en / fr

InnovationLab: intergenerational collaboration at the heart of our dynamism

Company name : ADA ASBL

Activity sector : Financial and insurance activities

Company category : Foundation, Non-profit, NGO


Define a diversity policy

Description of the action

In 2019, ADA launched the InnovationLab project to ensure constant attention to the search for cutting-edge solutions for the promotion of inclusive finance in the southern countries where we are active. The main strength of InnovationLab lies in the creation of multicultural, "multi-skilled" and, above all, multi-generational teams, in order to design and implement hitherto unexplored innovative solutions through open and enriching dialogue.

The exchanges in the framework of the InnovationLab represent exceptional opportunities to confront young and old around topics related to the adoption of new disruptive technologies.


With the advent of new technologies and their rapid and continuous evolution, the inclusive finance sector has taken a turn in the last few decades. Our senior staff has gained invaluable experience over the years, made possible through direct contact with our partners and their regular presence in the field. However, these experts themselves may nowadays be faced with technological changes that represent not only an opportunity but also a constant challenge to their knowledge. This has a direct impact on our ability as an organization to integrate these changes into our strategy to fully achieve our goal of promoting financialinclusion in many countries in the South.


  • To define innovative and effective strategies for the future of microfinance, through a creative and participatory approach that values the contributions of both old and young beyond all forms of management.
  • To have concrete and innovative proposals to share with our partners and potential donors.


ADA is convinced that its most precious heritage remains the human heritage and that the cohabitation of different generations represents an element of learning and dynamism. Today, with the acceleration of technological change, collaboration between the different generations plays a major role in the development and adoption of innovative strategies. 

With the creation of InnovationLab, ADA has the opportunity to valorise the assets andskills of each one. People with many years of experience in the sector can pass on their knowledge and know-how to younger people. At the same time, young people contribute to ADA's ability to meet the challenges facing inclusive finance, bringing valuable ideas in identifying solutions that can make a difference for our partners.


We have laid the foundations for the construction of shared knowledge within the organization, thanks to the exchange of information and good practices carried out within the InnovationLab. 

With the creation of the InnovationLab, we have created an even stronger climate of trust between generations.

We are also seeing a rapid empowerment of young people, who recognise that they play an important role in the development of the actions implemented by ADA.

Moreover, the definition of strategies through an open and participative dialogue gives a common sense to the project and leads to a strong involvement and commitment of all the participants in the InnovationLab.

« To do »

  • Make differences (culture, experience, gender, age) in the strengths of the organization.
  • Guarantee equal opportunities for everyone to contribute to the InnovationLab thematic working groups, regardless of their hierarchical role and age. In this context, valuing everyone's contribution can be a valuable element in the definition of innovative solutions.

« Not to do »

  • Avoid stigmatizing the role of young and old within the InnovationLab teams to stimulate the contribution of each beyond any categorization.
  • Avoid encouraging top-down mentoring within InnovationLab (alumni teaching younger people) and the passive participation of some members, which could also be seen as exploiting everyone's knowledge.

Keywords : Organizational culture

Published on 19 June 2019