ORGANISATION

Railtek is a company dedicated to the production of aluminium parts and specialising in the machining and bending of structural profiles. Its production is almost entirely aimed at the railway sector.

CHALLENGE

The aim of the process was to contribute to the creation of a climate that could encourage teamwork and in which the complementary capabilities of people could be identified while oriented towards common goals. The dynamics also triggered these talents and made them collaborative as a way to approach the near future with the guarantee of success.

IMPROBABLE COLLABORATOR

Diego Soroa. Work areas: architecture, design thinking, social thinking.Diego Soroa studied architecture at the School of Madrid and IIT in Chicago. In 2006, he founded the Cuantics laboratory of applied creativity and the following year won the Entrepreneur of the Year Award in Bilbao. Since then, he has carried out a variety of activities as a “creative agent”.



PROPOSAL BY DIEGO SOROA

Through this Creative Pill, Diego Soroa was aiming for the joint creation of a variety of possible and preferred scenarios for Railtek that could help the participants to identify alignments and shared visions and create suitable connections between their motivations and capabilities. In order for the people in and around Railtek to share a vision about future scenarios, it was necessary for them to be able to imagine these. He therefore motivated those participating in the collective construction of these scenarios during the 4 sessions.

In order to do so, he used a methodology called “Creative Foresight” for the joint creation of disruptive scenarios, a technique that is used at Singularity University.

Soroa claims that these shared scenarios and visions are the real spark for change, multiplying empathy and smoothing the way to activate new collaborations, the driving force of new projects and the motivation to extract the greatest individual and collective potential.

RESULT

The Railtek team took advantage of the co-research process with Diego Soroa to gather momentum and energy in order to meet its great challenge of how to adapt to new times.

The company defined the process as “mind broadening” and got down to work to confront its limitations after identifying them.

The great hurdle that was holding it back from seeking new outlets in its professional field is that despite that the team members were great experts in working with aluminium, they were not very well versed in the material. The first actions that were undertaken thanks to this process were therefore:

• To find partners with whom to deepen their knowledge of aluminium and its possibilities as a work material.
• To develop periodic internal dynamics to find a product of their own.
• To suggest research projects to the University involving final year students.