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FORGETCULTURE!
STARTBUILDINGAN
EXPERIMENTATION
ANEXPERIMENTATIONECOSYSTEM
www.effectiveexperiments.com
Manuel da Costa
Webinar 25th Jan 2023
Manuel da Costa
Founder of Effective Experiments - a platform and service that
helps companies centralise their experimentation workflow and
insights with the aim of scaling and improving visibility and
engagement.
In the industry since 2012 and passionate advocate of
experimentation as a tool to drive innovation.
I help organizations build & scale their
experimentation programs with foundational change
management and process governance.
Developed the framework and strategies that we call
Experimentation Ops.
Follow me on Linkedin
www.effectiveexperiments.com
https://www.linkedin.com/in/manueldacosta/
Learn more about us
WHO IS THIS WEBINAR FOR?
WE NEED TO BUILD
A CULTURE OF EXPERIMENTATION
WE NEED TO BUILD
A CULTURE OF EXPERIMENTATION
Blog posts
Linkedin Posts
Videos
Courses
Conferences
WHAT EXACTLY IS -
A CULTURE OF EXPERIMENTATION?
A LOT OF TBU INFORMATION
TRUE BUT USELESS
EVERYONE SHOULD TEST!!
GET THEM EXCITED!!
SHARE INFORMATION!!
SHOW THEM HOW MANY WINS WE HAVE!!
Sisyphus
THE REALITY OF CRO PROGRAMS
Lack of awareness
Lack of buy-in
Lack of engagement
Low adoption
THE PRESSURE ON THE CRO TEAM TO BECOME
CULTURAL CHANGE MAKERS
IS LEAVING A LOT OF CROs DISILLUSIONED.
THERE IS A NEVER ENDING LIST OF TASKS TO ACCOMPLISH
SOME TRUTHS
CRO sits in a silo within the organization
with no authority or influence to make change beyond
the silo it operates in.
Cultural change happens because of top down
initiatives
Companies claiming to have Culture of Experimentation
are mostly lying and presenting a false reality.
Organizations treat CRO/Experimentation as an optional
nice-to-have/ an add-on and its value is not clear
beyond conversion increases and revenue.
What's different about an
ECOSYSTEM?
A complex, interconnected
system where one impacts off
the other
How do you build an ecosystem?
You need to review, engineer the conditions,
monitor and iterate.
But you cannot do this alone.
This has to be a top down led approach...
PRIORITY
PEOPLE
PROCESS
PRIORITY
PEOPLE
PROCESS
What is the current perception &
awareness of CRO?
Go find out!
IT'S TIME TO CHANGE THE
NARRATIVE ABOUT
EXPERIMENTATION
IF YOU'RE ONLY TALKING ABOUT WINS...WHAT
HAPPENS WHEN THE WINS DRY UP?
WE'RE FEEDING THE C-LEVEL WITH THE IDEA
THAT EXPERIMENTATION IS JUST ABOUT
MAKING MONEY AND NOTHING ELSE
PEOPLE
PRIORITY
PROCESS
EXPERIMENTATION TEAMS
MAINLY COMPRISE OF
TECHNICIANS & PRACTITIONERS
Analysts
UX designers
CRO specialists
Researchers
Development support
DRIVING CHANGE REQUIRES
A different skillset
Patience to do "boring work" that doesn't yield
tangible results ASAP.
Focussed on people instead of technology
THIS CAUSES THE LANGUAGE SPOKEN ABOUT
EXPERIMENTATION INSIGHTS TO BE JARGON
HEAVY AND TECHNICIAN FRIENDLY BUT NOT
STAKEHOLDER FRIENDLY
THE INFORMATION GOING UP STREAM IS FULL OF
STATS AND FIGURES BUT NEVER ENABLES THE
STAKEHOLDERS TO UNDERSTAND THE MEANING
OF IT AND THE IMPACT TO THEM SPECIFICALLY.
PRACTITIONERS - Responsible for the technical side, research, analysis etc. This is where most
experimentation programs are at.
ORCHESTRATORS - Focussed on managing the teams with the view of improving quality,
onboarding new members, monitoring and coaching.
