Initially, I thought this project was going to be very similar to other project-oriented classes I’ve taken at Stanford. However, the open-endedness of the prompts, combined with the specificity and technicality of my group’s specific company, made the process much more difficult. It was challenging creating a product that would integrate well with wavepower, and even more so to do market sizing and financial projections in such a niche sphere.
My teammates and I all brought different strengths to the table, and it was hard at first coordinating the amount of time and work we wanted to put into it, as well as coordinate time with each of our busy schedules. As the quarter progressed, however, I would say we were able to find a working medium and rely on each other in areas we weren’t individually proficient in. I really enjoyed getting to know my teammates better — and realized I need to significantly improve my time management if working in a team.
Regarding the actual project, I would say the most difficult part is determining the feasibility of something new to a market. Finding data on wavepowered desalinators was definitely not the easiest thing in the world, and extrapolating what limited references we had to a commercialized product was not much better. This is probably something product managers struggle with in the industry as well – projecting current trends to market response for the introduction of a new good.
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