LEGO® Serious Play®
LSP is a 3D communication tool, problem solving driven and aimed at generating shared perspectives by collective thinking. Deeply rooted in scientific an empiric studies, it was developed by the LEGO® company while exploring new ways to define its corporate strategy to adapt to the changing market of toys in early the 21st century. Since then on the method has been sharpened and applied in thousands of companies and organizations. By making use of the LEGO® bricks participants get utterly engaged in the process and resort to their metaphoric thinking to build the landscape of today and what the future might be. This process unlocks the habitual ways of thinking and bring on the table the diversity of perspectives in a constructive way. Teambuilding processes, foresight sessions, corporate strategizing workshops or business modelling are some few examples of the many applications of this advanced tool. In reality LSP is an universal language that leverage any conversation to a different level, allowing participants to work away from habitual ways of thinking and doing and create a radical new way to see and do. This is the core of the method and the reason why its applications are countless and universal.
System Innovation Tools
2016, the European platform for knowledge and innovation, Climate-KIC, launched the “Visual Toolbox for System Innovation”. Developed by Javier de Vicente, the handbook is born to bridge the gap of tools when it comes to dealing with systemic challenges and the complexity of the information to be taken into consideration boosts. The book is a collection of ready-to-implement tools to structure and manage the challenges and exploit opportunities of sustainability innovations and transitions. Though adopting a similar approach to design thinking, it goes a step further walking users through the complexity of stakeholders and constituents of any socio-technical system. In doing that, innovators gain a deeper and richer understanding of the factors that can impact on their projects and how to take advantage of them.
Advanced Creative Problem Solving
Advanced Creative Problem solving is the newest evolution of the most studied and applied method in creative thinking in the world, the Creative Problem Solving CPS method, developed by Alex Osborn and Sid Parnes in the fifties. This evolution leverage the methodology beyond the empiric studies by building in the latest neuroscience breakthroughs in how our brains work when solving problems or the componential model of organizational creativity by Theresa Amabile. The goal is to boost organizations’ capacity to come up with and implement creative and innovative solutions to their challenges. The method, developed by Juan Prego, consists on an on-going cycle made up of three stages and nine steps to move from the challenge understanding to the solution implementation: Perception (Research, Interpretation, Definition), Solution (Inspiration, Ideation, Elaboration) and Action (Development, Validation, Implementation). The method is utterly flexible and can be used at any moment of the innovation stint or for the whole innovation cycle. For instance, it might only be applied to better understand the challenge, to ideate solutions or to come up with the best way to put a pre-defined solution in the market. In applying this methodology to their innovation projects, organizations make sure they are capitalizing on the latest theories and groundbreaking discoveries in neuroscience and creativity.
Flourishing Business Canvas®
The Flourishing business model canvas was born as a personal project by the sustainability business architect Antony Upwards, with the vision of helping others to design successful business creating tri-profit: financial rewards, social benefits and regenerates the environment. The goal was to overcome some of the blind spots that appear when using the Alex Osterwalder’s business canvas. After years of close collaboration with different universities and research groups, working around the Strongly Sustainable Business Model group from the Slab at OCAD University in Toronto, a new business model canvas was launched in 2015. The canvas is a kind if extended version of the Osterwalder’s embedding the net of stakeholders, instead of only the clients, including environmental variables and, more importantly, allowing the designer to define the concept of success for the business as a combination of financial, social and environmental success. Conceived as a visual and modular tool, entrepreneurs can face the business design from a more comprehensive and sustainable stance, understanding how to lead sustainability to the real and economic world.
BELBIN® Team roles
The Belbin Team Role model is a way of measuring preferred behaviour when working within a team and a tool for conflict resolution, to make up highly-effective teams or to better match the candidates to a specific position. Originally developed by the Dr. Meredith Belbin and his team of researchers based at Henley Management College, after years or work they arrived to the conclusion that there are nine distinctive and common roles in teams all around the world. The balance of these roles, defined as "a tendency to behave, contribute and interrelate with others in a particular way", are the key for a high performance team and the explanation for many of the conflicts in working contexts. By means of personal and group surveys, the roles in a team are analysed and changes can be introduced to leverage its performance to unexpected levels. The methodology combines the surveys with bespoke tools to make teams conscious of the role they are playing as individuals and how to improve their coordination and effectiveness.
Cultural Transformation Tools
The Cultural Transformation Tools (CTT) are one of the most detailed and comprehensive cultural diagnostics and values assessment instruments available. These tools are based on the Barrett Values Model and were designed to support leaders in building high-performance, values-driven cultures that attract and keep talented people and increase staff engagement. By measuring and assessing the culture of the organization, it can be adapted to the changing reality and improved towards a more aligned atmosphere in the organization. Both elements critical in the current time of complexity and change. CTT includes a twofold perspective: on the one hand, a consistent survey methodology to deeply assess the culture of any organization by means of its individuals. On the other hand, according to the survey outcomes, a collection of tools to be used in interactive workshops to support the evolution of the organization and the better alignment of teams.