{"id":18415,"date":"2020-12-22T00:00:00","date_gmt":"2020-12-22T06:00:00","guid":{"rendered":"https:\/\/blog.planview.com\/failing-fast-is-fine-if-you-fail-right\/"},"modified":"2020-12-22T00:00:00","modified_gmt":"2020-12-22T06:00:00","slug":"failing-fast-is-fine-if-you-fail-right","status":"publish","type":"post","link":"https:\/\/blog.planview.com\/failing-fast-is-fine-if-you-fail-right\/","title":{"rendered":"Failing Fast Is Fine\u2014If You Fail Right"},"content":{"rendered":"<p> <!-- .post-meta --><\/p>\n<p><span style=\"font-weight: 400\">Silicon Valley&#x2019;s &#x201C;fail fast&#x201D; mantra has become gospel in recent years. Its evangelists promise failure, defined as a series of product tests and tweaks, leads to success. They urge failing fast, failing forward and failing often. They pepper TED talks with failure confessionals, and let&#x2019;s not forget <\/span><a href=\"http:\/\/thefailcon.com\/\"><span style=\"font-weight: 400\">FailCon<\/span><\/a><span style=\"font-weight: 400\">, an entire conference dedicated to the concept. But when is failure a key to building organizational strength, and when is it just&#x2026;failing?<\/span><\/p>\n<p><span style=\"font-weight: 400\">Failing fast can obviously be helpful. When developing a product or service for market, it saves time, money and grief to know what won&#x2019;t work. We want to know the wheels are coming off early and while still in the parking lot, rather than later on the open road. Failing fast can save resources, and lives.<\/span><\/p>\n<p><span style=\"font-weight: 400\">As in middle school science, the method begins with a hypothesis, testing it, and noting what happens. The fast fail approach accepts small, repeated setbacks, rather than barreling ahead with an untested idea. Going for broke may leave you broke.<\/span><\/p>\n<p><span style=\"font-weight: 400\">Design and consulting firm IDEO, for example, pioneered <\/span><a href=\"https:\/\/www.forbes.com\/sites\/danielnewman\/2017\/05\/16\/secret-to-digital-transformation-success-fail-fast-to-innovate-faster\/#a6634046907d\"><span style=\"font-weight: 400\">processes<\/span><\/a><span style=\"font-weight: 400\"> to systematize innovation. Steps include<\/span> <a href=\"http:\/\/www.google.com\/search?client=safari&amp;rls=en-us&amp;q=ideo+brainstorming&amp;ie=UTF-8&amp;oe=UTF-8\"><span style=\"font-weight: 400\">structured brainstorming<\/span><\/a><span style=\"font-weight: 400\"> and <\/span><a href=\"http:\/\/ecorner.stanford.edu\/authorMaterialInfo.html?mid=687\"><span style=\"font-weight: 400\">rapid prototyping<\/span><\/a><span style=\"font-weight: 400\">,<\/span> <span style=\"font-weight: 400\">or whipping up a scale model of a product. Combined with field research, the process helps designers sprint through bad ideas to get to the best. &#xA0;<\/span><\/p>\n<p><span style=\"font-weight: 400\">Common sense, right? But a lot of organizations never bother with testing. They come up with a &#x201C;good idea&#x201D; and go with it, ignoring potential obstacles. When the product fails, rather than suffer a manageable delay, the business goes belly up. In <\/span><i><span style=\"font-weight: 400\">Fast Company<\/span><\/i><span style=\"font-weight: 400\">, <\/span><span style=\"font-weight: 400\">Astro Teller, the CEO of X (formerly Google X), <\/span><a href=\"https:\/\/www.fastcompany.com\/3028156\/the-google-x-factor\"><span style=\"font-weight: 400\">emphasizes the difference<\/span><\/a><span style=\"font-weight: 400\"> between making something and making something <\/span><i><span style=\"font-weight: 400\">that works<\/span><\/i><span style=\"font-weight: 400\">. To get to the latter, he advocates for a culture that allows failure.