Creating training content is time-consuming. Asynchronous communication is critical for remote work, but teams rarely have the time to write and maintain training material. As a result, process docs go out of date even faster than code is shipped to production.
Learning something new should be celebrated, but proficiency is hard to measure in a remote environment. And when learning achievements are disconnected from career goals, employees become disengaged. Generally speaking, employee progress isn't recognized or rewarded as much as it can be.In addition, old learning methods such as presentations, messy shared drives, and clunky LMS tools are also making learning impersonal, inaccessible, and difficult to put into practice.
The existing product at the time was one that focused on solving the knowledge base issue. It was broad and free, but in lack of a focused use case and competing advantage. We needed to find another direction that could fit the market needs.
After a year of product development and market testing, we learned that there was another business opportunity (digital banking for latin America) worthwhile of pursuing. The previous product paved a good foundation of tech infrastructure and insights to help us turn the steering wheel and kick off another strategic attempt.
After the MVP was built, we were able to start reaching out to clients in various industries and onboarded them successfully. It also enabled us to collect critical feedback for further optimization.
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After rounds of discussions on feasibility and possibility (brainstorming, technical convos, white boarding... it was messy but necessary!), it became clear that we shouldn't fight against existing and mature tools, but leverage them and fill the gaps.
In that way, not only does Driveway becomes easier to adopt, it also gets to avoid building all the foundation that these tools have already built.
There's too much risk to over-invest in one solution before we find product market fit, whether it's from a product or design perspective. Therefore I decided to help the team actualize as many ideas as possible and test them, before building a comprehensive system.
After having defined a few options, we started showing prototypes to clients and testing them out on testing sites. Once certain features were validated, I could start refining the designs are started building a more detailed design system for further development.
After the MVP was built, we were able to start reaching out to clients in various industries and onboarded them successfully. It also enabled us to collect critical feedback for further optimization.
The learning space is broad, and in each vertical, there are specific needs for both managers and employees. To take Driveway to the next level, catering to those needs can be a great opportunity.Based on past interviews, we could tell that in marketing, such as training sales, and in tech, such as training engineers; there are a lot of use cases for Driveway, because of the technical nature of these roles. Finding a way to customize and solve their problems could take Driveway to a even broader and stickier adoption.
