Introduction to the Innovation Cell

Innovation cells are complex in application as they incorporate people from a wide spectrum and involve learning by doing, which is why an energy company recently came under Opinno’s wing to get the project done. The goal of the project was to lead a cultural transformation towards an agile organization, and it took a team of innovators.

Though the energy company lacked an innovative culture, they embraced an innovative mindset by taking an open innovation approach. This mindset would guide them in achieving their cultural and digital transformation with the direction of Opinno’s consultants. In order to encourage learning by doing, which is a central element to the innovation cell model, Opinno created multidisciplinary teams to reinvent and digitalize their traditional archaic processes. Engagement from a broad spectrum of thinkers gave the company the creative edge they needed to redefine themselves as an agile organization.

Energy Company Undergoes a Cultural Transformation

These teams worked together to brainstorm and progress after thorough training in agile philosophy. The Agile Manifesto was created by 17 software developers who understood the need to transform the traditional documentation-based software development process. Agile philosophy emphasizes iteration in product development, thus the team members learned how to evolve through constant development and collaboration. The goal of the agile philosophy is to develop cutting-edge solution-based software system through an understanding of both customer needs and company goals, and it is achieved incrementally.

The scrum methodology is an essential component of the agile philosophy, as it is based on evolution and adaptation through iteration in increments. Opinno embraced this methodology by appointing coaches that accompanied each multidisciplinary team as they brainstormed, iterated, and progressed. These coaches had clear visions and expertise, but did not act as managers to the self-sustaining teams. Instead, the coaches supported each multidisciplinary team as they underwent 6 sprints in order to achieve digitalization and reformulation. During these sprints, external and internal contributors gave their input, which was key to development and iteration. Feedback ensured that the energy company would create a successful and multi-faceted final product.



Sustainable Results:

Through the innovation cell program, the energy company established a sustainable prioritization system of backlog initiatives that allowed the company to define the steps to follow for the digitization of processes. Furthermore, they organized said steps according to the Scrum methodology. The energy company fulfilled their needs by defining and implementing new organizational forms of agile work that would impact all business teams within the organization. This organizational transformation will reinvent the traditional archaic processes sustainably and naturally.