Back to resources

From Innovation Lab to Innovative Engineering

Innovation / Experiment

26 August, 2021

Anna Nicanorova
Anna Nicanorova

CTO at Annalect

Anna Nicanorova, VP of Engineering at Annalect, shares her experiences motivating her team to give their best performances through innovation.

Problem

In every company, there is always the “cool” team that gets to work on cutting edge projects and moonshot initiatives. Different companies have different names for the teams - labs, R&D, innovation squad. While that team is tasked with rapid innovation, everyone else in the company usually gets stuck with the maintenance of the existing operations of the core product portfolio. The problem was how to allow not only this selected number of “cool kids” to do “cool things”? How can we ensure that everyone on the engineering team gets to learn something new and invent something for the benefit of the company?

Actions taken

Before leading the engineering team, I was leading our R&D team- Annalect Labs. On one hand I had a small, dynamic group of people comfortable learning a new piece of software within days and pulling an all-nighter to finish a prototype. On another, now I was leading multiple engineering teams producing scalable enterprise software but at a much slower pace. So I had collapsed both teams, choosing to dissolve labs in favour of a more innovative core engineering team.

In the absence of labs, now everyone was forced to innovate. I have taken the systems and ceremonies that we have used at labs and brought them to the core team: workshops, hands-on immersion days, hackathons, experimentation days. Of course, it was much slower to learn and adopt technology with a bigger team dedicated to maintaining the company’s vital product line. However with proper planning and scheduling now I had the whole engineering team being familiar with the latest technology that they could bring to the core product, ensuring that our software stays up-to-date.

Lessons learned

  • Having all core teams innovate, instead of just one dedicated squad team, ensures that all team members grow, learn something new and update their skillset. Instead of a handful of people who know a new framework, we can ensure that the whole engineering team can be learners and innovators.
  • Teams who are charged with disrupting a new service sometimes have little domain knowledge, while the existing team can use acquired domain expertise to evolve the existing product. Business continuity is easier achieved if the innovation is implemented by an existing team of engineers.
  • The place for creativity should be everywhere. Allowing people to experiment and be creative helps grow organizational culture that drives constant improvement.

Discover Plato

Scale your coaching effort for your engineering and product teams
Develop yourself to become a stronger engineering / product leader


Related stories

DevSecOps: Why, Benefits and Culture Shift

29 November

Why DevSecOps matter and what's really in it for you, the team and the organisation?

Innovation / Experiment
Building A Team
Leadership
Ownership
Stakeholders
Cross-Functional Collaboration
Vikash Chhaganlal

Vikash Chhaganlal

Head of Engineering at Xero

Mindsets of High Performance team

14 October

Teams have tremendous impact on the products on they build. T.E.A.M definition - Together Everybody Achieves More is true. A collaborative and empowered team builds great product versus the good ones.

Innovation / Experiment
Mission / Vision / Charter
Building A Team
Productivity
Feedback
Motivation
Praveen Cheruvu

Praveen Cheruvu

Senior Software Engineering Manager at Anaplan

Bootstrapping a Startup While Working Full-Time

23 June

Lucjan Suski, CEO & Co-founder of Surfer, relates how he started a company as a side project and shares his insights on bootstrapping tech startups.

Innovation / Experiment
Motivation
Strategy
Lucjan Suski

Lucjan Suski

Co-founder, formerly CTO and CEO at Surfer

Guiding Your Team Through a Data-Driven Transformation

2 June

Philip Gollucci, Director of Cloud Engineering at CareRev, shares his tips for managing people amidst a significant data-driven transformation.

Innovation / Experiment
Changing A Company
Sharing The Vision
Data Team
Philip Gollucci

Philip Gollucci

CEO/Founder at P6M7G8 Inc.

The Art of Asking Why: Narrowing the Gap Between Customers and Users

24 May

Jord Sips, Senior Product Manager at Mews, shares his expertise on a common challenge for product managers – finding root causes and solutions.

Customers
Innovation / Experiment
Product
Personal Growth
Leadership
Stakeholders
Users
Jord Sips

Jord Sips

Group Product Manager at Mews