Jason M. Lemkin argues that innovation teams fail when they follow the same processes as mature product teams. Quarterly goals and long-term roadmaps work for scaled products but kill early-stage experiments that need to pivot week-to-week or day-to-day. Separate teams need separate rules.
A lot of companies will create a new product innovation team, but the problem is they have that innovation team sit right next to the central product team and be folded into all the same efforts. And the problem is, the things that work for a mature product at scale just are completely the opposite of what you want to do when driving innovation for the first time. So as an example, your product team may do set quarterly goals and have quarterly plans. And it turns out when you're trying to innovate, quarterly goals don't really help you that much. They may set long term product roadmaps to be able to communicate to customers. Again, when you're innovating on a new product first time, you don't have a long term product roadmap because what you may do may change next week or even tomorrow.
