👉 Data is more valuable than anything else
💡 The higher quality of the data, the more reliable your decisions are.
🏗 It’s somewhat similar to extracting oil
👉 Certain geographic areas in the world yield better quality oil per liter per operation cost
𝗛𝗼𝘄 𝗰𝗮𝗻 𝘀𝘁𝗮𝗿𝘁𝘂𝗽𝘀 𝗴𝗲𝗻𝗲𝗿𝗮𝘁𝗲 𝗴𝗿𝗮𝗱𝗲-𝗮-𝗾𝘂𝗮𝗹𝗶𝘁𝘆 𝗱𝗮𝘁𝗮 𝘁𝗼 𝗶𝗻𝗳𝗼𝗿𝗺 𝘁𝗵𝗲𝗶𝗿 𝗱𝗲𝗰𝗶𝘀𝗶𝗼𝗻❓
👉 If today’s global world is an ocean, then by casting a wide net into it
Your wide net is the number of experiments you conduct per time range. And you want to aim at the maximum possible number of experiments
👉 Why a maximum number of experiments?
Because your own biases and personal experiences are your worst enemy as a founder & product leader
💡 G𝗲𝘁 𝗼𝘂𝘁 𝗼𝗳 𝘁𝗵𝗲 𝘄𝗮𝘆 so your startup can bump into 𝙝𝙖𝙥𝙥𝙮 𝙖𝙘𝙘𝙞𝙙𝙚𝙣𝙩𝙨 frequently
👉 By an increasing number of experiments, you allow randomness to do its part
The entire universe runs on randomness. So trust it
Yearly, major enterprises conduct thousands of experiments. For them, there’s only a KPI that matters when it comes to innovation: the number of innovations per day, week, month, quarter, and year.
By increasing the number of experiments, the hope is to reduce the impact of our own biases, personal experiences, and background in the way of creating breakthrough solutions.
The topic of experimentation at scale is not a new topic. It has been practiced for many years. The first organization that leveraged greatly the power of experimentation was Edison Illuminating Company founded in 1880 by Thomas Edison the founder of the lightbulb.
Edison is famous for his absurd amount of failed experiments before inventing the light bulb.
Edison knew in order to come up with breakthrough innovation, he should
The reason is experimentation plays a key role in today’s world of innovation is because our lives are changing at an increasing pace. A brilliant idea of today might seem outdated tomorrow.
In such an ethereal and fast-paced environment, the only way to make sense of reality and create new value by putting reality to the test constantly.
Creating an experiment is like posing a question to nature. The more you ask, the more you know.
Experimentation is not about verifying your ideas. It’s a wrong mindset.
Experimentation is about learning new insights. And the key to experimentation is to have a variety of experiments for each. Some experiments should be outside of the box; some closer to the common practices.
If you don’t dare to take risks, you don’t learn anything new.
By experimenting you hope to shade on a hidden part of reality. To unearth insights that were unknown before. It’s like being in a dark room with a lot of hidden light switches. The more you turn, the clearer the picture of the room will be.
As an organization you need to get used to constantly experimenting with new ideas. The speed of your experimentation matters. If it takes you two weeks to set up a landing page, you’re losing the game.
High-velocity experimentation is the name of the game in town.
Experimentation is the secret sauce of winning organizations in today’s global world. Jeff Bezos famously asked his team to present new ideas in the form of results of experiments.
Don’t just throw ideas at me. Test them first and show me the results.
Encourage your team to take more risks and experiment with their ideas on their own before running the ideas with you.
Encourage a self-starting culture in your organization and redefine the success KPIs of your organization to truly reflect on fast experimentation.
I hope you find this post useful. Share your thoughts with us at email@example.com
Join our growing community of startups and product innovators: Design Thinking and Innovation – Only Workshops
Like our articles, don’t forget to subscribe and read more tips, UX and Design Thinking cheat sheets, and our own personal journey here in our BLOGS.
Receive a handful of handpicked content on design, UX, Innovation and sustainability every week
DER URSPRUNG DES DESIGN THINKING ‘ Design Thinking ’ wurde im Jahre 1969 von Robert A. Simon und Robert Mckim als Betrachtung von ‘Design als Denkweise’ eingeführt. Später wurde der Ansatz zunächst von David Kelly (IDEO) für Geschäftszwecke angepasst und in Folge von Richard Buchanan aufgeriffen, dessen Ziel es war, menschliche Belange mithilfe vonRead More
——𝗜 𝘄𝗮𝘀 𝗼𝗻𝗲 𝗼𝗳 𝘁𝗵𝗼𝘀𝗲 𝘄𝗲𝗶𝗿𝗱𝗼𝘀❗I used to be a shy and introvert person filled in with insecurities & character quirks. When in May 2017 I started improvising, I could barely hold a conversation with a stranger — even with colleagues! FORGET the networking events (If I did end up going to one, I’dRead More