Introduction to the Innovation Cell
The innovation cells are complex in their application, as they incorporate people of a wide spectrum and involve learning through practice, which is why an energy company has recently joined Opinno to carry out the project. The objective of the project was to lead a cultural transformation towards an agile organization, and for this it took a team of innovators.
Also the energy company lacked an innovative culture, it adopted an innovative mindset by adopting an open innovation approach. This mentality would guide them to achieve their cultural and digital transformation with the direction of Opinno consultants. In order to promote learning through practice, which is a central element of the innovation cell model, Opinno created multidisciplinary teams to reinvent and digitize its traditional archaic processes. The commitment of a broad spectrum of thinkers gave the company the creative advantage it needed to redefine as an agile organization.
Energy Company undertakes a cultural transformation
These teams worked together to generate ideas and progress after a full 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, so team members learned to evolve through constant development and collaboration. The goal of agile philosophy is to develop a state-of-the-art solution-based software system through understanding customer needs and business objectives, and is achieved incrementally.
The scrum methodology is an essential component of agile philosophy, as it is based on evolution and adaptation through iteration in increments. Opinno adopted this methodology by appointing coaches who accompanied each multidisciplinary team in their brainstorming, iteration and progress. These coaches had clear visions and experience, but did not act as managers of self-sufficient teams. Instead, the coaches supported each multidisciplinary team in their 6 sprints to achieve digitization and reformulation. During these careers, external and internal collaborators gave their input, which was key to development and iteration. Feedback ensured that the energy company would create a successful and multifaceted end product.
Through the innovation cell program, the energy company established a system of sustainable prioritization of portfolio initiatives that allowed it to define the steps to be taken for the digitization of processes. In addition, they organized these steps according to the Scrum methodology. The energy company met its 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 traditional archaic processes in a sustainable and natural way.