Learning Design
and Experience at
Medha
Introduction and Summary
What we did so far
Creating a framework for
1 organisational wide observations
Field visits to understand stakeholders
2 and consultation with external experts
Strategic improvements
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Picturing the student (so far...)
Persona in progress
Education
Pursuing courses (BA/B.com/
MA/M.com/BBA/MBA/Polytechnic) without awareness of
goals
Health
Men seemed to be slightly healthier than females, a lot of girls
complain of fatigue and body weakness issues. Compromised
Career Choices mental health is a concern across, more pronounced for female
learners due to abusive father/brother figures
Government jobs( IAS/IPS/IFS ), Company Secretary, Banking, Teaching, Starting
a small school, start-ups, modelling, henna/make up artist, designing clothes, air
hostess. They all want to have a base job and then switch to their actual plans.
Female students are limited to jobs that do not require them to go home
Digital Behaviour
Family Backgrounds
Heavily influenced by social media and varies for
Financial security is the main driver for career choices plus females. Females are discouraged from the use of social media,
careers that family deem suitable. Most wish to do a job in social networking sites, required for work purpose but drop
order to pursue a side dream. jobs as they lack family permission
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Context and Indicators
(Categorising the problem areas )
S.no Parameter Health Indicators
1. Organizational Design/Vision : Overall organizational vision, strategy, action plan , •A Theory of Change not included
team structures and divisions of org •Team work in silos
•Growth mindset and cultural
constraints(openness to inclusion and diversity)
2. Program Design and Pedagogy: Pedagogic principles, curriculum frameworks, •Program Design lacks an overall framework
delivery structures and assessment methods •Program structures non unified - scattered
oweners. scattered delivery methods
•No assessments methods in place
3. Field Operations: City Action Plans, Team Management, SRM Functions, Partner •City planning and scheduling needs to be more
Institute Management, City co-ordination, Data Management organized
•SRM role scope needs a relook
•Need clear purpose and plans to data
management
4. Supporting Ecosystem: System Adoption, Health Management, Family & Institute •Defining scale indicators / systemic needs and
Engagement, Alumnus systemic model of change
•Defining pathways to engage and build
community
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Strategic observations (High-Level)
(Things that need to be ironed out at the lleadership level )
S.no Terms to be articulated Action Points
1. Long term Goals Do not communicate the key target outcomes-
focused on starting careers vs sustaining, female
labor force participation vs female agency.
Increased income vs stable adult life outcomes
2. Solutions/ Services Steps taken to ensure sustainable quality of life,
financial resilience and progression
Access to continued education and social
support that ensures stable adult outcomes
3. Problem Definition A clear picture of the problems and the "why is
missing" , the root causes for youth
unemployment is unclear
Vulnerabilities of this class and sector are not
clearly defined
Reasons for career dropout are unclear
4. Strategic solutions •Digital delivery design
•Creating economic opportunities ( social
businesses, local support, partnerships)
•Community engagement
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Recommended Outcomes
Long Term Short Term
Ensuring stable adult life outcomes that help them overcome the
1 adversities and vulnerabilities of youth 4 Increased clarity in career choices and improved female career
opportunities
Sticking ahead of the income constraint cycle and sticking through life
2 5 Skills to thrive in college
progression
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3 Balance professional and personal growth 6 Skills to transition outside of college
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STRATEGIC OBSERVATIONS
Observations & Strategic Improvements
Strategy Touchpoints Sub-category Observations Action Pivots Ownership
Program Curriculum and Content 1. Outdated activities, need for more relevance and •Define life outcomes and Program Design
Design and Developm exposure, area-wise personalization on skills experts +
career options •Utilize the holistic well- External
ent
2. Integrated and holistic approach to curriculum being and development advisors
frameworks frameworks -
3. Overall Student journey is missing •New Learning
4. Parent integration is the need of the hour Experiences catering to
5. Technology integration pathways student diversity and
constraints
Impact Assessment Ways to measure and represent student growth need
• Assessment and effective
to be devised
implementation of CAB, TAB,
Quality Control A way to check on ground quality LAB
•Design resources Student
handbook, practical
Learning Flow breaks and aids in helping them plan materials
resources, materials and
Materials/Resources
learning videos
Program Capacity and SRM Skill Building • Move beyond the routine RCPI targets • Detailed pedagogic Design Experts+
Field Operations • Facilitation is lecture based over experiential- instructions Capacity
incoherent session flows (opening, closing) • Revised upskilling Experts +
Area Planning
• Operational efficiency • Basic Project and Activity Cluster Heads
• Translating field knowledge planning for AMs
Empowering Area • Strengthening partner institute ties • Revising journeys and
Managers • Competence to deliver LAB, CAB, TAB impact points
• Classroom management • Embodying leader
• Role enrichment and manager hats
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STRATEGIC OBSERVATIONS
Observations & Strategic Improvements
Strategy Touchpoints Sub-category Observations Action Pivots Ownership
Organisational design a Culture Space of trust, awareness and continuous improvement • Breaking silos and creating C level suite+
nd Development can be embedded in the fabric safe spaces HR+ Marcom +
• Scholarship programs Partnerships
Scholarships Resolving financial constraints , students drop out • Cause based campaigns
influencing
Campaigning A voice in the education space and system with connected stakeholders
•Annual leadership sessions
differentiated approach , awareness, dreaming big
by Chris and Byomkesh with
Leadership Design and A sense of leadership and ownership at the national external partners
Growth Paths level
Supporting Systems System Adoption • Scaling core activities • Curriculum Integration
• Ownership of NEP Adoption through NEP in college
Partnerships • Need for designing core partnerships with industry, programs
spaces and leaders • Data analysis and
• Capturing field data on student growth vs visualization
Data and Impact enrollments • Designing qualitative
• Technology integration indicators
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UPCOMING PROJECT MILESTONES
Research (4
weeks)
Design (6-weeks)
Pilot and Scale (4
weeks)
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Re-Design Consultation with Ragini
Summary
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PROJECT PLAN SUB STEPS
• Research
– Landscape Mapping
– Empathy Research with Students, Institutes & Employers to
map all outcomes
– Secondary literature study
– Journey Maps
– Product Maps
• Program Design
– Value based design principles
– Learning experience strategy
– Impact Assessment
– Pilot projects and pilot delivery models
– SRM + AM upskilling approach
• Embedding Core Projects
– Continuous content creation
– SRM Guidance
– Cross functional operations
– Continuous Capacity Improvement
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Feedback from Leadership
• High level OKR driven framework
• Prioritization in terms of replacing models
• Big Picture of the work , plans & timelines - how it
fits in overall strategy and how are we going to
get to it
• 4. How do we drive Design in Medha - a model
for it and integrate it with other teams
• 5. Comparison of how the new programs and
models are better than what we have previously
• 6. How are we being centred back to the impact
• 7. Improvement in modules and creation of the
modules
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