does not actually work so well our approach doesn't work well so please be curious that's what cultivates creativity all right now that we have seen how to do experimentation the most important thing that is left for today for our discussion is um sending your experiment results with conviction right you can do that in different ways how do what's the preferred method of doing that we do that through storytelling when we are absorbed in a story you know when you are reading a story we drop our intellectual guard completely so as people get immersed in a story they really start to understand and perceive what's happening right you would have experienced that great now let me take you through how to create a story for your tested ideas so if you look at a regular story or a movie there is a main character right the hero or the heroine while we are watching the movie we tend to relate ourselves more to this main character and we will easily be able to fill in their shoes in our innovation story who is our main character yes our main character is our customer the power of taking the story approach is that it forces you to think about the customer in a classic story once you have your main character what we look for next is what is their motivation right what makes them alive where do they want to go once you understand the motivation you will start empathizing with the character more you may or may not like the character as such but you will you will start to understand them more in our innovation story motivation is the motivation of the main character is what is customer insight of the customer so what makes your what's the data from the observation quadrant that we ah when we are analyzing that we get what is it that telling about the customer that's the motivation for the customer so when you understand more about the customer you can see where the customer wants to go right now comes the crux of the story conflict each story each movie that you watch there are conflicts or hurdles that the main character navigates through so drawing parallel to the innovation story we go through the observation we generate insights we generate ideas we do the experiment and we take all the important aspects from all these four quadrants and come up with a very crisp problem definition so the conflict in a regular story is the problem definition or your problem statement in your innovation story so if we are not able to clearly identify and state the problem we are going to solve we will be all over the place if there are no conflicts no hurdles in a movie what's the fund in watching the movie who cares right so that's the problem statement or the problem definition now in a classic story there is a plot imperative which means where does the character want to go where do they want to ultimately end up through the story it may not be explicit but may be implicit and as we read along or as we watch the movie we find that out more in our innovation story once we define the problem statement we need to come up with our value proposition so the plot imperative is the value proposition which is what's the benefit our solution is going to bring once we know where the character wants to go we are curious to understand how they get there right so we have our problem definition we have the value proposition now we need to know how is the character going to get there so in our innovation story what is that equivalent to our innovation story it is going to be equivalent to how are we going to deliver the product delivery you know how will the product be used finally in a story we have a setting and a tone or voice in an innovation story this translates into product positioning personalities and attributes so we need to explain how this product or service or this idea is different from similar concepts that has that's already exist in the market or so positioning is similar to setting context in our classic story and this now gives us the ability to come up with a narrative for the idea just like how we come up with a story so let me repeat this once again when you write a story your main character you have a main character and in your innovation story your main character is your customer the motivation of the main character is the customer inside the conflict that the character goes through is your problem definition or the problem statement the plot imperative is your value proposition or the the benefit you're going to bring to your customer the plot narrative is how your product will be delivered how it will be used the setting of the story is the positioning of your product and the tone and the voice is the attributes and the personalities of your idea or your solution so that actually brings us to uh the statement that dr albert said who's the uh who discovered vitamin c innovation is seeing what everybody has seen and thinking what nobody has thought with that i really want to wish you all a great future filled with outstanding innovations thank you so much for patiently listening to this conversation thank you for the amazing insights jhi great content with some very relatable examples uh we are almost time and your cro uh in view of time we'll take just this one question in the q a section if you could see sure i will lead it out how to reignite creativity which is innate we don't know if humans are nourished from a small age it is better as they as they are more flexible at this stage of my career how can i unlearn and learn to incorporate creativity and design thinking in problem definition and problem solving wow that's a loaded question great question sakshi that's an absolutely wonderful question thank you for for asking that you know there is no one um right answer um to this to this question so um you know our ability to unlearn is something that comes from within we need to look around and start um simplifying our lives as to um how can we find joy um in uh finding things that we find around our house around our backyard around the nature in the sky um as simple as you know watching a bird fly if that is not going to give you happiness is that that's not going to give you joy we really need to look at some absolutely um loaded um psychological methods to to re to look at revisiting them and start implementing them you for that sure well in view of the time constraints we will have to come to the end of this session uh so uh thank you audience for the participation and for any further questions i'm sure we did not take many questions apologies for that but you can connect with jessie over linkedin or other mediums i'm sure that's okay with you jhd absolutely fine thank you so much great to have you all thank you yes coming to the end of this session uh jhd we have enjoyed having you with us it has been a complete pleasure please accept this certificate of appreciation from the institute uh if you scan the qr code it will take you to the recording of this session and we'll be sharing the recording on the youtube channel as well sure we are grateful for the time and effort you took to share your thoughts and amazing insights drawn from yours of research and experience i believe our audience can definitely benefit from the methods you suggested and get ahead in that career thank you so much once again for joining us thank you sharma