<\/span><\/p>\n<p><b>Controlling the Fall<\/b><\/p>\n<p><span style=\"font-weight: 400\">When Teller&#x2019;s group built a vehicle that had &#x201C;basically mastered&#x201D; highway driving, &#x201C;We probably could have made a lot of money,&#x201D; he told <\/span><a href=\"https:\/\/money.cnn.com\/2015\/03\/18\/technology\/google-x-astro-teller-sxsw\/index.html\"><span style=\"font-weight: 400\">CNN<\/span><\/a><span style=\"font-weight: 400\">. But, after determining that human drivers weren&#x2019;t reliable, and that they needed a fully autonomous vehicle, engineers took what they learned back to the lab to redesign. Test, tweak, repeat.<\/span><\/p>\n<p><span style=\"font-weight: 400\">In its advice to startups, incubator Y Combinator describes a type of testing as <\/span><a href=\"https:\/\/blog.ycombinator.com\/ycs-essential-startup-advice\/\"><span style=\"font-weight: 400\">doing things that don&#x2019;t scale<\/span><\/a><span style=\"font-weight: 400\">. &#xA0;As an example, early on, Airbnb offered customers &#x201C;professional&#x2019;&#x201D; photography of their listings to make them more appealing to renters. The listings and bookings improved, and founders learned more about customers. &#x201C;The process was entirely unscalable yet proved essential in learning how to build a vibrant marketplace.&#x201D; <\/span><\/p>\n<p><span style=\"font-weight: 400\">Beyond design consulting firms, hardware companies are also helping businesses embrace the failing fast concept. Technology, including 3D printing and Computer Numerical Control (CNC) manufacturing, has <\/span><a href=\"https:\/\/www.roboticsbusinessreview.com\/manufacturing\/industry-technology-combine-advance-rapid-prototyping\/\"><span style=\"font-weight: 400\">improved rapid prototyping<\/span><\/a><span style=\"font-weight: 400\">, speeding product development for health care, technology, and the automotive industry.<\/span><\/p>\n<p><span style=\"font-weight: 400\">Taking the fear out of the idea requires a clear-eyed understanding of the risks needed to reach a solution. Among the ingredients of <\/span><a href=\"https:\/\/hbr.org\/2011\/04\/failing-by-design\"><span style=\"font-weight: 400\">failing smart<\/span><\/a><span style=\"font-weight: 400\">, Rita Gunther McGrath in <\/span><i><span style=\"font-weight: 400\">Harvard Business Review <\/span><\/i><span style=\"font-weight: 400\">advises entrepreneurs to 1) <\/span><span style=\"font-weight: 400\">decide what success and failure looks like <\/span><span style=\"font-weight: 400\">before<\/span><span style=\"font-weight: 400\"> launch<\/span><span style=\"font-weight: 400\">, 2) <\/span><span style=\"font-weight: 400\">contain the downside risk, 3) <\/span><span style=\"font-weight: 400\">l<\/span><span style=\"font-weight: 400\">imit uncertainty<\/span><span style=\"font-weight: 400\">, and 4) <\/span><span style=\"font-weight: 400\">codify and share learning.<\/span><\/p>\n<p><span style=\"font-weight: 400\">A method that generates data also helps good ideas <\/span><a href=\"https:\/\/www.gsb.stanford.edu\/insights\/baba-shiv-failure-mother-innovation\"><span style=\"font-weight: 400\">break through<\/span><\/a><span style=\"font-weight: 400\"> opinion-based decisions. &#x201C;<\/span><span style=\"font-weight: 400\">The one thing that can trump a higher-up&#x2019;s opinion is data, and repeated experimentation and failure lead to a lot of it,&#x201D; says Stanford professor Baba Shiv.<\/span><\/p>\n<p><b>It Still Gets Messy<\/b><\/p>\n<p><span style=\"font-weight: 400\">Even with safeguards in place, failing fast poses dangers. Gunther McGrath writes, failures &#x201C;&#x2026;<\/span><span style=\"font-weight: 400\">can waste money, destroy morale, infuriate customers, damage reputations, harm careers.&#x201D; Failure also takes a <\/span><a href=\"https:\/\/www.theguardian.com\/technology\/2014\/jun\/28\/silicon-valley-startup-failure-culture-success-myth\"><span style=\"font-weight: 400\">psychic toll<\/span><\/a><span style=\"font-weight: 400\">.