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GE FastWorks Digital EcoSystem – Project Toolkit – Content **Landing page** The FastWorks Project Toolkit What you need to reach smarter outcomes faster. Try new things. Learn new things. And always take chances. Stop waiting. Start moving. FastWorks revolves around the customer. It doesn’t tread lightly or play safe. Check out each phase of the FastWorks cycle below – then dive deeper to learn how they empower you to work smarter.

**Clickable framework diagram**

The FastWorks Framework These 6 guiding principles lay the groundwork you need to move fast and stay agile. So test relentlessly. Adapt along the way. And achieve true customer-centric innovation with nothing slowing you down. Click through the framework and learn how to put FastWorks into action.

**Customer Need child page** See things your customer’s way Get in their head and see firsthand the problems they face. Remember, walking a mile in their shoes is always the first step. **Overview** Overview: Customer Need Ask. Listen. Learn. FastWorks starts here, where you work with the customer to define the problem – and then work with your team to solve that problem from the customer’s point of view. Work with a cross-functional team to articulate the customer’s challenges and pain points. Validate these with the customer to achieve a deeper and shared understanding of their needs. The broader the skillset and experience of your team, the deeper that understanding will be. Goals: Clearly define the problem that the team is trying to solve from the customer’s perspective, understanding the problem the way the customer does.

 

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**How to Do It** Defining your customer’s need Follow these steps to discover and frame the challenge your customer faces: 1 Meet with your customer. Ask yourself and your team: Do we know exactly who our customer is? Who we are hoping to target? How many customers or organizations should we meet with to understand their challenges? How should we meet them? Phone? Video conference? Interview? Live observation? Online survey?

Don’t forget to: Always treat the customer like a partner. Request the chance to follow up with additional questions. Ask the customer about referrals for anyone else who’s possibly interested in sharing their challenges. Some helpful tools: Painpoint Interview Techniques >>

2 Watch and learn how they currently address the problem. Ask yourself and your team: Does the current solution work well for all stakeholders? Is the current process or product being used as intended, or is it being modified in some way to fit the problem? What barriers or bottlenecks are the customers facing?

Don’t forget to: Listen more, talk less. Let the customer set the tone and pace of the conversation. An awkward moment of silence can sometimes be the gateway to great insights. Let the customer show you, not just tell you. Observe the customer’s actual behavior when addressing the problem, not just what they say or do. Some helpful tools: Painpoint Interview Techniques >> Customer Pain Satisfaction >>

3 Clearly define the problem statement. Ask yourself and your team: What’s keeping the customer up at night? And what is it that will make their life easier?

Don’t forget to: Call out GE’s goals and objectives within the customer’s problem statement. Confirm with the customer that your

 

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What barriers can be removed to save time and money for the customer? Do you understand the range of unique customers involved? Or their unique view of the problem?

description of the problem is accurate. Some helpful tools: Rope of Scope >> Value Constellation >>

4 Spot gaps in the current process or product. Ask yourself and your team: Does the customer use workarounds to address the problem? What are the trade-offs with the current process or product? What’s lost? Is there a way to simplify or streamline the current solution?

Don’t forget to: Focus on mapping out the problem and looking for opportunities without jumping too quickly to solutions. Some helpful tools: Value Constellation >> Customer Needs Hierachy >>

**Example: Brain Health Clinical and Research Community** A Not-So-Gray Matter GE Healthcare sought to develop a problem statement by working with the Brain Health Clinical and Research Community. The team observed and talked with the client, noting the lack of sufficient patient data (and the lack of possible workarounds) and developed the resulting problem statement: The Brain Health Clinical and Research Community can not make timely, patient-management or research decisions with a high degree of confidence or speed. **Example: GE Oil and Gas** Digging to Find a Deeper Problem GE Oil and Gas wanted a deeper understanding around the biggest problem oil drillers faced, especially with one particular aspect of client operations: GE itself. The GE Oil and Gas team listened to its clients openly, looked at itself without bias, and crafted a clear problem statement: GE’s unpredictability in delivering equipment on time and at the right quality forces customers to alter drilling plans, which in turn results in rig downtime and costly rescheduling of third-party service providers. **Tools & Templates** [Every box will have a ‘Learn More’ CTA in the bottom right corner]

 

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Customer Needs Hierarchy Rope of Scope Value Constellation

Define the purpose and outcomes desired in solving the

problem.

