"Culture—not tools and technology—prevents companies from conducting the hundreds, even thousands, of tests they should be doing annually and then applying the results.
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Create an environment in which curiosity is nurtured, data trumps opinion, anyone can conduct a test, all experiments are done ethically, and managers embrace a new model of leadership.
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“In an increasingly digital world, if you don’t do large-scale experimentation, in the long term—and in many industries the short term—you’re dead,”
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If testing is so valuable, why don’t companies do it more? After examining this question for several years, I can tell you that the central reason is culture. As companies try to scale up their online experimentation capacity, they often find that the obstacles are not tools and technology but shared behaviors, beliefs, and values. For every experiment that succeeds, nearly 10 don’t—and in the eyes of many organizations that emphasize efficiency, predictability, and “winning,” those failures are wasteful.
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To successfully innovate, companies need to make experimentation an integral part of everyday life—even when budgets are tight. That means creating an environment where employees’ curiosity is nurtured, data trumps opinion, anyone (not just people in R&D) can conduct or commission a test, all experiments are done ethically, and managers embrace a new model of leadership.
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Cultivate Curiosity.
Everyone in the organization, from the leadership on down, needs to value surprises, despite the difficulty of assigning a dollar figure to them and the impossibility of predicting when and how often they’ll occur. When firms adopt this mindset, curiosity will prevail and people will see failures not as costly mistakes but as opportunities for learning.
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Many organizations are also too conservative about the nature and amount of experimentation. Overemphasizing the importance of successful experiments may encourage employees to focus on familiar solutions or those that they already know will work and avoid testing ideas that they fear might fail.
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In experimental cultures, employees are undaunted by the possibility of failure. “The people who thrive here are curious, open-minded, eager to learn and figure things out, and OK with being proven wrong,”
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The empirical results of online experiments must prevail when they clash with strong opinions, no matter whose opinions they are.
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Nothing stalls innovation faster than a so-called HiPPO—highest-paid person’s opinion."
Trechos retirados de "Building a Culture of Experimentation"
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