AMBASSADORS - People oriented and extroverted. Able to build relationships with the C-suite
and transfer the insights and knowledge.
EXECUTIVE SPONSOR - Supports the orchestrator and ambassador in growing
experimentation. Is able to set the remit and requirements for the various teams involved.
PROCESS
PRIORITY
PEOPLE
IT'S ALMOST TOO EASY TO LAUNCH A TEST.
WE HAVEN'T PAUSED.
WE HAVEN'T CREATED
GOVERNANCE & GUARDRAILS TO ENSURE QUALITY
THERE IS A HIDDEN EPIDEMIC THATS GROWING IN
EXPERIMENTATION.
AS EXPERIMENTATION GROWS TO TEAMS THAT
HAVE NEVER TESTED BEFORE, THE QUALITY OF
THEIR WORK AND PROCESSES BECOMES
QUESTIONABLE.
THE NEED FOR SPEED IS PRIORITISED OVER A SLOW,
STRATEGIC APPROACH.
BASIC WORKSHOPS AND ACCESS TO TOOLS WILL
NOT INCREASE THE EXPERIMENTATION
CAPABILITIES IN THE ORGANIZATION.
PROBLEMS OCCUR SUCH AS
PROCESS ADHERANCE ISSUES
ONLY REPORTING WINNING TESTS (And hiding others)
RANDOM IDEAS BEING TESTED WITHOUT PRIORITIZATION
HARK-ING (changing the hypothesis)
FAULTY ANALYSIS & REPORTING
NO INVOLVEMENT FROM STAKEHOLDERS
WITHOUT PROPER OVERSIGHT
IT'S IMPOSSIBLE TO SPOT THE PROBLEM
WITH THE CURRENT EXPERIMENTATION SETUP -
NO ONE HAS THE TIME OR BANDWIDTH TO PROPERLY MANAGE
THEY LACK THE AUTHORITY TO ENFORCE ANY CHANGE.
THEY LACK THE EXPERTISE IN CHANGE MANAGEMENT
LACK OF INVOLVEMENT OF STAKEHOLDERS HINDERS CHANGE
GROWING THE
EXPERIMENTATION CAPABILITY
IS NOT LIKE LAUNCHING A
ROCKET.
IT'S MORE LIKE TEACHING
PEOPLE HOW TO RIDE A BIKE.
FIRST WITH STABILIZERS UNTIL
THEY'RE CONFIDENT.
TOOLS?
PUTTING IT TOGETHER
ONE PIECE AT A TIME
THIS ONLY WORKS IF THERE IS
TOP DOWN INITIATIVE
FACILITATED BY SUPPORT FROM THE TEAMS
FIRST
FOCUS ON THE SENIOR MANAGEMENT
THEIR PERCEPTION OF EXPERIMENTATION
& ITS VALUE.
THIS WILL ESTABLISH THE NEED TO BUILD AND
ORCHESTRATE A SUSTAINABLE
EXPERIMENTATION PROGRAM.
THIS WILL GET YOU THE KEY EXECUTIVE SPONSORS
& THE ABILITY TO SET THE REMIT & GUARDRAILS
SECOND
LOOK AT THE EXPERIMENTATION SETUP &
HIRE/UPSKILL ORCHESTRATORS TO FOCUS ON
QUALITY OF EXPERIMENTATION.
REFINE THE PROCESSES & CREATE GUARDRAILS
WITHIN IT TO ENSURE EVERYONE FOLLOWS IT.
STANDARDISATION IS KEY.
THIS WILL IMPROVE THE TRUSTWORTHINESS OF
DATA & INSIGHTS IN THE PROGRAM AND THE NEW
TEAMS WILL RUN HIGH QUALITY TESTS.
STAKEHOLDER AWARENESS & REMIT
EXECUTIVE
SPONSORS CENTRE OF EXCELLENCE /
ENABLEMENT
(ORCHESTRATORS &
AMBASSADORS)
EXECUTIVE
SPONSORS
Team A
Team B
Team D
Team C
THIS IS SMALL SAMPLE OF OUR
EXPERIMENTATION OPs FRAMEWORK &
STRATEGIES TO IMPROVE YOUR
EXPERIMENTATION PROGRAM
Thank
Thank
Thank
you!
you!
you!

