MANAGING THE UNMANAGEABLE

Cagan and Boatwright outline best practices for leading teams in developing breakthrough products in this nonfiction business guide.

Asserting that “nearly all innovation is done by teams” and that “innovation teams are not like other teams,” the authors, professors at Carnegie Mellon University, state in their introduction that they wrote this guide “to fill a gap in the knowledge base.” While there are many good books on innovation processes and methodologies (and on management and leadership in general), Cagan and Boatwright saw an unmet need to address the management of innovation teams specifically. What sets innovation teams apart is the fact that they’re “always trying to do something that hasn’t been previously done,” ideally producing a high-quality result quickly. Despite the many unknowns and inherent unpredictability of innovation, the authors posit that it’s possible to reliably optimize a team’s functionality by using management principles derived from Cagan and Boatwright’s considerable experience. They provide a toolkit of 13 best practices (“tips”) they have identified for leading such teams effectively, preparing them to anticipate roadblocks and respond creatively to unforeseen challenges. The authors also review traditional management styles and identify situations in which conventional management practices don’t work well with innovation teams, while approaches that may seem counterintuitive actually produce better outcomes, and they explain why. Beginning with the fundamental question “Why innovate?” the authors consistently emphasize the importance of creating value for customers and the company. Their best practices include managing the process rather than the outcome; building and nurturing the right team; balancing broad initial exploration with refining the best solution; reframing limiting beliefs; defining criteria for success; setting deadlines; establishing a price range for the final product early on; keeping up with new technologies such as AI; and using effective storytelling to engage stakeholders. Each tip concludes with a paragraph or two on how managers can apply it personally to their own work and professional development.

The authors, who established Carnegie Mellon University’s Integrated Innovation Institute, provide ample evidence to support their principles, including research findings from academic studies, real-world examples from well-known organizations including Apple, Ford, Nest, Waymo, DARPA, and various sports teams, and advice from experienced leaders at innovative firms and such luminaries as Peter Drucker, Daniel Goleman, and Benjamin Franklin. Their writing is consistently clear, straightforward, and upbeat, packed with excellent descriptions, logical explanations, and persuasive recommendations, presented with empathy and humor (the book has a few tongue-in-cheek mentions of “Econ 101” when a mini-refresher on a basic market or business principle is needed). The text is also enlivened by numerous colorful illustrations by Hess. Throughout, Cagan and Boatwright suggest that readers should choose as needed from the various options presented rather than following a cookie-cutter approach. It’s likely that, after an initial read-through, many team leaders will find this guide handy to dip into again from time to time to review the tips most relevant to their current management dilemmas.

An engaging collection of useful ideas for leading teams to tackle the unique challenges of innovation.