We create Learning Laboratories for companies that want to increase their innovation and entrepreneurship skills by activating projects that bring the corporation closer to its development objectives.
We hosted at our lab in Barcelona a group of brave team coaches from Tiimiakatemia Prague. What have we learned from this experience? By Carla Filannino, Community Coach LEINN & Content Editor BCN. First of all: an introduction about Tiimiakatemia ...
Today we have an excellent new to share with all of you. Unreasonable institute, the successful high social impact enterpreneur accelerator based in Boulder (US) has selected Teamlabs as a local partner to implement Unreasonable Lab Spain, it´s an accelerator...
In an environment of constant and rapid change,
Either you are willing to lose yourself or you are lost. Learning -facing unknown challenges naturally and confidently, without fear of not knowing- is the infallible tool for adapting, reacting, anticipating and staying competitive.
Learning -and doing it quickly- accelerates the transformation of organizations and their capacity for innovation. For this reason, the culture of learning is elevated to a strategic business pillar. But people don’t acquire a learning mindset with training.
They train it as a team, in real projects, in laboratory contexts that encourage self-management and experimentation.
For this reason, we create radical learning laboratories to inoculate
in corporations a culture of entrepreneurship and innovation. A laboratory where working with real projects is the basis for obtaining new skills, tools and ways of working that can be extended throughout the company. Thus, causing a real capacity to innovate and intrapreneurship as a team.
The objective of the Radical Learning Lab (RLL) is to promote innovation projects that have an impact on the growth of companies. Create and extend a learning culture that converts innovation into a new way of working for teams.
A Radical Learning Lab (RLL) is a connection space between the strategic challenges of the organization and the talent necessary to solve them.
All with a double objective: Obtain implemented solutions; and Form and transform teams and ways of working through a learning strategy.
This is specified in 5 elements that make up the RLL:
01/ RLL governance model. Own ODR management and direction forums that guarantee the orientation of the challenges and the viability of the solutions.
02/ Areas of Opportunity. Strategic foci for the organization from where concrete challenges can be drawn to propose to the work teams.
03/ Community and Entrepreneurial Teams. A community of internal talent, complemented by LEINNERS, who are assigned the challenges to solve.
04/ Work and learning process. A detailed process so that the teams can solve the proposed challenges and reflect on the lessons learned along the way.
05/ Propagation spaces. Meeting forums with the rest of the organization to promote a culture of learning by sharing the different projects and their results.
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