Lessons in Rapid Experiments and Learning From Failure
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The document discusses innovation through rapid experimentation and learning from failure, emphasizing the need for organizations to adopt a mindset of challenging established practices. It proposes a structured approach to innovation, including setting stretch goals, conducting pilots, and embracing the idea of 'safe to fail' experiments. The focus is on transforming mindsets to prioritize experimentation and continual renewal over traditional results-based rewards.
Lessons in Rapid Experiments and Learning From Failure
- 1. Forcing a different way of thinking Lessons in Rapid Experiments and Learning from Failure Paul Taylor , Innovation Coach, Bromford
- 5. Set a stretch goal Frame it with intelligent constraints Select a special team Secede from the main operation Set to work
- 7. 1: Test and research 2:Pilots demonstrate customer value/improved cashflows 3:Scale up 130 roles and a transformed £3.5 million service
- 8. Is your organisation resisting the herd like regression to the mean?
- 9. Mismatch in our Organisations We still reward and promote based on results - not experimentation and deviation
- 10. “We must selectively forget the past. That means not accepting current practices but challenging underlying assumptions, our solutions and mindsets, and the way we tackle the problem. We need services designed as people need them – not as we have learned to do them” Bromford Design Principle 1
- 11. Getting rid of the old is harder than introducing the new Manage the Present Abandon ideas that inhibit innovation The future: convert breakthrough ideas The Three Box Solution: Vijay Govindarajan
- 12. Our Philosophy Innovation ISN’T everyone’s
- 13. Innovation = 5% Idea and 95% Implementation
- 14. Continual renewal. Provoker of change. Maker of new products and services. Problem Definition Design Test Pilot Phased Implementation Delivery Sharing the evolution of how we work
- 15. definition 12 weeks max Coaching Think 10x bigger prototype Test Evaluate Fail? Prepare exit resource for scale
- 16. To invent you have to experiment, and if you know in advance that it’s going to work, it’s not an experiment. Most large organizations embrace the idea of invention, but are not willing to suffer the string of failed experiments necessary to get there - Jeff Bezos
- 18. What happens if? You stick Amazon Alexa in the office? You put Google Glass on customers for home viewings? You give people access to 3D Printing? You install home sensors that can track the occupancy of homes? You make video gaming available at work? You get kids to redesign communities with Minecraft? You use Whatsapp in place of email? You let your development team use drones to photograph land?
- 19. Building the minimum viable test to answer your biggest question Days!!! Weeks!!! Months???
- 20. The sharing of ideas and experiences is what moves us forward
- 21. The second incarnation of our Trello public dashboard
- 22. Weak Signals Driving Innovation Is your eye on the trends as the signals get stronger?
- 23. Planned obsolescence - a strategy in which the process of becoming obsolete— unfashionable or no longer usable – is planned and built into it from conception.
- 24. Innovation maturity Generalised Continual Localised Random Instinctive, happens at will, unfocused Happens according to business area, siloed, pockets of excellence Processes and structures (e.g Labs and accelerators) operating across functions and products Ever present assessment and evaluation of innovation efforts and culture linked to strategic objectives
- 25. All transformation involves change - but not all change is transformational
- 26. Your Challenge: Go away and ask your team to conduct a safe to fail experiment Then discuss what you learned and how you could reduce the time it took 10x
- 27. Thanks! Lessons in Rapid Experiments and Learning from Failure Paul Taylor , Innovation Coach, Bromford @paulbromford [email protected]
- 28. CREDITS Special thanks to all the people who made and released these awesome resources for free: ∎ Presentation template by SlidesCarnival ∎ Photographs by Unsplash
Editor's Notes
- #3: If you think bigger and dare to voice it you might just start a movement The worst thing is that you’ll be laughed at
- #4: Behind the hype: labs and design thinking are nothing new
- #5: In 1943, the U.S. Airforce met with Lockheed Aircraft Corporation to express its need for a jet fighter to counter a rapidly growing Nazi jet threat. Because of the need for secrecy “Skunk Works” as it became known was allowed to operate undercover - no rules, and no bureaucracy that stifled innovation and hindered progress. It was so successful ( deploying a new fleet in record time ) - that it was given a fulltime remit to “break the rules in a safe environment”. Skunk Works operates as a division of Lockheed Martin to this day and has been responsible for some of the greatest innovations in their field
- #6: ‘Kelly’s Rules’ are still in use today as evidenced by the small empowered teams, streamlined processes and the culture that values the lessons learned when you are bold enough to attempt something that hasn’t been done before.
- #7: At Bromford - the origin of our Lab began with just four people in a room about creating a new ‘deal’. We took three colleagues out of the organisation and gave them a special remit calling it The Deal Den. They operated in complete isolation for 12 weeks.
- #8: Following this we conducted tests, pilots, evaluation and then scaled. Think big, start small.
- #9: You’d never achieve this by benchmarking - which is just a race to mediocrity
- #10: Check your job profile and see how much it promotes experimentation.
- #11: Our new design rules will set a demarcation between managing the present and inventing the future
- #12: The Three Box Solution
- #13: Everyone CAN innovate but that doesn’t mean everyone is good at it
- #14: The idea is the easy bit
- #15: Our standard innovation template
- #16: It’s not perfect and we don’t always stick to it - but 12 weeks max is a good aspiration
- #17: How comfortable are you culturally with failed experiments?
- #18: Not just experiments - but rapid, dangerous ones.
- #19: Benefit of tests. We know the answer to all of these things.
- #20: Aim for days and weeks to generate some data and challenge your thoughts
- #21: Open innovation - using inflows and outflows of knowledge to move forward
- #22: Again - not perfect but attempting to work out loud has immediate benefits in attracting potential partners
- #23: Weak signals growing in strength - how well do you shape the future or do you watch it unfold?
- #24: Designing the end as well as the beginning
- #25: Where are you on the scale? Where do you want to be?
- #26: Marginal gains and incremental improvement is vital - but let’s be clear - it’s not transformation.