Refine the scope of the customer

problem statement.

Map market relationships and the exchange of value across

the ecosystem.

Painpoint Interview Techniques Customer Pain Satisfaction

How to get to the root causes of

a particular problem.

Clearly identify the customer’s level of need and which pain

points take priority.

**Tools & Templates** Modal Descriptions Customer Needs Hierarchy Description: This helps us ladder up from the desired product functionality to the purpose and desired outcomes of that functionality. Goal: Understanding the ends that the means of our product serve so we can create solutions that truly resonate with our customers. When It's Used: Articulating customer problem statement Assessing / segmenting market Developing new business models Identifying leap of faith assumptions Evaluating or creating customer-focused solutions Cocreating with customers

Rope of Scope Description: A tool to refine the scope of customer problem statements. Goal: Appropriately scope the challenge by generating a number of potential challenges. When It's Used: When your problem statement seems too vague or general When you are having trouble making an action plan To help transition from problem statement to defining potential solution

Value Constellation Description: A tool to map market relationships and the exchange of value across the

 

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ecosystem Goal: Identify opportunities to address pain points across the ecosystem . When It's Used: Assessing and/or segmenting the market Evaluating and/or creating customer-focused solutions

Painpoint Interview Techniques Description: Guidance for conducting customer need interviews including descriptions of the types of information to gather and interview strategies for getting the information you need. Goal: Understand current user painpoints and the surrounding business and operational context to help focus identification of potential opportunities and solutions. When It's Used: Identifying unmet customer needs Understanding current workarounds and baseline behavior Understanding business and operational context Articulating customer problem statement

Customer Pain Satisfaction Description: A simple template that allows teams clearly identify the level of customer need and which customer pain points to set as priority for their FastWorks Project Goal: Have teams use template to identify which customer pain points can serve as a starting place for their FastWorks Project’s problem statement When It's Used: Establishing potential demand for a new service, process or product for a customer Trying to create customer insights and understanding **Potential Solution child page** Have a go at figuring it out You’ve spent time with the customer, seen their process and defined the problem. Now it’s time to propose an answer that meets their need. **Overview**

 

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Overview: Potential Solution You know the problem. Now find the solution. You’ve spent time with the customer, seen their process and defined the problem. Now it’s time to propose an answer that meets their need. Brainstorm multiple strategies that approach solving the problem from different angles. There’s no wrong answer. Everything is on the table here. Goals: Clearly outline your proposed solution to solve the customer problem and define the value proposition (the benefits gained to the customer in implementing your solution). **How to Do It** Finding a potential solution Propose a solution that could solve your customer’s problem statement: 1 Create a list of different ways to approach the challenge. Ask yourself and your team: What ways best solve the challenge for the customer? What benefits are gained for each? What are the potential drawbacks of each possible approach? How do these approaches affect each unique customer involved?

Don’t forget to: Listen to the customer’s input. Develop multiple approaches and strategies to ensure innovation. Some helpful tools: Should vs. Can >>

2 Hone in on the best approach. Ask yourself and your team: Out of all the approaches listed, which one is the most practical, yet innovative? Which approach has the smallest drawback (if any) and yields the biggest benefit? How does this particular approach affect every unique customer involved?

Don’t forget to: Hear the customer out on how they feel the approach will work. Modify the approach – if necessary – based on customer feedback. Or choose another approach altogether. Some helpful tools: The 5 Lenses >>

3 Turn the best approach into a potential solution

 

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Ask yourself and your team: How does this approach provide a clear solution against the customer’s problem statement? What is the biggest value proposition of the potential solution?

