Francisco discusses the importance of people and teams in building a core innovation machine for your company.

1. Francisco Carvalho Araújo
How to build your company’s
core innovation machine

3. Where to start?

4. Where to start?

5. It’s all about people and
their interactions as a
team

6. It’s all about people and
their interactions as a
team

7. It’s all about people and
their interactions as a
team

8. Why it matters
The right team dynamics boost
your company’s growth and
innovation in a sustainable way

9. The right team dynamics boost
your company’s growth and
innovation in a sustainable way
Why it matters

10. Elasticity
The physical property of
something returning to its
original shape after being
deformed by an external
force

11. Enabling Elasticity
. Ideas bounce back and forth
. Strong experimentation to happen
. Main discovery driver

12. Plasticity
The property of staying
deformed in a non-reversible
manner once external forces
seize to exert tension

13. Preventing Plasticity
. Keeps the main goal at sight
. Keeps a much needed focus
. Avoids the work breaking into chaos

14. How do we get there?
. Fostering elasticity and
avoiding plasticity

15. How do we get there?
. Fostering elasticity and
avoiding plasticity
. Embracing Leaderfulness
and Leadernessness

16. How do we get there?
. Fostering elasticity and
avoiding plasticity
. Embracing Leaderfulness and
Leadernessness
. Cultivating team membership
and dynamics

17. Embrace Leaderfulness

18. Embrace Leaderfulness
. Get things moving
. Aim at the right direction
. Move away from it if needed
. It prevents Plasticity

19. Aesthetics
Embrace Leaderfulness
. Sets the tone for the conversation

20. Aesthetics
Embrace Leaderfulness
. Sets the tone for the conversation
. Influence problem framing

21. Aesthetics
Embrace Leaderfulness
. Sets the tone for the conversation
. Influence problem framing
. Lead without authority

22. Aesthetics
Embrace Leaderfulness
. Sets the tone for the conversation
. Influence problem framing
. Lead without authority
. It prevents Plasticity

23. Aesthetics
Embrace Leaderfulness
“It doesn’t make sense to hire smart people and then tell them
what to do. We hire smart people so they can tell us what to
do.”

24. Emergency Anchor
Embrace Leaderfulness
. Don’t lose focus while bringing a challenging scope to the
team

25. Emergency Anchor
Embrace Leaderfulness
. Don’t lose focus while bringing a challenging scope to the
team
. Act as a reference if/when needed

26. Emergency Anchor
Embrace Leaderfulness
. Don’t lose focus while bringing a challenging scope to the
team
. Act as a reference if/when needed
“That’s problem X which we are already trying to address in Y, let’s focus on Z”.
“That is important, but a future problem. Let’s focus on ABC”

29. Embrace Leaderlessness

30. Embrace Leaderlessness
Goes with the team
. Detaching from initial position

31. Embrace Leaderlessness
Goes with the team
. Detaching from initial position
. Assuming the outcome as a team effort

32. Embrace Leaderlessness
Goes with the team
. Detaching from initial position
. Assuming the outcome as a team effort
. Boosts psychological safety environments

33. Embrace Leaderlessness
Goes with the team

34. Embrace Leaderlessness
Common Agreement
. Implicit: shared background and knowledge

35. Embrace Leaderlessness
Common Agreement
. Implicit: shared background and knowledge
. Explicit: principles (design, operational, etc)

36. Embrace Leaderlessness
Common Agreement
. Implicit: shared background and knowledge
. Explicit: principles (design, operational, etc)
. It prevents Plasticity

37. Embrace Leaderlessness
Common Agreement

38. Embrace Leaderlessness
Common Agreement

39. Embrace Leaderlessness
Common Agreement
Design for power-users first, simplify later

40. Embrace Leaderlessness
Common Agreement
Design for power-users first, simplify later
Working at speed of thought with effortless interactions is top of mind
when considering how to build things: our product is meant to drive
efficiency and performance.

41. Embrace Leaderlessness
Common Agreement
Design for power-users first, simplify later
Working at speed of thought with effortless interactions is top of mind
when considering how to build things: our product is meant to drive
efficiency and performance.
We can do this because we include training and progression as a core
part of our product. ‘Simplifying later’ doesn't mean simplicity is
unimportant, it means when making decisions that imply a trade-off we
will optimize for the vision we have in which every user is a power user
where shortcuts, unnecessary clicks and window management are
welcome.

