A large group in the energy sector in Portugal contracted LBC for training in innovation skills for 75 of its intermediate staff. The objective: to reinforce strategic innovation skills in its middle management.

The proposed solution advocated by LBC was that of training-action with a view to aligning innovation with business, generating intrapreneurs within the company, who would structure business ideas, work them out and present the 3 best ones to the group's Board of Directors, in a Value Creation Forum format.

Following alignment with the company, 3 groups were defined which, over the course of 4 months, worked collaboratively and between different areas of the Group, to achieve the expected result. In the end, the best ideas were presented to the Board of Directors, in a elevator pitches, using the NABC technique of the Stanford Research Institute (SRI), and subsequently implemented.

Program alignment and design

The program was proposed to the client and objectives, deadlines and success indicators were aligned, content, team and support material were prepared. The Value Creation Forum included theoretical sessions and practical sessions, using varied and complementary methodologies, namely design thinking according to the d.School methodology, SRI's NABC pitching technique, the design of the customer journey and the business canvas for the construction of the business model.

Organization of classes and work groups and implementation of training with internal mentors

Participants were divided into 3 groups of 25 people, each group with 5 working groups of multidisciplinary teams, with different business and activity perspectives, in order to enhance value. From the first session, the teams presented their ideas, progressively tested and worked on with LBC mentors and with internal mentors from each business area, for greater strategic alignment. Along this path, collaborative skills were developed between the areas, which came together outside of formal sessions to improve their business ideas. An innovation box was also distributed, with the tools necessary for the innovative creativity of the groups, and discovery was encouraged, either individually or in groups, using different techniques. All content produced, photo gallery and videos produced within the scope of the project were also made available in a support e-learning tool, for consultation and future memory of all involved.

Impact on results, collaborative environment and internal networking

One of the assets of the training project was to encourage middle management from different areas to think about business and to think about customers in a way that focuses on their needs. Another great added value of the project was the gradual construction of a more collaborative, open environment, with work between training sessions and spontaneous organization of the groups. It was planned to present 3 ideas to the Board of Directors and 5 were presented for implementation. The final result would not have been possible without the effort and commitment of the 75 participants involved.