REN faced a challenge common to many regulated organizations: fostering a culture of innovation in a context marked by bureaucracy, resistance to change, and the perception that "the regulator won't allow it" or that "innovation isn't possible." Beyond these barriers, many employees lacked the time, confidence, and proper channels to share ideas, which limited the organization's creative potential.
Given this context, the Innovation Department challenged Everythink to develop a specific program to empower Innovation Leaders, promoting a more creative, participatory, and experimentation-oriented mindset. The goal was to involve people from different areas, stimulate incremental and disruptive innovation, and create the conditions for new opportunities to emerge in a structured way.
The program was developed based on the Capture Value methodology, combining organizational alignment, design research, international benchmarking, interviews, creative sessions, collaborative ideation, and rapid prototyping. Throughout the process, team dynamics, brainstorming and brainwriting techniques, and prioritization tools were used to transform opportunities into concrete value propositions.
More than just generating ideas, the work sought to understand existing cultural blocks. Phrases like "I'm afraid to share ideas," "I don't know if my opinion counts," or "the regulator blocks innovation" became starting points for designing a process capable of building trust and participation. Exercises like the paper airplane dynamic highlighted the obstacles felt by teams, while prototyping activities revealed the creative potential that exists when people have a safe environment to experiment.