Don’t forget to: Ask the customer what value they feel the potential solution brings? Adjust the potential solution based on customer feedback. Some helpful tools: Constructing a Vision >>

**Example: Brain Health Clinical and Research Community** Brain Power GE Healthcare had crafted its problem statement after spending time with the Brain Health Clinical and Research Community. Now it had to work on finding an answer. After narrowing the list of possible ways to solve its customer’s problem, GE Healthcare developed a refined potential solution: We will advance brain science through a suite of software solutions that enable clinicians and researchers to make timely diagnoses of patients suffering from traumatic brain injuries with confidence and speed. **Example: [Client-provided story]** Customers Lighting the Way After talking with customers and defining their challenges, GE Lighting identified an opportunity to evolve their commercial processes and better meet customer needs. Armed with customer input and a well-defined problem statement, GE Lighting described the potential solution to meet this opportunity: GE Lighting will form a “Major Projects Center of Excellence” to transform our business from one of selling light fixtures to one of partnering with major industrial customers to sell business outcomes. **Tools & Templates** [Every box will have a ‘Learn More’ CTA in the bottom right corner]

Constructing a Vision The 5 Lenses Should vs. Can

Creating an open platform to accomplish hard tasks.

Principles and beliefs that help to keep the focus on your project.

Letting the problem be the

driver to your solution.

**Tools & Templates** Modal Descriptions

 

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Constructing a Vision Description: A tool to systematically guide planning for developing innovative product and service delivery platforms. Goal: Shape platform concepts and identify key tasks and challenges for your platform to solidify ideas into a well-thought out potential solution. When It's Used: Identifying potential solutions Preparing for defining MVP The 5 Lenses Description: A tool to help you think and view the world through different “lenses” to drive impactful behaviors and foster an entrepreneurial mindset. Goal: Prepare to instinctively act and think more like an entrepreneur. When It's Used: Developing entrepreneurial, customer-focused mindset Identifying potential solutions

Should vs. Can Description: A simple question asking SHOULD we do this? … not CAN we do this? to help guide solutions that address customer problems in an effective way. Goal: To ensure that you are identifying problems and then solving for them rather than starting with solutions and searching for a customer. When It's Used: Identifying potential solutions Determining Leap of Faith Assumptions Defining MVPs Evaluating Learning Metrics Making pivot or persevere decisions   **Leap of Faith Assumptions child page** It’s okay not to have all the answers Find yourself with questions? Make informed assumptions. **Overview** Overview: Leap of Faith Assumptions Assumptions are the foundation of your strategies and actions

 

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You’ve developed your proposed solution, but there are certain variables you need validated. That’s okay. Turn your assumptions into true or false statements that solve or challenge the customer’s problem statement. Once you do, you’ll know which holes need to be filled in by the customer. Goals: Identify all assumptions that are critical to the success of your project or product, and then move on to work with customers and validate these assumptions. **How to Do It** Making that leap of faith Use what you know, call out what you don’t: 1 List out every assumption your team is making about the customer. Ask yourself and your team: What is it we simply don’t know? How can we make assumptions – in true or false terms – to these unknowns based on what we do know? Have we accounted for every variable in making our assumptions?

Don’t forget to: Make assumptions based on known truths, not myths. Keep it simple! List out the assumptions as true or false statements. Some helpful tools: LOFA Brainstorming & Prioritization >>

2 Prioritize your assumptions. Ask yourself and your team: Have we truly listed out all of our assumptions? Which of our assumptions impact project success the most? Which of our assumptions have the biggest impact against time to market?

Don’t forget to: Ensure your assumptions can be validated with the customer. Consider how long it will take to test your assumptions. Some helpful tools: LOFA Prioritazation >>

**Example: GE Oil & Gas Production Optimization** Filling Holes

 

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For its oil-drilling clients, GE Oil & Gas had defined a clear need. But some less-than-clear assumptions had to be made. The team listed out what it simply didn’t know, prioritized what unknowns had the biggest impact on the project’s success, and then made informed assumptions on each: 1. We can demonstrate accurate, timely production information to identify optimal lifting strategies. 2. GE will be able to monetize this capability. 3. Customers will allow access to their production data. 4. We can scale and apply solutions from one customer/field to many. 5. Production managers can use the capability without requiring significant change in culture/behavior/functional overhead. 6. The GE system is sufficiently credible enough that the customer will be willing to act on recommendations. 7. We will succeed in acquiring a paying customer by Q1, 2014. **Example: GE Healthcare/Iraq** Betting on Better Healthcare GE Healthcare had a mission to become a full-fledged partner in bringing better health care to Iraq. The team had several variables to address – many of which with unanswered questions. It listed out the most important of those unknown variables and made educated assumptions for each: 1. GE Healthcare could build a relationship with the Iraq Ministry of Health 2. The socio-political environment remains stable. 3. GE can build local capabilities. 4. A hybrid model required for scale is possible. 5. The team can validate that a $600 million funnel exists. 6. The team can grow medical staff from 7% to 25%. 7. Compliance risk situation remains as-is or improves. 8. Iraq Ministry of Health’s 5-year plan aligns to GE priorities. 9. That better education and procurement processes are accelerators.

