English Language Learners (ELLs) are the fastest growing population of students in the US education system. However, ELLs also have some of the highest dropout rates. The existing tools and methods for educating ELLs were not working.
With increasing pressure from federal and state programs, schools are being forced to quickly re-evaluate. This gap presented a tremendous opportunity for educational providers such as Rosetta Stone.
The problem was that Rosetta Stone had never created products for school systems–only direct to consumer. And being such a large, entrenched enterprise, shifting into a new market wasn’t going to be quick or easy.
Luckily, they had recently acquired 2 co-founders, Kristie and Maya, from a startup. Their fail fast mindset led them to tools like design sprints, which ultimately led them to us.
Kristie and Maya had been tasked with producing new lines of business in a completely new sector. They were also being looked at to build up some muscle memory around new, sustainable product innovation practices. As challenging as this feat was, success would mean big impact on the company and major value to ELLs and the rest of the educational system.
After learning about the dual strategy and training benefits that our product innovation program provides, they engaged New Haircut to help them achieve their product transformation goals.
We started by mapping out the expected goals of not only this project, but the overall product design process improvements the organization was hoping to achieve. They hoped to leverage the learning and outcomes from this project to drive their digital programs going forward.
We used Problem Framing to map out and discovered the current experience of ELL students, and then prioritized their biggest pain points. This provided clarity and additional context of the problems ELLs faced. And with a clear problem defined, we were ready to begin ideating and prototyping potential solutions.
For prototyping, we deployed our Design Sprint 2.0 services — an upgraded version of Google’s popular, rapid design thinking process. We leveraged the insights that we gathered during problem framing to provide intel most traditional design sprints are lacking, and often the cause of failed sprints.
We then provided process facilitation, product strategy, UX design, and visual styling to help the Rosetta Stone team move from business challenge to testable prototype.
That’s exactly what the General Managers who power Papa John’s 5,000+ restaurants dwell on. Their days are long, stressful, and chaotic, especially when it comes to staffing. During more days than not, a GM’s restaurant, unexpectedly, won’t have the headcount it needs to run. That means the GM is pulled away from their core responsibilities and the restaurant suffers.
The primary goal of any design thinking session is to learn. With a design sprint, your prototype becomes the tool you use to learn from your target users through a series of qualitative assessments.
We helped by facilitating targeted tests with 8 students, ranging from Kindergarten to 8th grade. The process was as fun and funny as it was informative.
To help evangelize and train corporate leadership that was not part of the engagement, we met with individual stakeholders to explain the process as well as the value of design thinking tools like design sprints.
We additionally created leave-behind materials to capture the learnings, process, and successful outcomes.
The results exceeded everyone’s expectations. Not only did the students engage with the prototype, but others that dropped in to watch our engagement unfold were mesmerized by the collaboration and speed.
As a result of our work together, the core Rosetta Stone team was granted additional funding from senior leadership to continue with product research and development.