Back to the overview

Learning by trying

Six Fingers assists its clients with the development of products and services or a sustainable strategy for the future. For some clients, our ultimate goal is to instil the mindset needed to achieve true innovation in its people.

Understanding and applying are two separate goals. We challenge people in an organisation to learn to think like a start-up. To do this, we employ a variety of creative methods and proprietary training tools.

Experiencing and adopting this mindset leads to the perfect internal conditions to facilitate innovation. We supervise teams in the application of various methods to discover and realise innovation and teach them the ins and outs of this process at the same time. Six Fingers’ learning projects teach people by doing: you can only truly learn how something works by experiencing it for yourself.

Result: a culture that embraces innovation.

Creating a mindset

1 Six Fingers makes the teams focus, breaks them out of their daily corporate mindset and introduces them to the start-up agile way of doing things. We challenge teams to adopt three essential characteristics of innovative working: daring to fail, asking the right critical questions and being able to perform under pressure. Additionally, we use our proprietary mindset maps to turn discussions into actions.

Learning by doing

2 You can learn by reading a book or taking a course, but the most effective way of learning is by doing something yourself. Experiencing something yourself has a much greater impact than listening to someone talk about how they did it. For learning projects, it is important that the teams actually get to work on e.g. user research, concept development, prototyping and testing. By doing so, participants learn which roles suit them best on an individual level and which methods suit the team.

Support within the organisation

3 For all its projects, Six Fingers proposes creating an expedition area: a room where all information, insights, discoveries and creative ideas are put up on the walls to form a kind of ongoing exposition about the project. This not only has a significant stimulating effect on the team, it also allows insights to be shared with stakeholders in the organisation.

Case: ABN Amro Verzekeringen

An expedition for a team within ABN AMRO Insurance, the internal incubator team was working on innovation but felt inhibited by its existing ways of doing and thinking. How do we get the organisation interested and involved in what the team comes up with and how do we make sure that we come up with ideas that do more than just marginally improve the current situation? These were just two of a number of questions we were asked. The team went into an incubator process together with Six Fingers with the main goal of learning how to apply our methods themselves in the future. The team’s new mindset was formed after they experienced what it was like to conduct research and host a Branchmarking session themselves.

Next, we also worked on the Accelerator mindset by developing tests together for the concepts we had come up with. The expedition room that was set up in an empty room in ABN’s office building served as a showroom for stakeholders and interested parties and helped the team present their achievements.

The result?

At the moment, the team is testing a number of concepts and working hard on the development of an app for entrepreneurs, which will be launched in 2017.

Development time: learning process 4 months

Are you curious yet?

Good. We are curious too, about you and your story. We look forward to meeting you soon!