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Sprint sessions

27 avril 2016 by Lean Studio

One of the largest Belgian banks makes regularly use of Lean Studio’s services to animate Sprint sessions. These last for 3 days, spread over 3 weeks, and aim to finish with a solution prototype.

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The Sprint program starts with an idea brought by each team and puts the Lean Startup approach in practice in an 
highly accelerated way. It kicks off with the identification of a pain suffered by a client. The client can be either internal or external to the bank. Between the first and second day of the program, the participants are put in front of their chosen clients (or users) to validate the presence of the identified pain, and learn about their clients’ expectations. Based on these learnings, they swiftly move into the development of a solution prototype, called a Minimum Viable Product. In turn, after the second day, the prototype is tested with real customers to verify whether it is an adequate solution for the identified pain. The program ends with the refinement of the prototype and the preparation and rehearsal of the pitch that each team will present in front of the divisional management team. 

In just 3 days, the teams have learned to apply the basic principles of Lean Startup in their own environment, which actively contributes to develop a more entrepreneurial culture within the organisation.

Filed Under: Featured, Story

Banking the future

4 mars 2016 by Lean Studio

Lean Studio is a regular partner of one of the largest belgian banks in the operation of their 4 months long innovation program. After a 2 days Sprint aimed at selecting 4 ideas, and 4 teams of 4 participants, the acceleration phase starts.

The selected employees of the bank are involved on a full time basis during a period of 4 months. The purpose is to bring the participants out of their comfort zone, and to make them think beyond the usual boundaries of a large bank in order to develop disruptive ideas.



Thanks to a series of weekly experiments, the tempo of the program is kept on a high pace and the teams fully embrace the Lean Startup approach.

Towards the end of the program, the teams are prepared to pitch their projects in front of a large audience of colleagues who express a vote on the continuation of each project. Approved projects by a jury made up of executives are either taken over by the operational departments of the bank, or they benefit from an extension of the acceleration phase, or they are spun out of the core business into an external startup.

Filed Under: Featured, Story

Pharma 2020

4 mars 2016 by Lean Studio

Lean Studio has been requested by the R&D department of one of the largest pharmaceutical companies in the world to animate an innovation program called a ‘Techathon’, and aimed at identifying new ideas able to generate value for the firm.



The program has been organised in successive steps over a period of 3 months:

  • Call for applications and ideation phase. Wide themes are defined which call for new technologies such as 3D printing, nanotechnologies, or big data.
  • Invitation of 40 participants to a Sprint session of 2 days to select the most promising ideas and establish teams of 3 to 5 participants. External partners and experts were invited to support the teams. At the end of the Sprint session, 7 ideas were selected by a jury.
  • Acceleration phase over 6 weeks at the end of which the teams pitched their projects in front of a large assembly of colleagues and a diversified jury. 
At the end of the program, 3 projects have been selected and integrated within the operational departments of the company.

Filed Under: Featured, Story

Sonaca Aircraft

2 mars 2016 by Lean Studio

How Lean Studio helped Sonaca to explore new grounds in the market of light aircrafts.
Bernard Delvaux, the CEO of Sonaca group, called upon Lean Studio to coach a team of 4 engineers who had the idea to develop and build an electrical 2 seater aircraft.



Applying the Lean Startup approach, the team conducted several customer interviews and after a while concluded that although it was technically feasible to develop such a plane, their idea would not meet customer interest in the short to mid term. Based on the information collected through interviews and research, the team identified a ‘pain’ expressed by many customers: the majority of flight schools massively rely on old Cessna 142/152 airplanes and complain about the high operational costs. Modern aircrafts do not meet these requirements and they are actively looking for an aircraft that would be robust, easy and secure to fly,  yet inexpensive to operate.

The team felt that Sonaca had the skills and capacity to produce such a plane and obtain a certification. The whole process from conception to commercialisation would take several years so alternatives were looked for to speed up the process. A partnership has been developed with The Aircraft Factory, a South African company, to adapt their existing Sling 2 aircraft to the European and US markets needs.

Recently, the plane has been successfully tested by many would be clients, and in less than a year since the initial idea, the order book is filling up and first deliveries are planned for the end of 2017.

Sonaca Aircraft represents a first disruptive innovation for Sonaca. The methodology applied avoided a long and costly R&D program which meant that risks were limited to a minimum.

For more info visit  http://www.sonaca-aircraft.com/

logo-sonaca

Filed Under: Featured, Story

More Stories

Sprint sessions

Banking the future

Pharma 2020

Sonaca Aircraft

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