This case describes Yuelong CEO Jie Wang's concerns about his company's lack of innovation. To address the issue, he convenes a meeting with the CSO, CTO, and CMO to explore innovation strategies and methodologies. Wang hopes these senior executives can identify commercially valuable user pain points and develop innovative solutions based on an analysis of four existing users' daily routines. The instructor can facilitate the class as a workshop, enabling students to learn and apply an innovation methodology, experience both divergent and convergent thinking modes, and explore new approaches to fostering innovation.

In innovation, "divergent-convergent" thinking is a problem-solving strategy involving two distinct phases. In the divergent phase, participants generate as many ideas as possible without judgment—akin to viewing the world through a wide-angle lens. This phase encourages creativity and free thinking. The convergent phase follows, where ideas are critically evaluated and narrowed down to the most practical and effective solutions. These complementary processes enable both imaginative and analytical thinking, helping generate innovative solutions to complex challenges.