 

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10. Iraq Ministry of Health stays CAPEX and doesn’t move to PPP. 11. Centralized procurement remains the same across 32 provinces. 12. GE competition continues to sell products as opposed to solutions. 13. GE can be a full oncology solution provider. 14. GE can establish and maintain relationships with designers, contractors, and packagers. **Tools & Templates** [Every box will have a ‘Learn More’ CTA in the bottom right corner]

Brainstorming & Prioritization Prioritization

Developing an accurate list of assumptions.

Listing your assumptions by

project impact.

**Tools & Templates** Modal Descriptions LOFA Brainstorming & Prioritization Description: Templates, techniques, and tips from coaches to help form Leap of Faith Assumptions. Goal: Understand different types of assumptions to identify and why we test assumptions. When It's Used: Identifying leap of faith assumptions, both internal & customer focused Evaluating and/or creating customer-focused solutions

LOFA Prioritization Description: A template for prioritizing the most critical leap of faith assumptions Goal: Identify the leap of faith assumptions that have the most impact on the business case and can be tested in the early round MVPs When It's Used: Identifying leap of faith assumptions, both internal & customer focused Evaluating and/or creating customer-focused solutions

**MVPs child page** Get critical feedback without the back-breaking work

 

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You don’t need something ready to hit the market, just something that’s ready to be poked and prodded. **Overview** Overview: Minimum Viable Product The rough idea in physical form Now that you’ve made assumptions surrounding your proposed solution, it’s time to develop a minimum viable product (MVP) for quick customer feedback with the least amount of effort. The MVP is a tangible product or actionable solution that can get off the ground quickly and easily over and over again with the least amount of resources, effort and time. It can range from a simple model to a fully developed product. Regardless, it should always be in the most practical stage to test with your customer. Goals: Validate your proposed solution through a series of MVPs to achieve maximum learning with minimal effort. **How to Do It** Developing and testing your Minimum Viable Product (MVP) The most critical feedback without the wasted time or resource: 1 Design a way to test your team’s assumptions. Ask yourself and your team: What questions do we need to make sure are addressed? What prototyping method best allows us to prove assumptions true or false? How quickly and practically can we develop our prototyping method? Do we know which aspects of the solution need to be tested?

Don’t forget to: Make sure your assumptions are truly being tested through your MVP. Test the highest priority assumptions first. Choose the prototyping method that allows you to best test your assumptions with the least amount of effort in the least amount of time. Some helpful tools: Experimenting Formats >> Rapid Prototyping >>

2 Find a way to review your learnings.

 

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Ask yourself and your team: What is our method for receiving customer feedback? Where is the best location to review the MVP with our customer? How can we involve other stakeholders in the MVP review process?

Don’t forget to: List pros and cons of on-site interviewing versus off-site interviewing. Develop a list of follow-up questions and discussion points centered around your MVP’s value statement and the assumptions you’ve made. Some helpful tools: MVP Interview and Validation Techniques >>

**Example: [Client-provided story]** Put it in Writing GE Oil & Gas leveraged a simple brochure to document and test prospective offerings for Power 2 Lift. A brochure can serve as a simple, low-cost litmus test for customers. It can outline potential features, benefits, and purchase options for customers to see what resonates and what does not. A lot can be learned very quickly with this simple MVP:

**Example: [Client-provided story]** A Peek into the Future HealthyMagination Brain Health created a simple graphics-based user interface to gauge customer interest for a new product. This visual representation of a potential product has no working logic but provides a glimpse into the product’s possibilities for quick customer feedback. For software/digital products, these types of static mock-ups are another low-fidelity but highly-effective MVP to use for fast learning at low cost.

 

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**Tools & Templates** [Every box will have a ‘Learn More’ CTA in the bottom right corner]

Ten Types of Innovation Rapid Prototyping Brochure Test

Discover new ways to approach a customer challenge.

Getting solution prototypes off the

ground – quickly.

A simple way to test your value

proposition with customers.

