AIS3717
MAY JUNE 2025
EXAM (Guide)
Due 11th June 2025
,AIS3717 MAY/JUNE 2025 EXAM (Guide) Due 11th June 2025
QUESTION 1: Design Thinking & Stakeholders
1.1 Design Thinking Stages to Revisit
Design Thinking, at its core, is an iterative, human-centred methodology for creative
problem-solving, championed by institutions like IDEO and the Stanford d.school. Its non-
linear nature inherently implies that revisiting earlier stages is not merely an option but a
critical necessity for achieving optimal, user-validated solutions (Brown, 2008). While all
five stages—Empathise, Define, Ideate, Prototype, and Test—are interconnected, the most
pivotal stages for revisiting to ensure robust academic and practical standards are
Empathise and Test.
Firstly, Empathise is foundational. This stage involves deep understanding of the users'
needs, challenges, and contexts through observation, engagement, and immersion
(Liedtka, 2018). Revisiting Empathise becomes crucial when initial assumptions about user
needs are challenged during later stages, particularly after prototyping and testing. For
instance, if user feedback during the 'Test' phase reveals an unmet need or a problem
definition that is too narrow, returning to Empathise allows for a re-exploration of the user
landscape. This ensures that the problem being solved remains genuinely relevant and that
the proposed solution addresses root causes, rather than superficial symptoms (Plattner et
al., 2015). This iterative empathy fosters a more profound understanding, leading to
solutions that are not only innovative but also deeply resonant with the target audience.
Secondly, the Test stage is equally critical for revisiting. This stage involves putting
prototypes in the hands of real users to gather feedback and refine the solution. The
insights gleaned from testing are invaluable, often revealing flaws, opportunities, and
unexpected user behaviours that could not have been anticipated earlier (Blank, 2013).
Revisiting this stage, and consequently looping back to 'Define' (to refine the problem
statement), 'Ideate' (to generate new solutions), or 'Prototype' (to build improved versions),
is fundamental for continuous improvement. For example, if a digital service prototype
receives low user engagement, revisiting 'Test' allows for structured feedback collection,
which then informs modifications to the service's features or interface. This rigorous,
evidence-based refinement process ensures that the final product or service is not only
functional but also desirable and viable in its intended environment (Osterwalder &
Pigneur, 2010). The academic standard here demands that solutions are not merely
conceptual but proven effective through iterative user interaction.
, In essence, the iterative nature of Design Thinking, particularly the dynamic interplay
between Empathise and Test, underscores a commitment to continuous learning and
adaptation. This approach ensures that solutions are constantly refined in response to
evolving user needs and real-world feedback, a hallmark of rigorous academic inquiry and
successful entrepreneurial ventures.
1.2 Key Stakeholders Beyond Target Customers
While target customers are undeniably central to any entrepreneurial venture, a holistic
understanding of stakeholder theory reveals a broader ecosystem of individuals and
groups whose actions and interests significantly impact a venture's success (Freeman,
1984). Beyond customers, at least three other key stakeholder groups demand critical
engagement: employees, investors, and regulatory bodies.
Firstly, employees are internal stakeholders whose collective knowledge, skills, and
commitment are paramount. In the context of an infopreneurship venture, for example,
content creators, developers, and marketing specialists directly shape the quality of the
intellectual property and service delivery. Engaged employees contribute to a positive
organisational culture, enhanced productivity, and innovation, all of which are critical for
sustained competitive advantage (Barney, 1991). Disregard for employee well-being, fair
compensation, or professional development can lead to high turnover, loss of institutional
knowledge, and diminished service quality. Therefore, understanding their motivations,
providing a conducive work environment, and fostering their professional growth are not
merely ethical considerations but strategic imperatives for the venture's long-term viability.
Secondly, investors, whether angel investors, venture capitalists, or even financial
institutions, are external stakeholders whose capital injection fuels growth and innovation.
Their interest extends beyond mere financial returns; they often seek strategic alignment,
robust governance structures, and clear pathways to scalability (Sahlman, 1997). Engaging
with investors requires transparent communication regarding business performance,
strategic direction, and risk management. Their perspectives can also provide invaluable
strategic guidance and access to networks, particularly in nascent ventures. A failure to
manage investor expectations or to demonstrate a compelling return on investment can
jeopardise future funding rounds, thereby stunting the venture's growth trajectory and
market penetration.
