Creating an Environment That Values Experimentation

It isn't an experiment if it can't fail One of the warmup exercises I run for my workshops is to have people write down or draw what their biggest fear is with regards to running experiments in their organizations. Their responses often illustrate that far too few of us work in environments where it is safe to fail. "That we run out of patience with management" "It fails and my boss thinks I'm stupid" There is a big difference between Fail Safe and Safe to Fail in organizations. Fail Safe implies an organization that is designed to prevent failure and emphasize control. There are systems where this is applicable, often when both the problem and solution are known (and nothing changes). Safe to Fail on the other hand, acknowledges that a failure is inevitable and is designed to absorb these failures without significant impact. Here we identify and map the risk, then run experiments to address our riskiest assumptions. It is my belief that leaders are ultimately responsible for the environment of their organizations and I'm not convinced this fear of experimentation is intentional. There are several ways leaders can begin to create an environment of Safe to Fail inside their organizations:   👉 Promote an open dialogue where employees feel comfortable sharing ideas, asking questions, and expressing concerns without fear of retribution. 👉 Openly share stories of failures, lessons learned, and how these experiences contributed to growth. This helps demystify failure and frames it as a valuable learning opportunity. 👉 Recognize and reward not just successful outcomes but also the willingness to take calculated risks and experiment, even when the results are not as expected. 👉 Actively participate in experimentation, showcasing their commitment to a safe-to-fail environment. Leadership behavior sets the tone for the rest of the organization. 👉 Ensure that failures are met with constructive feedback rather than blame. This helps maintain morale and encourages ongoing risk-taking. 👉 Shift from traditional performance metrics that focus solely on success rates to metrics that value learning, experimentation volume, and adaptability. 👉 Share stories and data that highlight how experiments, even those that didn’t go as planned, contributed to the organization’s strategic goals. If you've made this shift in your organization, what has worked for you?

Far too often, I see leaders and companies move on from innovation, believing it's only necessary during the startup phase. In reality, it's what keeps companies alive and thriving. As companies grow, it's easy to fall into routine and let creativity fade. But innovation must continue-even as you scale. An older HBR article I came across this morning highlights how breakthroughs in management can create lasting advantages that are hard to replicate. Companies focused only on new products or efficiency often get quickly copied. To stay ahead, businesses must become "serial management innovators," always seeking new ways to transform how they operate. This idea remains as relevant now as it was back then. The benefits of sustained innovation are undeniable: •Competitive Edge •Increased Revenue •Customer Satisfaction •Attracting Talent •Organizational Growth and Employee Retention Embrace the innovation lifecycle-adapting creativity as your organization matures. Sustaining creativity means creating an environment where people feel safe to push boundaries. Encourage your teams to think big, take risks, and use the experience of your organization. Here are three strategies that I’ve seen work firsthand: Make Experimentation a Priority: Mistakes are part of the process—they help us learn, grow, and innovate. As leaders, share your own experiences with risk-taking, talk about what you've learned, and celebrate those who take bold steps, even when things don’t go as planned. It sends a powerful message: it's okay to take risks. Promote Intrapreneurship: Many of the best ideas come from those closest to the work. Encourage your people to think like entrepreneurs. Give them ownership, the tools they need, and the freedom to explore. Whether it’s through ‘innovation sprints’ or dedicated time for passion projects, showing your team that their creativity matters sustains momentum. Address big challenges, ask tough questions, and let your people feel empowered to tackle them head-on. Break Down Silos: True innovation happens when people connect across departments. Create opportunities for cross-functional interactions-through gatherings, open forums, or spontaneous connections. Diverse perspectives lead to game-changing solutions, and breaking down silos opens the door to that kind of synergy. Innovation doesn’t happen by accident. It requires dedication, a commitment to growth, and a willingness to challenge what’s always been done. To all the leaders out there: How are you ensuring your teams remain creative and engaged? What strategies have you found that create space for bold ideas within structured environments? —-- Harvard Business Review, "The Why, What, and How of Management Innovation" #Innovation #Leadership #ContinuousImprovement #Creativity #BusinessGrowth #Intrapreneurship #CrossFunctionalCollaboration #ImpactLab

Some of the most powerful breakthroughs start with a surprise. An unexpected event happens. Someone recognizes its potential. And then, someone chooses to act on it. A recent article from Harvard Business Review highlights the story of LASIK eye surgery. It wasn’t developed through a carefully planned roadmap, but instead emerged when doctors discovered that a femtosecond laser caused far less damage than a scalpel. Or take the example of the rolling suitcase, created not through a boardroom brainstorm, but because someone got tired of carrying heavy equipment on a wheeled skid. When we become open to the unexpected, we open the door to innovation. But this doesn’t happen by accident; it happens when we create the conditions for curiosity to thrive. When employees are engaged and feel safe and encouraged to explore, question, and even challenge the status quo, their intrinsic motivation and commitment soar. They become more invested not just in their tasks, but in the organization's success. Leaders play a pivotal role. By inviting your teams to share their surprising observations, encouraging experimentation, and making it okay to try things that might not work, you're not just fostering innovation; you're actively cultivating an engaged workforce. When employees see their ideas welcomed, even the "failures" as learning opportunities, they feel valued and empowered. This sense of psychological safety is a cornerstone of deep engagement. And don’t underestimate the power of bringing different minds together. Cross-disciplinary collaboration is where fresh thinking happens and where people connect the dots others don’t see. When we foster a culture of engagement, serendipity isn’t just possible — it’s inevitable. Read more here: https://lnkd.in/eX5QZk5T #EmployeeEngagement #Innovation #WorkplaceCulture #PeopleFirst #FutureOfWork