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Innovation is the main event of the modern age, the reason we experience both dramatic improvements in our living standards and unsettling changes in our society. Forget short-term symptoms like Donald Trump and Brexit, it is innovation that will shape the twenty-first century. Yet innovation remains a mysterious process, poorly understood by policy makers and businessmen alike.

Matt Ridley argues that we need to see innovation as an incremental, bottom-up, fortuitous process that happens as a direct result of the human habit of exchange, rather than an orderly, top-down process developing according to a plan. Innovation is crucially different from invention, because it is the turning of inventions into things of practical and affordable use to people. It speeds up in some sectors and slows down in others. It is always a collective, collaborative phenomenon, involving trial and error, not a matter of lonely genius. It happens mainly in just a few parts of the world at any one time. It still cannot be modeled properly by economists, but it can easily be discouraged by politicians. Far from there being too much innovation, we may be on the brink of an innovation famine.

Ridley derives these and other lessons from the lively stories of scores of innovations, how they started and why they succeeded or failed. Some of the innovation stories he tells are about steam engines, jet engines, search engines, airships, coffee, potatoes, vaping, vaccines, cuisine, antibiotics, mosquito nets, turbines, propellers, fertilizer, zero, computers, dogs, farming, fire, genetic engineering, gene editing, container shipping, railways, cars, safety rules, wheeled suitcases, mobile phones, corrugated iron, powered flight, chlorinated water, toilets, vacuum cleaners, shale gas, the telegraph, radio, social media, block chain, the sharing economy, artificial intelligence, fake bomb detectors, phantom games consoles, fraudulent blood tests, hyperloop tubes, herbicides, copyright, and even life itself.

More than ever before, business leaders are responsible for teams spread across regions, countries, and the entire globe. As a result of the pandemic, they’ve also been increasingly challenged by managing employees working from home. Leading a remote team is a unique challenge, and many leaders struggle by relying upon the skills and approaches that served them well when leading immediate, onsite teams.

Leading Remotely features practical examples and insights from leaders across the globe, and draws upon over 15 years of empirical research to provide essential advice on how to successfully lead remote teams. This is a ground-breaking guide on how to overcome the unique obstacles faced when leading a remote team, featuring key insights and advice drawn from experiences of leadership throughout the pandemic.