Delivering Business-Valuable Innovation
As an R&D leader, balancing the messy unpredictability of innovation with the unyielding demands of the business is a constant challenge. Too often, teams find themselves trapped in one of two unsustainable extremes.
In one mode, developers take the lead. Innovation thrives as teams embrace the messy, iterative process of creating something new. Delivery timelines are vague, progress is measured in ambiguous units like “points,” and craftsmanship is prioritized over predictability. While this approach fosters creativity and quality, it often leaves the business frustrated by missed deadlines and unclear outcomes.
In the other mode, the business sets the agenda. Deadlines take precedence, and R&D becomes a machine for execution. Developers are pushed to deliver at all costs, often sacrificing quality and creativity. Burnout, “death marches,” and short-term thinking become the norm.
Several years ago, I discovered Basecamp’s Shape Up methodology, which helped me chart a middle path. Its principle of “fixed time, variable scope” challenged me to rethink how R&D could integrate innovation with business needs. Over time, I’ve built on these ideas to create a framework for delivering business-valuable innovation. Here’s what I’ve learned.
1. Commit to Fixed Time, Variable Scope
The core insight of Shape Up is simple yet transformative: instead of committing to fixed scopes with variable timelines, commit to fixed timeframes and let scope adapt.
This approach provides clear, predictable deadlines—for me, every 6-8 weeks—that align with the business calendar while accommodating the uncertainties of innovation. By focusing on vertical slices, or self-contained units of functionality that deliver business value, teams can make meaningful progress, even if they don’t complete every feature.
For example, if you’re automating a manual process, the first slice might include an interface that accelerates the current workflow. This delivers immediate value while paving the way for further automation.
2. Set Ambitious Goals
With scope flexible, teams can aim high. Ambitious goals inspire creativity and push boundaries, but they must remain achievable. To manage this tension, I encourage teams to break their vertical slices into smaller, nested steps, each themselves designed to deliver demonstrable, integrated progress.
This approach fosters confidence and excitement. Teams are empowered to explore big ideas while maintaining the discipline to deliver consistent, tangible results.
3. Minimize Interruptions
Aligned, ambitious goals also help manage the inevitable tension between R&D and business stakeholders. New requests will arise during any time block. My approach is simple.
Emergencies: Teams address these immediately, with leadership involvement if needed.
Small asks: Teams incorporate them if they won’t derail progress.
Larger requests: These are deferred to the next time block unless escalated to leadership.
This structure builds trust by ensuring that interruptions are addressed thoughtfully while preserving focus on pre-committed goals.
When critical requests are so prevalent that they require daily attention, implement a rota for interrupt work to protect team focus. By calculating the salary and opportunity cost of this approach, you can demonstrate the impact of interruptions and justify potential R&D investments to address them.
4. Recommit, Pivot, or Stop
Fixed timeframes create natural checkpoints to evaluate progress. At the end of each block, teams and leaders decide whether to recommit, pivot, or stop entirely.
This isn’t just a team-level process. It’s an opportunity to assess larger, multi-quarter initiatives. By delivering incremental business value at each checkpoint, teams ensure that even incomplete projects contribute to the company’s goals. These moments also give business leaders the confidence to question or adjust priorities without derailing progress.
5. Market Your Progress
Visibility is essential for trust and momentum. After each time block, showcase progress internally and externally.
Internally, this reinforces alignment between R&D and the business. Externally, it creates opportunities for marketing to highlight recent wins, showcasing momentum and reinforcing the company’s value proposition. Regular updates keep stakeholders engaged and demonstrate consistent value delivery.
6. Treat Hard Deadlines as Exceptions
While most work can follow a fixed-time, variable-scope approach, true hard deadlines will arise. Treat them as exceptions and plan accordingly.
Early Planning: Identify risks and dependencies upfront.
Ownership: Assign directly responsible individuals (DRIs) for critical tasks.
Conservative Estimates: Adjust timelines to account for uncertainty.
By proactively managing hard deadlines, teams can meet critical business needs without compromising long-term trust or morale.
Closing Thoughts
Delivering business-valuable innovation requires more than balancing exploration and execution. It demands integration. By adopting principles like fixed time, vertical slices, and clear communication, teams can align their creativity with the company’s goals.
If this resonates, I encourage you to explore Shape Up. It’s an excellent starting point for these ideas. And I’d love to hear from you: How do you manage the tension between innovation and business needs? What strategies have worked—or failed—for you?
