Market fit
SaaS start-up
Workshops
Innovation
All aboard the Nurture Train!
Feb 4, 2025
Smpl Team
Innovation team structure
Cross‑functional taskforce fosters creativity
SR‑innovation; they form a “Taskforce.” The taskforce taps colleagues from various departments—design, banking, business development—to work on specific projects. Working outside the bank and long days together fosters psychological safety and creativity.SR Bank’s innovation department has four full‑time employees dedicated to digital innovation; they form a “Taskforce.” The taskforce taps colleagues from various departments – design, banking, business development – to work on specific projects. Working outside the bank and long days together fosters psychological safety and creativity.Large organizations often struggle with siloed departments and rigid processes. To innovate, cross-functional squads with designers, engineers and product managers working together cut through bureaucracy and foster collaboration.
This abstract artwork evokes the dynamic energy of teams rapidly iterating to transform ideas into innovative solutions, capturing the essence of corporate agility.
This abstract geometric image illustrates the structured yet creative collaboration required for large corporates to innovate, with shapes converging toward a shared goal.
Innovation team structure
Cross‑functional taskforce fosters creativity
SR‑innovation; they form a “Taskforce.” The taskforce taps colleagues from various departments—design, banking, business development—to work on specific projects. Working outside the bank and long days together fosters psychological safety and creativity.SR Bank’s innovation department has four full‑time employees dedicated to digital innovation; they form a “Taskforce.” The taskforce taps colleagues from various departments – design, banking, business development – to work on specific projects. Working outside the bank and long days together fosters psychological safety and creativity.Large organizations often struggle with siloed departments and rigid processes. To innovate, cross-functional squads with designers, engineers and product managers working together cut through bureaucracy and foster collaboration.
This abstract artwork evokes the dynamic energy of teams rapidly iterating to transform ideas into innovative solutions, capturing the essence of corporate agility.
This abstract geometric image illustrates the structured yet creative collaboration required for large corporates to innovate, with shapes converging toward a shared goal.
Innovation team structure
Cross‑functional taskforce fosters creativity
SR‑innovation; they form a “Taskforce.” The taskforce taps colleagues from various departments—design, banking, business development—to work on specific projects. Working outside the bank and long days together fosters psychological safety and creativity.SR Bank’s innovation department has four full‑time employees dedicated to digital innovation; they form a “Taskforce.” The taskforce taps colleagues from various departments – design, banking, business development – to work on specific projects. Working outside the bank and long days together fosters psychological safety and creativity.Large organizations often struggle with siloed departments and rigid processes. To innovate, cross-functional squads with designers, engineers and product managers working together cut through bureaucracy and foster collaboration.
This abstract artwork evokes the dynamic energy of teams rapidly iterating to transform ideas into innovative solutions, capturing the essence of corporate agility.
This abstract geometric image illustrates the structured yet creative collaboration required for large corporates to innovate, with shapes converging toward a shared goal.
Innovation team structure
Cross‑functional taskforce fosters creativity
SR‑innovation; they form a “Taskforce.” The taskforce taps colleagues from various departments—design, banking, business development—to work on specific projects. Working outside the bank and long days together fosters psychological safety and creativity.SR Bank’s innovation department has four full‑time employees dedicated to digital innovation; they form a “Taskforce.” The taskforce taps colleagues from various departments – design, banking, business development – to work on specific projects. Working outside the bank and long days together fosters psychological safety and creativity.Large organizations often struggle with siloed departments and rigid processes. To innovate, cross-functional squads with designers, engineers and product managers working together cut through bureaucracy and foster collaboration.
This abstract artwork evokes the dynamic energy of teams rapidly iterating to transform ideas into innovative solutions, capturing the essence of corporate agility.
This abstract geometric image illustrates the structured yet creative collaboration required for large corporates to innovate, with shapes converging toward a shared goal.
Small teams, big impact
By forming small squads with decision-making autonomy and a shared mission, the company empowered teams to own the problem and deliver solutions quickly. These squads combined design, engineering and product expertise, broke projects into bite-sized experiments and celebrated quick wins to maintain momentum.Small cross-functional teams of designers, engineers and product managers empower quick decisions and iteration, allowing the organization to move like a startup. By giving teams autonomy and a clear mission, innovation can happen faster than in traditional hierarchies.
Small teams, big impact
By forming small squads with decision-making autonomy and a shared mission, the company empowered teams to own the problem and deliver solutions quickly. These squads combined design, engineering and product expertise, broke projects into bite-sized experiments and celebrated quick wins to maintain momentum.Small cross-functional teams of designers, engineers and product managers empower quick decisions and iteration, allowing the organization to move like a startup. By giving teams autonomy and a clear mission, innovation can happen faster than in traditional hierarchies.
Small teams, big impact
By forming small squads with decision-making autonomy and a shared mission, the company empowered teams to own the problem and deliver solutions quickly. These squads combined design, engineering and product expertise, broke projects into bite-sized experiments and celebrated quick wins to maintain momentum.Small cross-functional teams of designers, engineers and product managers empower quick decisions and iteration, allowing the organization to move like a startup. By giving teams autonomy and a clear mission, innovation can happen faster than in traditional hierarchies.
Small teams, big impact
By forming small squads with decision-making autonomy and a shared mission, the company empowered teams to own the problem and deliver solutions quickly. These squads combined design, engineering and product expertise, broke projects into bite-sized experiments and celebrated quick wins to maintain momentum.Small cross-functional teams of designers, engineers and product managers empower quick decisions and iteration, allowing the organization to move like a startup. By giving teams autonomy and a clear mission, innovation can happen faster than in traditional hierarchies.
Rapid prototypes & user feedback
Prototype fast – iterate quickly
Building prototypes early let the team surface risks and hidden problems before investing heavily. They put rough mock-ups in front of real users, gathered honest feedback and iterated quickly. Each cycle sharpened the solution and built internal momentum toward a product users love.
Rapid prototypes & user feedback
Prototype fast – iterate quickly
Building prototypes early let the team surface risks and hidden problems before investing heavily. They put rough mock-ups in front of real users, gathered honest feedback and iterated quickly. Each cycle sharpened the solution and built internal momentum toward a product users love.
Rapid prototypes & user feedback
Prototype fast – iterate quickly
Building prototypes early let the team surface risks and hidden problems before investing heavily. They put rough mock-ups in front of real users, gathered honest feedback and iterated quickly. Each cycle sharpened the solution and built internal momentum toward a product users love.
Rapid prototypes & user feedback
Prototype fast – iterate quickly
Building prototypes early let the team surface risks and hidden problems before investing heavily. They put rough mock-ups in front of real users, gathered honest feedback and iterated quickly. Each cycle sharpened the solution and built internal momentum toward a product users love.
Bringing it all together
The corporate's transformation shows that any organization can innovate if they empower small teams, build prototypes early and put customers at the center. By breaking down silos, embracing rapid experimentation and iterating based on real feedback, you can create products that delight users and drive growth.
Bringing it all together
The corporate's transformation shows that any organization can innovate if they empower small teams, build prototypes early and put customers at the center. By breaking down silos, embracing rapid experimentation and iterating based on real feedback, you can create products that delight users and drive growth.
Bringing it all together
The corporate's transformation shows that any organization can innovate if they empower small teams, build prototypes early and put customers at the center. By breaking down silos, embracing rapid experimentation and iterating based on real feedback, you can create products that delight users and drive growth.
Bringing it all together
The corporate's transformation shows that any organization can innovate if they empower small teams, build prototypes early and put customers at the center. By breaking down silos, embracing rapid experimentation and iterating based on real feedback, you can create products that delight users and drive growth.
