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the innovation center blog contact about innsite innovation innovation is a journey. > what we do why fly solo? anticipate we analyze data & trends to make them useful for decision-making and to activate initiatives. tell me more create we work with your team to generate contents & solutions that creatively solve your challenges. tell me more activate we help a concept or solution to evolve into a viable a business model in the most efficient way. tell me more transform we collaborate to transform processes and organizations to improve their innovation capacities. tell me more our travel partners say… thank you to them all “we had to get our creative edge back. we were just not winning and a lack of creativity was high on our list” . bob bell , technical director renault f1 team . . . “the synectics program succeeded in giving us a new way of looking into the future”. . frans van rongen , division director unilever “innsite really helped the team to quickly explore a lot of scenarios and techniques, also involving relevant stakeholders.” . michael fuerst . material, logistics and suppliers – smm. airbus “innsite has helped us to admit as possible ideas and concepts that previously had not been taken into account.” . alejandro zarzuela , innovation director. acciona. our innovation trips repsol talgo red eléctrica endesa airbus enagas lean startup bbva unilever enel ibercaja janssen mapfre clear channel acciona nats cepsa newmont multinational leader company repsol repsol. new model of differentiation. create we’ve re-designed repsol organizational processes and ways of working so they can now identify and assess new opportunities, and launch new products and services that really makes a difference in the market. using our innovation canvas model, we guided a multidisciplinary team of 45 people, including the actual ceo of the repsol group, through a journey of 4 months and 39 work sessions and workshops. model canvas design thinking marketing talgo talgo. complex decision making. anticipate we have helped the board directors of talgo in the the decision making of entering or not into a new business which represents a revolution in their approach to the market. we have also developed a technology radar that has enabled them to optimize resources to maintaining the knowledge about the latest developments in technology and innovation, market knowledge, competitors, etc. radar analysis of relevant information marketing red eléctrica red electrica. analysis of business opportunities. anticipate altran has been working for more than four years with ree in the analysis of new technologies that improve the efficiency and sustainability of the transportation network of electricity. we have recently performed the evaluation of a new business opportunity that will see soon the light after the launch of the technology demonstration platforms to observe the behavior of technologies in a real environment. we work with the board of directors of the organization in the development of technological news headlines that allows them to identify technological opportunities and keep abreast of the movements of the market. radar analysis of relevant information marketing endesa endesa. technological intelligence anticipate we help endesa to meet the new technologies information needs in order to develop their r&d strategy. the information generated helps endesa to build the annual review and update of their r&d plan, identifying possible future energy scenarios worldwide. altran has made a systematic activity identification, selection, analysis and technology assessment in line with the group’s global strategy. radar analysis of relevant information marketing airbus airbus. concept visualization and prototyping. create altran visual facilitator leads a team of 6 people in airbus through a process to generate the concept of an entirely new manufacturing process in airbus factories. the result of this project was a video production made by 3d animation artists in order to achieve better communication of the concept and the early identification of problems. visual thinking analysis of relevant information marketing enagas enagas. use of disruptive technologies create enagas had great economic losses due to gas leak at its plants. along the project altran identified and studied the technical economic feasibility of alternative technologies that now represent a complete revolution in the sector. visual thinking analysis of relevant information marketing lean startup business validation for new products and services. anticipate we mentored 4 transversal teams of 5-10 people during a 4-month itinerary to validate the business viability of new solutions targeted at both internal and external clients –and in this way complement and shape the technology work stream that was being done in parallel. as there was an important market uncertainty in these initiatives, the chosen methodology was lean startup/customer development, with client interviews and experiments to validate the key business hypotheses. lean startup/customer development mentoring interviews bbva bbva. reference partner. transform we have been a reference partner of bbva, working with them as permanent collaborators from 2008 to 2012. our team helped the chief innovation officer to define the new innovation plan, facilitating her the decision of which processes, roles and governance strategies develop within the organization, and how toiling innovation vision with business units goals. furthermore, we have trained and coached a select group of people in facilitation skills, both in spain and latin america. facilitation coaching unilever unilever. insight-led innovation culture. transform we designe for this global giant the processes to implement a creative and innovative culture that was to be used worldwide in the company. our model still promotes behaviors for successful innovation; operating even in unilever innovation centers worldwide. “our approach to innovation and the ideas themselves were enthusiastically endorsed… i hope you are helping others realize their work dreams” – toffael rashid, unilever. innovate culture creative culture enel enel. executive reports for c-level. anticipate our strategic foresight capabilities has helped the innovation chief officer of enel group to keep him informed about relevant topics for the organization such as tidal power technologies. the executive format and content structure allows top management consume the information nimbly and efficiently. radar relevant information technology ibercaja ibercaja. new innovation model. transform our team worked with the strategy and the innovation director of ibercaja to define the new innovation model of the company. vison, governance, finance, committees and other issues were addressed bases on ibercaja needs and wants using our innovation model canvas. innovation model visual thinking innovation model canvas janssen janssen. become more innovative. transform we have developed a program designed to unleash creativity and innovation into a team of selected innovation ambassadors within janssen russia. we fist launched an innovation snapshot collecting at board level, the different perspectives about creativity and innovation in the past, present and in the future. we also developed an innovation toolkit that we applied in 3 business challenges, an internal challenge, an operational challenge and a new product launch challenge. design thinking innovation snapshot creativity mapfre mapfre. increasing sales in existing markets. create we helped county leader mapfre to increase its market share in he heals industry by discovering new customer insights and creating a total of 11 new breakthrough products and services, one of which is already launched. visual thinking process design team innovation clear channel clear channel. pioneering the future. create we have recently helped clear channel identify novel ways to leve

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