<\/span><\/p>\n<p><span style=\"font-weight: 400\">In <\/span><i><span style=\"font-weight: 400\">Wired, <\/span><\/i><span style=\"font-weight: 400\">Erika Hall <\/span><span style=\"font-weight: 400\">writes that &#x201C;<\/span><a href=\"https:\/\/www.wired.com\/2013\/09\/why-do-research-when-you-can-fail-fast-pivot-and-act-out-other-popular-startup-cliches\/\"><span style=\"font-weight: 400\">many VCs don&#x2019;t care<\/span><\/a><span style=\"font-weight: 400\"> whether any one particular investment enjoys long-term success. They only care that a percentage of companies in their portfolio nets them a high return.&#x201D; <\/span><\/p>\n<p><span style=\"font-weight: 400\">She warns that fail fast inherently yields mediocre results blunting <\/span><span style=\"font-weight: 400\">&#x201C;creative possibilities to only those articulated by the target users, leaving designers devising a faster horse (lame) rather than a flying car (rad).&#x201D;<\/span><\/p>\n<p><span style=\"font-weight: 400\">Hall recommends more rigorous ways to learn through applied research to uncover not just what users like, but how they use a solution. Innovation leaders would benefit from shifting from &#x201C;fail fast&#x201D; to &#x201C;<\/span><span style=\"font-weight: 400\">learn quickly and think well<\/span><span style=\"font-weight: 400\">.&#x201D;<\/span><\/p>\n<p><\/p>\n<div class=\"client-logo\"> <a href=\"https:\/\/www.clarizen.com\/customers\/\" title=\"Siemens Energy\"><img class=\"lazyload\" data-src=\"https:\/\/media.planview.com\/clarizen\/wp-content\/upload\/2020\/08\/siemens_energy-200x100.png\" alt=\"Siemens Energy\"><\/a> <a href=\"https:\/\/www.clarizen.com\/customers\/\" title=\"IIROC Success\"><img class=\"lazyload\" data-src=\"https:\/\/media.planview.com\/clarizen\/wp-content\/upload\/2020\/07\/IIROC_logo-200x100.gif\" alt=\"IIROC Success\"><\/a> <a href=\"https:\/\/www.clarizen.com\/customers\/\" title=\"Financial Services Institution\"><img class=\"lazyload\" data-src=\"https:\/\/media.planview.com\/clarizen\/wp-content\/upload\/2020\/04\/FINANCIAL-SERVICES-IMG-200x100.jpg\" alt=\"Financial Services Institution\"><\/a> <a href=\"https:\/\/www.clarizen.com\/customers\/\" title=\"M Squared\"><img class=\"lazyload\" data-src=\"https:\/\/media.planview.com\/clarizen\/wp-content\/upload\/2020\/03\/m-squared-logo-200x100.jpg\" alt=\"M Squared\"><\/a> <a href=\"https:\/\/www.clarizen.com\/customers\/\" title=\"Aliancys Success\"><img class=\"lazyload\" data-src=\"https:\/\/media.planview.com\/clarizen\/wp-content\/upload\/2019\/12\/aoc_aliancys-logo-800x400-200x100.jpg\" alt=\"Aliancys Success\"><\/a> <a href=\"https:\/\/www.clarizen.com\/customers\/\" title=\"Bonfiglioli Success\"><img class=\"lazyload\" data-src=\"https:\/\/media.planview.com\/clarizen\/wp-content\/upload\/2019\/11\/bonfiglioli_logo-800x400-200x100.jpg\" alt=\"Bonfiglioli Success\"><\/a><\/div>\n","protected":false},"excerpt":{"rendered":"<p>Silicon Valley&#x2019;s &#x201C;fail fast&#x201D; mantra has become gospel in recent years. Its evangelists promise failure, defined as a series of product tests and tweaks, leads to success. They urge failing fast, failing forward and failing often. They pepper TED talks with failure confessionals, and let&#x2019;s not forget FailCon, an entire conference dedicated to the concept&#8230;.<\/p>\n","protected":false},"author":205,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_editorskit_title_hidden":false,"_editorskit_reading_time":0,"_editorskit_is_block_options_detached":false,"_editorskit_block_options_position":"{}","footnotes":""},"categories":[35],"tags":[],"class_list":["post-18415","post","type-post","status-publish","format-standard","hentry","category-pmo-project-management-organizations"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v26.8 (Yoast SEO v26.8) - https:\/\/yoast.com\/product\/yoast-seo-premium-wordpress\/ -->\n<title>Failing Fast Is Fine\u2014If You Fail Right<\/title>\n<meta name=\"description\" content=\"When is failure a key to building organizational strength, and 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