About this program
Managing an innovation team is a specific skill. It is not the same as managing a project with a known outcome, and treating it that way tends to produce frustration on both sides.
The actual problem this solves
Leaders in this program typically manage small teams — 3 to 12 people — working on new product lines, internal transformation projects, or R&D initiatives. The challenge is rarely technical. It is usually about maintaining momentum without false certainty, and making decisions with incomplete information.
Structure of the program
Eight weeks, with two live group sessions per week and one optional individual coaching call per month. Sessions are capped at 14 participants so there is room for actual conversation rather than passive listening.
The content draws on organizational psychology, decision science, and direct case analysis from companies that have managed innovation teams with varying degrees of success — including some instructive failures.
What participants work on
Each participant identifies a current team challenge at the start of the program and returns to it throughout. The goal is not a theoretical understanding of leadership but a practical shift in how you run your next three months.
Facilitators
Sessions are led by Dorota Wierzbicka, who spent 11 years managing product development teams across the logistics and fintech sectors before moving into teaching, and Krzysztof Obal, an organizational psychologist with a focus on team dynamics under ambiguity.