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Forget Culture Build an experimentation Ecosystem.pdf

  • 2. Manuel da Costa Founder of Effective Experiments - a platform and service that helps companies centralise their experimentation workflow and insights with the aim of scaling and improving visibility and engagement. In the industry since 2012 and passionate advocate of experimentation as a tool to drive innovation. I help organizations build & scale their experimentation programs with foundational change management and process governance. Developed the framework and strategies that we call Experimentation Ops. Follow me on Linkedin www.effectiveexperiments.com https://www.linkedin.com/in/manueldacosta/ Learn more about us
  • 3. WHO IS THIS WEBINAR FOR?
  • 4. WE NEED TO BUILD A CULTURE OF EXPERIMENTATION
  • 5. WE NEED TO BUILD A CULTURE OF EXPERIMENTATION Blog posts Linkedin Posts Videos Courses Conferences
  • 6. WHAT EXACTLY IS - A CULTURE OF EXPERIMENTATION?
  • 7. A LOT OF TBU INFORMATION TRUE BUT USELESS
  • 8. EVERYONE SHOULD TEST!! GET THEM EXCITED!! SHARE INFORMATION!! SHOW THEM HOW MANY WINS WE HAVE!!
  • 10. THE REALITY OF CRO PROGRAMS Lack of awareness Lack of buy-in Lack of engagement Low adoption
  • 11. THE PRESSURE ON THE CRO TEAM TO BECOME CULTURAL CHANGE MAKERS IS LEAVING A LOT OF CROs DISILLUSIONED. THERE IS A NEVER ENDING LIST OF TASKS TO ACCOMPLISH
  • 12. SOME TRUTHS CRO sits in a silo within the organization with no authority or influence to make change beyond the silo it operates in. Cultural change happens because of top down initiatives Companies claiming to have Culture of Experimentation are mostly lying and presenting a false reality. Organizations treat CRO/Experimentation as an optional nice-to-have/ an add-on and its value is not clear beyond conversion increases and revenue.
  • 13. What's different about an ECOSYSTEM?
  • 14. A complex, interconnected system where one impacts off the other
  • 15. How do you build an ecosystem? You need to review, engineer the conditions, monitor and iterate. But you cannot do this alone. This has to be a top down led approach...
  • 18. What is the current perception & awareness of CRO? Go find out!
  • 19. IT'S TIME TO CHANGE THE NARRATIVE ABOUT EXPERIMENTATION
  • 20. IF YOU'RE ONLY TALKING ABOUT WINS...WHAT HAPPENS WHEN THE WINS DRY UP? WE'RE FEEDING THE C-LEVEL WITH THE IDEA THAT EXPERIMENTATION IS JUST ABOUT MAKING MONEY AND NOTHING ELSE
  • 22. EXPERIMENTATION TEAMS MAINLY COMPRISE OF TECHNICIANS & PRACTITIONERS Analysts UX designers CRO specialists Researchers Development support
  • 23. DRIVING CHANGE REQUIRES A different skillset Patience to do "boring work" that doesn't yield tangible results ASAP. Focussed on people instead of technology
  • 24. THIS CAUSES THE LANGUAGE SPOKEN ABOUT EXPERIMENTATION INSIGHTS TO BE JARGON HEAVY AND TECHNICIAN FRIENDLY BUT NOT STAKEHOLDER FRIENDLY
  • 25. THE INFORMATION GOING UP STREAM IS FULL OF STATS AND FIGURES BUT NEVER ENABLES THE STAKEHOLDERS TO UNDERSTAND THE MEANING OF IT AND THE IMPACT TO THEM SPECIFICALLY.
  • 26. PRACTITIONERS - Responsible for the technical side, research, analysis etc. This is where most experimentation programs are at. ORCHESTRATORS - Focussed on managing the teams with the view of improving quality, onboarding new members, monitoring and coaching. AMBASSADORS - People oriented and extroverted. Able to build relationships with the C-suite and transfer the insights and knowledge. EXECUTIVE SPONSOR - Supports the orchestrator and ambassador in growing experimentation. Is able to set the remit and requirements for the various teams involved.