42. Strong Team Membership traits

43. Strong Team Membership traits
Bouncing between leader and non-leader is not
enough

44. Strong Team Membership traits
. Key to demonstrate capability in core role
Master Individual Competence

45. Strong Team Membership traits
Master Individual Competence
. Key to demonstrate capability in core role
. Well-defined roles within the group as a start

46. Strong Team Membership traits
Master Individual Competence
. Key to demonstrate capability in core role
. Well-defined roles within the group as a start
. Build from an advanced starting point

47. Strong Team Membership traits
Master Individual Competence
. Key to demonstrate capability in core role
. Well-defined roles within the group as a start
. Build from an advanced starting point
. It enables Elasticity

48. Strong Team Membership traits
. Allows shifting roles on the spot, making you go faster
Develop a shared skill set

49. Strong Team Membership traits
. Allows shifting roles on the spot, making you go faster
. Fosters complementary inputs to the ideas being discussed
Develop a shared skill set

50. Strong Team Membership traits
. Allows shifting roles on the spot, making you go faster
. Fosters complementary inputs to the ideas being discussed
. It enables Elasticity
Develop a shared skill set

51. Strong Team Membership traits
Develop a shared skill set

52. Strong Team Membership traits
. Important to go into detail on a specific problem while having a macro
vision of where you want to go (and where you don’t want to go)
Balance a Micro and a Macro vision

53. Strong Team Membership traits
. Important to go into detail on a specific problem while having a macro
vision of where you want to go (and where you don’t want to go)
. Prevent too much experimenting leading to unstructured chaos
Balance a Micro and a Macro vision

54. Strong Team Membership traits
. Important to go into detail on a specific problem while having a macro
vision of where you want to go (and where you don’t want to go)
. Prevent too much experimenting leading to unstructured chaos
. It prevents Plasticity
Balance a Micro and a Macro vision

55. Strong Team Membership traits
Balance a Micro and a Macro vision

56. Strong Team Membership traits
Combine product vision and live data
Balance a Micro and a Macro vision

57. Build the setting for outstanding team
dynamics
We’re not there yet

58. Outstanding Team Dynamics
. Active listening: create space to speak up and share one’s thoughts
An environment of Openness and Acceptance

59. Outstanding Team Dynamics
. Active listening: create space to speak up and share one’s thoughts
. ‘Yes, and’ type of people: build on top of other’s ideas instead of
blocking innovative and disruptive thoughts
An environment of Openness and Acceptance

60. Outstanding Team Dynamics
. Active listening: create space to speak up and share one’s thoughts
. ‘Yes, and’ type of people: build on top of other’s ideas instead of
blocking innovative and disruptive thoughts
. Dive deeply into a collective creative process
An environment of Openness and Acceptance

61. Outstanding Team Dynamics
An environment of Openness and Acceptance

62. Outstanding Team Dynamics
An environment of Openness and Acceptance
Open, honest, transparent and fair. ✨
All of our documents are shared in Google Drive, and even our emails are available for
everyone here to browse (read more about email transparency at Monzo). You can find
out pretty much anything you could want to know. We celebrate our successes and
talk about what has gone wrong too, so we can be better next time.

63. Outstanding Team Dynamics
An environment of Openness and Acceptance

64. Trust becomes the invisible engine of it all
Outstanding Team Dynamics
Nurture Trust Presence

65. . High empathy levels
. Rigorous logical thinking
. Authenticity
Outstanding Team Dynamics
Nurture Trust Presence

66. . Give it time
. Shifting roles when needed, delivering consistently as a group and
sharing the same vision for what is to be accomplished
Outstanding Team Dynamics
Nurture Trust Presence

67. Self-fulfilling prophecy:
When people believe they can come up with innovative ways to solve
business challenges and have an incentive to do it, they actually do
Outstanding Team Dynamics
Nurture Trust Presence

68. Your company’s core innovation machine

69. franciscocarvalhoaraujo@gmail.com
https://www.linkedin.com/in/franciscocarvalhoaraujo
Questions?