Successful product teams work best when everyone shares the same goal and has a big idea in mind. But sometimes, teams can become divided, which is not good. As a leader, you need to make sure everyone is working together and understands why they're doing what they're doing. 1. Make sure everyone feels like they're part of one team, with one big goal. 2. Tell your team what the product vision is and why it's important. 3. Explain the opportunities the product can bring for customers and the company. 4. Encourage your team to think like entrepreneurs and use their skills to make the product great. Keep talking to your team and make sure everyone knows what's going on

"O óbvio também precisa ser dito", e essa lição se revela valiosa ao liderar uma equipe de inovação de produtos. Tudo começa com um escopo bem definido e uma clareza sobre os resultados esperados. Com uma visão clara e inspiradora para o produto, começamos a promover uma comunicação aberta, incentivando a criatividade em um ambiente onde os membros da equipe se sintam confortáveis para compartilhar ideias e assumir riscos. Estabelecer metas tangíveis e alcançáveis é essencial para direcionar o trabalho da equipe. Além disso, é importante definir marcos para acompanhar o progresso e realizar ajustes. Embora outras ações sejam igualmente importantes, é crucial celebrar os sucessos e aprender com os fracassos ao longo do processo.

Innovative Teams benötigen eine Kombination aus Autonomie und Alignment. Für letzteres gilt es, klare gemeinsame Ziele und KPIs als Entscheidungsframework zu definieren. Damit können Mitarbeitende bestenfalls neue Ideen und laufende Projekte immer selbstständig bewerten. Zudem können auf der Basis alle Innovationsaktivitäten gemeinsam bewertet und priorisiert werden. Mit diesem Rahmen können dann alle möglichst selbstständig arbeiten!

To win in product innovation from a process perspective you need to: a. create a cross functional team from the start vs. just marketing led and then R&D, supply etc joining, b. have a clear Program Management lead to conduct the routines and secure the timelines / budget, c. senior management sponsorship to secure resources and in market realisation and of course d. define consumer centric spaces with a rolling pipeline behind them

Definir a visão e os objetivos claros desde o início é crucial para orientar efetivamente uma equipe de inovação de produtos. Compreender o problema a ser resolvido, identificar os usuários-alvo, definir os resultados esperados e estabelecer métricas de sucesso traça um caminho claro à frente, promovendo alinhamento e minimizando mal-entendidos dentro da equipe.

It is important to create a safe environment for the team so they can really go out and try new things without worrying too much about failing. One of the core values at Adevinta is "Experiment Bravely", which bakes experimentation into a culture that celebrates both wins and learnings alike.

The product innovation tells itself what is required to be done in that team. But innovation doesn't mean to be big innovation like finding big secrets or so., when we think about it we always think that it should be something big and that is not in our scope. So my focus will be to make innovation term as more generic and it doesn't need to include big things, it can start from any small innovation like finding new ways to handle product documentation, new ways to automate any small part of process and it can grow as bigger as possible.

The very best innovation teams feed off of each other’s ideas and take the time to ensure everyone is thinking on the same wavelength. They wear their ignorance on their sleeves and openly talk about the things they don’t understand. With this open sharing they help each other fill in the gaps and keep up with the pace of innovation and progress. They proactively support each other’s progress and often prefer to take on tasks that are just a little bit beyond their experience threshold and ask the group for ideas when they get stuck. The limiting factor is often the lack of challenging problems to go around. To overcome this I encourage teammates to pair on the difficult parts so they can share in the joy of discovery.

It's all about selecting the right people to begin with, not from a professional but from a personal perspective, people that love learning, passionate about life and are want to get the job done are much better than people with big titles and degrees

I believe, in todays' dynamic workplaces, promoting a definition of work equal to a regular performance of duties for wages, is usually not sufficient for sustained productivity. By contrast, successful workplaces embrace a culture, where workers gradually and by consistent effort can succeed and grow. To take on tasks that are meaningful to you, be appreciated for it and succeed, lets you grow, feel safe, take responsibility for and pride in the work you do. As well, highlighting successes in terms of those who benefit from your work (co-workers, stakeholders, society as a whole), whose work and life you change for the better and give meaning to, keeps you intrinsically motivated and productive for a greater cause than yourself.

