How comfortable is your culture with rapid experiments and failure - that's discussed in this slide deck from Bromford and Bromford Lab

1. Forcing a different way of
thinking
Lessons in Rapid Experiments and Learning from Failure
Paul Taylor , Innovation Coach, Bromford

2. What
happens if
we think
Bigger?

4. Skunk Works-
Changing
Belief
Conducting
‘Impossible
Missions’
for over 70
years

5. Set a stretch goal
Frame it with intelligent
constraints
Select a special team
Secede from the main
operation
Set to work

6. Rewiring your
Organisation
Where to
start

7. 1: Test and research
2:Pilots demonstrate customer
value/improved cashflows
3:Scale up 130 roles and a transformed £3.5
million service

8. Is your
organisation
resisting the
herd like
regression to
the mean?

9. Mismatch in our
Organisations
We still reward and promote
based on results - not
experimentation and
deviation

10. “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

11. 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

12. Our Philosophy
Innovation ISN’T everyone’s

13. Innovation = 5% Idea and 95% Implementation

14. 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

15. definition
12 weeks max
Coaching
Think 10x
bigger
prototype
Test
Evaluate
Fail?
Prepare exit
resource
for scale

16. 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

17. Moving to
Rapid
Experiments

18. 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?

19. Building the
minimum viable test
to answer your
biggest question
Days!!! Weeks!!!
Months???

20. The sharing of
ideas and
experiences is
what moves us
forward

21. The second incarnation of our Trello public dashboard

22. Weak Signals Driving
Innovation
Is your eye on the trends as the signals get stronger?

23. Planned obsolescence - a strategy in which the
process of becoming obsolete— unfashionable
or no longer usable – is planned and built into it
from conception.

24. 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

25. All transformation involves change - but not all change is transformational

26. 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

27. Thanks!
Lessons in Rapid Experiments and Learning from Failure
Paul Taylor , Innovation Coach, Bromford
@paulbromford
lab@bromford.co.uk

28. CREDITS
Special thanks to all the people who made and released these
awesome resources for free:
∎ Presentation template by SlidesCarnival
∎ Photographs by Unsplash