MVP Interview and Validation Experimenting Formats Marshmallow Challenge

Techniques on getting the

biggest value from talking with your customer.

Some helpful ways to test your MVP quickly and effectively.

A great exercise to get your team thinking a little more

flexibly.

**Tools & Templates** Modal Descriptions Ten Types of Innovation Description: A framework that outlines multiple ways to approach a customer challenge Goal: Consider alternate solutions and identify new opportunities When It's Used: Determining what types of innovation to target for potential solutions Identifying specific tactics for different types of innovation Defining MVPs  Rapid Prototyping Description: A method for quickly creating solution prototypes and validating with customers Goal: Iterate multiple solutions using simple materials to develop “good enough” solutions for feedback When It's Used: Co-creating with customers/external resources Creating new physical products Testing potential products/services with customers

 

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Brochure Test Description: A simple prototype that allows teams to test the value proposition with customers Goal: In cases where customers buy on the basis of a brochure, create a solution brochure that describes the value prop and use it for direct customer feedback When It's Used: Testing potential products/services with customers Assessing results & customer feedback

MVP Interview and Validation Description: A method to help structure customer interactions when seeking feedback on MVPs. Goal: Meet with customers to identify if product will fill a need and is desirable When It's Used: Testing potential products/services with customers Assessing results & customer feedback

Experimenting Formats Description: Provides definitions and examples of a variety of methods for developing MVPs ranging from low fidelity formats to high fidelity prototypes. Goal: Understand rationale for using different types of MVPs as you move through advancing stages of development When It's Used: Creating potential products/services to test with customers Determining best fit prototypes for each MVP phase

Marshmallow Challenge Description: A fun exercise to make creative use of marshmallows and other materials to build rapid prototyping skills. Goal: Stimulate creativity, ideation, and innovative problem solving. When It's Used: Training exercise to foster creative problem solving and rapid prototyping Prior to MVP development **Learning Metrics child page**

 

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Learn where your solution stacks up Take the alternative route to measuring real progress. **Overview** Overview: Learning Metrics Make your metrics accessible, actionable and auditable Forget traditional metrics like ROI, revenue or margin percentages. What’s important here is how the customer responded to your MVP. Measure and explore the customer’s actions and behaviors. Ask questions after each experiment and make sure you understand why the customer reacted a certain way or feels a certain emotion. This is all valuable knowledge you’ll need to determine your next move. Goals: To measure the effectiveness of MVPs, prove or disprove assumptions and ultimately determine any necessary adjustments in your approach. **How to Do It** Measuring, learning and moving The disciplined approach to see how your MVP really works: 1 Establish a baseline with your learning metrics. Ask yourself and your team: What questions do we need to ask our customer? Are these questions driven by our assumptions and the MVP’s value statement? With the answers we’ve gotten, what is it we know about our MVP beyond a doubt?

Don’t forget to: Rely on the customer’s feedback to prove assumptions true or false. Make sure that the highest priority assumptions are tested first. Some helpful tools: MVP Interview and Validation Techniques >>

2 Determine how your MVP measures up against the results.

 

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Ask yourself and your team: How do validated assumptions impact our MVP? How do invalidated assumptions impact our MVP? How should our proposed solution be adjusted, based on how assumptions are proven true or false?

Don’t forget to: Rely on the customer’s feedback to prove assumptions true or false. Apply what you’ve learned to determine your next move. Some helpful tools: Learning Metrics Funnel Framework >>

**Example: [Client-provided story]** Actions Speak Loudest The Power To Lift (P2L) NPI Metrics focus on much more than what the customer is saying. They look at what actions and behaviors the customer is showing in relation to the proposed product. P2L focused on a progression of responsive behavior from its customers, including whether or not:

1. They’re willing to meet to discuss P2L 2. They’re accurately represented by the people in the room 3. They Find value proposition and potential savings meaningful 4. They Want a 1-stop solution 5. They’re willing to share their KPIs and well/field data 6. They request a customized solution proposal. 7. They order a rental/purchase/lease to own contract

**Example: [Client-provided story]** Integrating Lab Innovation Metrics A progressive rating of customer behavior can be used to determine the effectiveness of the proposed MVP. Integrating Lab used this type of scale to rate the range of interest from its customers. Analysis of these behaviors will help inform decision making to pivot or persevere.

