lessons in rapid experiments and learning from failure
TRANSCRIPT
Forcing a different way of thinkingLessons in Rapid Experiments and Learning from Failure
Paul Taylor , Innovation Coach, Bromford
What happens if we thinkBigger?
Skunk Works- Changing Belief
Conducting ‘Impossible Missions’ for over 70 years
Set a stretch goal
Frame it with intelligent constraints
Select a special team
Secede from the main operation
Set to work
Rewiring yourOrganisation
Where to start
1: Test and research
2:Pilots demonstrate customer value/improved cashflows
3:Scale up 130 roles and a transformed £3.5 million service
Is your organisation
resisting the herd
like regression
to the mean?
Mismatch in our OrganisationsWe still reward and promote based on results - not experimentation and deviation
“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
Getting rid of the old is harder than introducing the new
Manage thePresent
Abandon ideas that inhibit innovation
The future: convert breakthrough ideas
The Three Box Solution: Vijay Govindarajan
Our Philosophy
Innovation ISN’T everyone’s job
Innovation = 5% Idea and 95% Implementation
Continual renewal. Provoker of change. Maker of new products and services.
Problem Definition Design Test Pilot
Phased Implementatio
n
Delivery
Sharing the evolution of how we work
definition12 weeks max
Coaching
Think 10x bigger
prototype Test
Evaluate
Fail?
Prepare exit
resource for scale
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
Moving to Rapid
Experiments
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?
Building the minimum viable test to answer your biggest question
Days!!! Weeks!!!
Months???
The sharing of ideas and experiences is what moves us forward
The second incarnation of our Trello public dashboard
Weak Signals Driving Innovation
Is your eye on the trends as the signals get stronger?
Planned obsolescence - a strategy in which the process of becoming obsolete— unfashionable or no longer usable – is planned and built into it from conception.
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
All transformation involves change - but not all change is transformational
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
Thanks! Lessons in Rapid Experiments and Learning from Failure
Paul Taylor , Innovation Coach, Bromford@[email protected]
CREDITSSpecial thanks to all the people who made and released these awesome resources for free:∎ Presentation template by SlidesCarnival∎ Photographs by Unsplash