  • 28. IT'S ALMOST TOO EASY TO LAUNCH A TEST. WE HAVEN'T PAUSED. WE HAVEN'T CREATED GOVERNANCE & GUARDRAILS TO ENSURE QUALITY
  • 29. THERE IS A HIDDEN EPIDEMIC THATS GROWING IN EXPERIMENTATION. AS EXPERIMENTATION GROWS TO TEAMS THAT HAVE NEVER TESTED BEFORE, THE QUALITY OF THEIR WORK AND PROCESSES BECOMES QUESTIONABLE.
  • 30. THE NEED FOR SPEED IS PRIORITISED OVER A SLOW, STRATEGIC APPROACH. BASIC WORKSHOPS AND ACCESS TO TOOLS WILL NOT INCREASE THE EXPERIMENTATION CAPABILITIES IN THE ORGANIZATION.
  • 31. PROBLEMS OCCUR SUCH AS PROCESS ADHERANCE ISSUES ONLY REPORTING WINNING TESTS (And hiding others) RANDOM IDEAS BEING TESTED WITHOUT PRIORITIZATION HARK-ING (changing the hypothesis) FAULTY ANALYSIS & REPORTING NO INVOLVEMENT FROM STAKEHOLDERS WITHOUT PROPER OVERSIGHT IT'S IMPOSSIBLE TO SPOT THE PROBLEM
  • 32. WITH THE CURRENT EXPERIMENTATION SETUP - NO ONE HAS THE TIME OR BANDWIDTH TO PROPERLY MANAGE THEY LACK THE AUTHORITY TO ENFORCE ANY CHANGE. THEY LACK THE EXPERTISE IN CHANGE MANAGEMENT LACK OF INVOLVEMENT OF STAKEHOLDERS HINDERS CHANGE
  • 33. GROWING THE EXPERIMENTATION CAPABILITY IS NOT LIKE LAUNCHING A ROCKET. IT'S MORE LIKE TEACHING PEOPLE HOW TO RIDE A BIKE. FIRST WITH STABILIZERS UNTIL THEY'RE CONFIDENT.
  • 34.
  • 36.
  • 37. PUTTING IT TOGETHER ONE PIECE AT A TIME
  • 38. THIS ONLY WORKS IF THERE IS TOP DOWN INITIATIVE FACILITATED BY SUPPORT FROM THE TEAMS
  • 39. FIRST FOCUS ON THE SENIOR MANAGEMENT THEIR PERCEPTION OF EXPERIMENTATION & ITS VALUE. THIS WILL ESTABLISH THE NEED TO BUILD AND ORCHESTRATE A SUSTAINABLE EXPERIMENTATION PROGRAM. THIS WILL GET YOU THE KEY EXECUTIVE SPONSORS & THE ABILITY TO SET THE REMIT & GUARDRAILS
  • 40. SECOND LOOK AT THE EXPERIMENTATION SETUP & HIRE/UPSKILL ORCHESTRATORS TO FOCUS ON QUALITY OF EXPERIMENTATION. REFINE THE PROCESSES & CREATE GUARDRAILS WITHIN IT TO ENSURE EVERYONE FOLLOWS IT. STANDARDISATION IS KEY. THIS WILL IMPROVE THE TRUSTWORTHINESS OF DATA & INSIGHTS IN THE PROGRAM AND THE NEW TEAMS WILL RUN HIGH QUALITY TESTS.
  • 41. STAKEHOLDER AWARENESS & REMIT EXECUTIVE SPONSORS CENTRE OF EXCELLENCE / ENABLEMENT (ORCHESTRATORS & AMBASSADORS) EXECUTIVE SPONSORS Team A Team B Team D Team C
  • 42. THIS IS SMALL SAMPLE OF OUR EXPERIMENTATION OPs FRAMEWORK & STRATEGIES TO IMPROVE YOUR EXPERIMENTATION PROGRAM