Answer extracted from the Digital Construction Podcast podcast — listen to the full episode below.
How does Devon Middleditch approach leading innovation teams versus project delivery teams differently?
Innovation teams operate in a fundamentally different mindset than project delivery teams. They reject controls and constraints — they need space to think big-picture and freedom to operate, not timesheets and strict program boundaries. Project delivery teams, by contrast, thrive with structure. The core skill for any leader is recognizing which type of team you're managing and adapting your approach accordingly.
The Innovation Mindset Requires Freedom, Not Oversight
People inventing the future are demotivated by the same management tools that work elsewhere. Tight controls, rigid governance, budget micro-management — these create friction in spaces where experimental thinking is the job. As Devon Middleditch explains in the Digital Construction Podcast, innovation teams need you to speak their language, not impose yours on them.
This doesn't mean anarchy. It means giving teams autonomy within a clear vision. A leader's role shifts from gatekeeper to enabler: you remove obstacles, clarify the big picture, and trust the team to find the path forward. Worrying about whether someone logged their hours is the wrong conversation entirely.
Project Delivery Teams Need the Opposite Structure
Paradoxically, the disciplines that kill innovation are exactly what project delivery teams require. Clear milestones, accountability checkpoints, documented decisions, and scope management aren't bureaucracy here — they're survival. A delivered project has measurable outcomes; an innovation sprint's value is often invisible until much later.
The challenge is that many organizations mix these two leadership styles, and the friction is real. Imposing project controls on innovation work signals distrust and crushes the exploratory mindset. Giving a delivery team unlimited autonomy creates chaos and missed deadlines.
"If you're not a critical thinker, you're going to let problems through when given a result from the machine."
Devon Middleditch — Head of Digital Engineering and Technology at Varys. Middleditch has scaled engineering teams at Tier 1 firms including AECOM and led digital transformation initiatives across government agencies such as Transport for New South Wales. His experience spans the adoption of emerging technologies—from drones and augmented reality to common data environments—on major infrastructure programs including the Doha Expressway Project, where he deployed as technology architect to modernize delivery frameworks.
There's a deeper point hidden in Middleditch's observation about critical thinking: both team types need judgment, but they exercise it differently. Innovation teams must question results and push back on constraints. Project teams must validate assumptions and catch scope creep before it derails delivery. Middleditch's full discussion in this episode unpacks how leaders train their teams to think critically within their own operational context.
The real skill is recognizing the difference and switching mindsets. A leader who treats every team like a delivery project will never unlock innovation. One who treats delivery like innovation will deliver nothing on time.
Key takeaways
- Innovation teams are demotivated by timesheets, strict budgets, and rigid controls — they need autonomy and a clear big-picture vision.
- Project delivery teams require the opposite: clear milestones, accountability checkpoints, and documented scope management.
- Leaders must adapt their management style based on the team type; mixing approaches creates friction and kills performance in both contexts.
- Support and trust, not oversight, is the currency that matters with innovation teams — speak their language, not your governance framework.
See also
How should leaders define and maintain culture across teams experiencing rapid growth?
Culture means people feel valued, have a voice, enjoy coming to work, operate in an inclusive environment, and have autonomy. Leaders should be consistent in reinforcing these values as teams expand.
What is the key difference between leadership in government agencies versus private engineering consulting firms?
Government agencies operate with compliance-driven processes and political movements influencing agendas, whereas engineering consulting firms make decisions based on commercial viability and client delivery outcomes.
What early-career development helped Devon Middleditch succeed in transitioning from technical to leadership roles?
Two half-day training modules were transformative: Understanding Self and Others, and Managing Self and Others. These modules provided the foundational frameworks for his effective leadership transition.