Over the last 20 years gaining experience in building high performance teams and growing hungry brands and start ups, there are a few key determining factors : 1.) WHY? first explaining the WHY? Why are we doing it in the first place? Providing clear reasons / analysis or data. To build momentum and excitement and provide clarity. 2.)A simple foolproof critical path outlining everyone’s tasks from starting to the finish line including mine! And agreeance in achieving these. I find sprints really effective in keeping everyone on track and also provide visibility to everyone and breaking down silos. 3.) WHAT? Task to be fulfilled and how will this be achieved with the timeline.

Cookies. Mmm

Ensuring your product innovation team has the necessary resources and tools is vital for productivity. This encompasses budget, time, workspace, equipment, software, data, and access to information, experts, and stakeholders. Leveraging established frameworks like design thinking or lean startup can further streamline the innovation process, aiding in validation, prototyping, and product refinement.

If you don't give your product innovation team the tools they need, it can cause big problems. The team might work slower. Team might feel unhappy and not want to work as hard. Also, It will decreased morale and motivation among team members and the compromised quality of work due to makeshift solutions.

The product innovation Teams should have the utmost blessings of strategic the management,This will inspire motivation within the teams and guarantee the required support. The working environment is not only key to unleashing the teams full potential but also ensures that the Teams work proceed with their schedule uninterruped and thus meeting their schedules.

It is essential to have objective communication with the team and establish channels for this. Don't use WhatsApp or informal tools as messages may get lost. Formalize all decision-making by email. Hold constant meetings with the team to resolve difficulties in a timely manner and progress activities. Never forget to motivate employees, as results depend on everyone.

Effective communication and coordination are crucial for leading a product innovation team. Establishing clear channels for sharing updates, progress, and feedback fosters collaboration and keeps everyone aligned. It's also essential to communicate with other stakeholders to ensure alignment and manage expectations across teams, managers, and clients involved in the project.

Innovation never gets old and it’s also often an endless process. Being on the cutting edge means frequent and fast failure. That can be discouraging. Always try to find ways to maintain your inspiration. Very often that comes from outside your field; a hobby or pastime. Seeing your industry from a fresh perspective is key to staying motivated.

Balancing work and well-being isn't just about productivity; it's about nurturing the soul of innovation. During my 20% role at YouTube, we developed a simple yet effective way to balance work and well-being in our product innovation team. We call it the Wellness Wheel. It's like a dashboard where team members can see how they're doing in different areas of their life, like physical health, mental well-being, and personal interests. If someone's wheel looks a bit off, we come together to figure out how to help – maybe by adjusting workloads or scheduling some downtime. It's all about supporting each other and keeping our team happy, healthy, and ready to innovate.

Maintaining a balance between work and well-being is essential for both you and your product innovation team. Monitoring workload, morale, and stress levels, and promoting a healthy work-life balance contributes to sustained productivity and overall team well-being. Celebrating achievements and encouraging breaks are crucial elements in fostering a positive and supportive work environment.

All to do activities - divide into smallest chunk - plan for every small chunk - follow, review hand hold on this every small chunk to your team so that are successfully and do finish on time with expected quality of work.

To ensure productivity in product innovation: 1. Define clear roles. 2. Set achievable goals. 3. Foster open communication. 4. Provide necessary resources. 5. Encourage creativity. 6. Prioritize tasks effectively. 7. Address any roadblocks promptly. 8. Celebrate achievements.

We can't forget to Celebrate the achievements!!! Because It's important to celebrate the big conquests and even the small victories.

In addition to defining the vision and goals, empowering your team; You should also consider maintaining a lean infrastructure and up-to-date change management practices. Keep processes streamlined to facilitate rapid iteration and adaptation. Embrace flexibility in your infrastructure, allow for quick experimentation and scaling to enable strategic and targeted investment. Prioritizing change management ensures smooth transitions and minimizes disruptions to upstream and downstream users. By keeping your infrastructure lean and change management practices current, you create an environment primed for continuous innovation and adaptation.

"Productivity" can be defined in a variety of ways, ranging from "yield for effort time expended" to the "value of contributions made". In order to increase it, all must know how it's being defined, by whom and how it's being measured. Also, ideally, how achievement of it may be rewarded.