mixed material bibliography Boston Harvard Business School Publications May 2016

p. 88 - 93 Although many companies claim to embrace failure as an integral part of the innovation process, near-zero tolerance for it blocks them from pursuing new ideas. Corporate budgeting, resource allocation, and risk control are all designed to promote predictability and efficiency, and even when people understand that they can and should fail, they do everything possible to avoid missteps. There’s a way to resolve this conundrum, however: Increase your return on unsuccessful projects by rigorously extracting value from them, boosting their benefits while minimizing their downsides. In this article, two business school professors outline three steps you can take to improve your firm’s return on failure. First, study projects that didn’t pan out and document all the insights they offer about customers, markets, future trends, your organization, your operations, your team, and yourself. Second, magnify the impact of those lessons by spreading them across your company. Senior leaders should gather frequently to discuss their failures, and efforts to share lessons with all employees will build trust and goodwill and encourage future initiatives. Third, step back and do a corporatewide review of your pattern of failure, to ensure your overall approach is yielding all the benefits it should. If failure rates are too high, you may need to tighten up your systems, but low rates may signal a need to encourage more openness to risks. Mistakes are the inevitable consequence of trying something new. But they can also be a source of tremendous value in the form of learning if your firm has the right mindset. [ABSTRACT FROM AUTHOR]<br><br><br><br> 00178012 Perpustakaan - Sekolah Tinggi Manajemen PPM Pusat Informasi Manajemen 46909 2016-05-12 00:00:00 2016-05-12 00:00:00 machine generated