Summary

Part IV

  • Experiments allow us to establish the viability of alternative strategic options. They are a means by which we can scout out potential new pathways, and learn about any potential issues we may encounter.
  • It is important that we focus on learning — and not simply the generation of novel ideas. Ideas are an important element of leading a quest — they are the by-product of good thinking. But one of the quickest ways to kill strategic innovation is to create a competition for the ‘best ideas'. This only serves to gloss over the important process of thorough thinking and exploration, and at best only generates tactical ideas to serve our current context.
  • The least-flawed approach we can take is a science-based one. Here, we start with a hypothesis — a supposition made on the basis of limited evidence that serves as our starting point for investigation. This takes the form of a testable statement.
  • Once our hypothesis is formed, we craft a series of iterative experiments in an attempt to disprove our stated hypothesis. Our starting premise is always small, safe, smart, cheap and fast.
  • From an initial set of rapid prototypes, we can get a grasp on the most important elements of our experiment, our measures and our methodology.
  • Our hypothesis might be disproven. This could be due to a flaw within our methodology, or an issue with our hypothetical stance. In either case, through experimentation we have now obtained new insight that can be used to enhance the experiment, or our understanding of a particular option. We go back to the drawing board, and repeat.
  • If experiments reach a point at which a hypothesis cannot easily be disproved, we repeat the experiment, and scale it up. If our hypothesis continues to remain valid, we then start to throw new questions at it — actively seeking to disprove it in relevant new ways.
  • If our hypothesis survives this, we may have ourselves a viable alternative strategic option.
  • Failure is an inevitable part of the process — but there are varying degrees. The worst forms of failure are corruption, deviance, apathy, pessimism and wilful ignorance. These failures require immediate intervention from leadership, and a review of enterprise culture.
  • Distractions, process inadequacies and gaps in capability are another set of failures. These are not ideal, but they are easy to address through structural changes and direct intervention.
  • Failed experiments, evidence-based quitting and a lack of perfection are the least-worst failures. They still aren't enjoyable, but these failures are the result of good work, and offer rich new learning and insight. Because of this, these failures ought to be celebrated.
  • When experimenting and persisting in pioneering work, enterprise leadership will be tested. The biggest threat to pioneering work is default thinking, the Curse of Efficiency and the Delusion of Progress. Keeping on track requires constant, wilful effort.
  • The antidote to default thinking takes the form of viable alternative options. The intelligence inherent within a viable alternative strategic option needs to be packaged appropriately, and communicated across a full spectrum — from big picture to detailed, including both logical and emotive frames. The evidence yielded from experiments combined with effective narrative will help ensure that the viable alternative options generated by quests are considered in the best light.
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