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Forcing a different way of
thinking
Lessons in Rapid Experiments and Learning from Failure
Paul Taylor , Innovation Coach, Bromford
What
happens if
we think
Bigger?
Lessons in Rapid Experiments and Learning From Failure
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 your
Organisation
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
Organisations
We 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 the
Present
Abandon
ideas that
inhibit
innovation
The future: convert
breakthrough ideas
The Three Box Solution: Vijay Govindarajan
Our Philosophy
Innovation ISN’T everyone’s
Innovation = 5% Idea and 95% Implementation
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
definition
12 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
@paulbromford
lab@bromford.co.uk
CREDITS
Special thanks to all the people who made and released these
awesome resources for free:
∎ Presentation template by SlidesCarnival
∎ Photographs by Unsplash

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Lessons in Rapid Experiments and Learning From Failure

Hinweis der Redaktion

  1. 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
  2. Behind the hype: labs and design thinking are nothing new
  3. 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
  4. ‘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.
  5. 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.
  6. Following this we conducted tests, pilots, evaluation and then scaled. Think big, start small.
  7. You’d never achieve this by benchmarking - which is just a race to mediocrity
  8. Check your job profile and see how much it promotes experimentation.
  9. Our new design rules will set a demarcation between managing the present and inventing the future
  10. The Three Box Solution
  11. Everyone CAN innovate but that doesn’t mean everyone is good at it
  12. The idea is the easy bit
  13. Our standard innovation template
  14. It’s not perfect and we don’t always stick to it - but 12 weeks max is a good aspiration
  15. How comfortable are you culturally with failed experiments?
  16. Not just experiments - but rapid, dangerous ones.
  17. Benefit of tests. We know the answer to all of these things.
  18. Aim for days and weeks to generate some data and challenge your thoughts
  19. Open innovation - using inflows and outflows of knowledge to move forward
  20. Again - not perfect but attempting to work out loud has immediate benefits in attracting potential partners
  21. Weak signals growing in strength - how well do you shape the future or do you watch it unfold?
  22. Designing the end as well as the beginning
  23. Where are you on the scale? Where do you want to be?
  24. Marginal gains and incremental improvement is vital - but let’s be clear - it’s not transformation.