**Tools & Templates** [Every box will have a ‘Learn More’ CTA in the bottom right corner]

Funnel Framework MVP Interview and Validation

 

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Channeling what you’ve

learned so you know where you stand.

Techniques on getting the biggest

value from talking with your customer.

**Tools & Templates** Modal Descriptions Learning Metrics Funnel Framework Description: A tool to evaluate customer behavior and identify progressive levels of customer engagement after each MVP is introduced.

Goal: Measure customer behavior across MVP releases to determine level of increased engagement at each stage of development. When It's Used: Assessing results and customer feedback on MVPs Input to pivot or persevere decision

MVP Interview and Validation Description: A method to help structure customer interactions when seeking feedback on MVPs. Goal: Meet with customers to identify if product will fill a need and is desirable When It's Used: Testing potential products/services with customers Assessing results & customer feedback **Pivot or Persevere child page** It’s time to make your move Keep your vision. Just know when it’s time to refocus. **Overview** Overview: Pivot or Persevere Stay the course, make a pivot, or walk away You’ve gathered and studied your metrics. Now it’s time to assess your strategy. It’s not about changing the goal, it’s about deciding if you need to change how you reach it – or if it’s even reachable. You and your team must be able to look at your findings objectively and have the courage to know if it’s time to try another approach, continue on the path you’re on, or stop altogether.

 

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Goals: Determine whether to continue your strategy or to change course without losing the project’s overarching vision. **How to Do It** Choosing your path Take what you’ve learned and make your call: 1 Have a team meeting to study what you’ve learned. Ask yourself and your team: What do our metrics tell us about our key value statement? Do any follow-up questions with the customer need to be asked? What do these metrics tell us with other results previously gathered?

Don’t forget to: Understand how your metrics truly impact your MVP’s value statement. Follow up with your customer for additional questioning if necessary .

2 Make the decision to pivot, persevere, or stop. Ask yourself and your team: Have all stakeholders agreed that your key hypothesis has been validated? Invalidated? Is there another possible solution we can pivot to in another MVP experiment? Are we prepared to use additional funding in light of promising learning metrics?

Don’t forget to: Recognize when you’re on the right path. Know when it’s time to try a new direction. Realize when it’s time to stop. Some helpful tools: Pivot or Persevere Evaluation >>

**Example: [Client-provided story]** Pivot: Digital Remote Monitoring for High-Risk Pregnancy in North America Testing customer waters early led GE Healthcare to realize that none of their customers (women with high-risk pregnancies, OB-GYNs and insurance companies) saw a need for digital remote monitoring. So the team pivoted, testing digital remote monitoring with cardiac patients who had undergone surgery and returned home to remote villages and towns in the developing world, far from their physicians.

 

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**Example: [Client-provided story]** Perseverance: Navigating Uncertain Territory When addressing a new market opportunity for serving hospitals in Iraq, GE Healthcare did not take the traditional approach of just selling medical equipment to hospitals. Instead, through FastWorks, GE Healthcare developed a vision to partner with the Iraq Ministry Of Health (MOH) to develop solutions proving government commitment to Iraqi citizens. These solutions included the addition of 60,000 hospital beds, building a procurement system, and training local medical practitioners to raise the standard of care. A big task in an unsettled region. By learning quickly to test assumptions and make adjustments as needed, GE Healthcare was able to persevere and realize their vision. Some of the key FastWorks learning included identifying needs to: •Provide local education

•Restructure critical departments

•Train MOH in modern procurement methods

•Build local distributor capabilities These learnings led to positive customer outcomes, including: •Extending education programs across Iraq

•Prototyping NICU in Baghdad

•Creating fairer procurement process, building hospitals faster

•Ongoing GE partnership despite political instability **Tools & Templates** [Every box will have a ‘Learn More’ CTA in the bottom right corner]

Pivot or Persevere Evaluations

A guide in figuring out your next move.

**Tools & Templates** Modal Descriptions Pivot or Persevere Evaluation Description: Guidance for determining whether to continue with original strategy or to pivot to a new solution. Goal: Evaluate learning metrics to make effective decisions for pivoting or persevering with the current path.

 

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When It's Used: Assessing results and customer feedback on MVPs Making pivot or persevere decision