MAY JUNE 2025
EXAM (Guide)
Due 11th June 2025
,AIS3717 MAY/JUNE 2025 EXAM (Guide) Due 11th June 2025
QUESTION 1: Design Thinking & Stakeholders
1.1 Design Thinking Stages to Revisit
Design Thinking, at its core, is an iterative, human-centred methodology for creative
problem-solving, championed by institutions like IDEO and the Stanford d.school. Its non-
linear nature inherently implies that revisiting earlier stages is not merely an option but a
critical necessity for achieving optimal, user-validated solutions (Brown, 2008). While all
five stages—Empathise, Define, Ideate, Prototype, and Test—are interconnected, the most
pivotal stages for revisiting to ensure robust academic and practical standards are
Empathise and Test.
Firstly, Empathise is foundational. This stage involves deep understanding of the users'
needs, challenges, and contexts through observation, engagement, and immersion
(Liedtka, 2018). Revisiting Empathise becomes crucial when initial assumptions about user
needs are challenged during later stages, particularly after prototyping and testing. For
instance, if user feedback during the 'Test' phase reveals an unmet need or a problem
definition that is too narrow, returning to Empathise allows for a re-exploration of the user
landscape. This ensures that the problem being solved remains genuinely relevant and that
the proposed solution addresses root causes, rather than superficial symptoms (Plattner et
al., 2015). This iterative empathy fosters a more profound understanding, leading to
solutions that are not only innovative but also deeply resonant with the target audience.
Secondly, the Test stage is equally critical for revisiting. This stage involves putting
prototypes in the hands of real users to gather feedback and refine the solution. The
insights gleaned from testing are invaluable, often revealing flaws, opportunities, and
unexpected user behaviours that could not have been anticipated earlier (Blank, 2013).
Revisiting this stage, and consequently looping back to 'Define' (to refine the problem
statement), 'Ideate' (to generate new solutions), or 'Prototype' (to build improved versions),
is fundamental for continuous improvement. For example, if a digital service prototype
receives low user engagement, revisiting 'Test' allows for structured feedback collection,
which then informs modifications to the service's features or interface. This rigorous,
evidence-based refinement process ensures that the final product or service is not only
functional but also desirable and viable in its intended environment (Osterwalder &
Pigneur, 2010). The academic standard here demands that solutions are not merely
conceptual but proven effective through iterative user interaction.
, In essence, the iterative nature of Design Thinking, particularly the dynamic interplay
between Empathise and Test, underscores a commitment to continuous learning and
adaptation. This approach ensures that solutions are constantly refined in response to
evolving user needs and real-world feedback, a hallmark of rigorous academic inquiry and
successful entrepreneurial ventures.
1.2 Key Stakeholders Beyond Target Customers
While target customers are undeniably central to any entrepreneurial venture, a holistic
understanding of stakeholder theory reveals a broader ecosystem of individuals and
groups whose actions and interests significantly impact a venture's success (Freeman,
1984). Beyond customers, at least three other key stakeholder groups demand critical
engagement: employees, investors, and regulatory bodies.
Firstly, employees are internal stakeholders whose collective knowledge, skills, and
commitment are paramount. In the context of an infopreneurship venture, for example,
content creators, developers, and marketing specialists directly shape the quality of the
intellectual property and service delivery. Engaged employees contribute to a positive
organisational culture, enhanced productivity, and innovation, all of which are critical for
sustained competitive advantage (Barney, 1991). Disregard for employee well-being, fair
compensation, or professional development can lead to high turnover, loss of institutional
knowledge, and diminished service quality. Therefore, understanding their motivations,
providing a conducive work environment, and fostering their professional growth are not
merely ethical considerations but strategic imperatives for the venture's long-term viability.
Secondly, investors, whether angel investors, venture capitalists, or even financial
institutions, are external stakeholders whose capital injection fuels growth and innovation.
Their interest extends beyond mere financial returns; they often seek strategic alignment,
robust governance structures, and clear pathways to scalability (Sahlman, 1997). Engaging
with investors requires transparent communication regarding business performance,
strategic direction, and risk management. Their perspectives can also provide invaluable
strategic guidance and access to networks, particularly in nascent ventures. A failure to
manage investor expectations or to demonstrate a compelling return on investment can
jeopardise future funding rounds, thereby stunting the venture's growth trajectory and
market penetration.
