Technology advances at an ever increasing pace. New products and services enter the market on a daily basis. This makes customers, so basically us, rethink our needs and desires constantly. For businesses this means they have to evaluate their product customer fit on a regular basis and adapt their offering according to the latest customer preferences. In other words: the CXO team will get even more busy as understanding customer preferences and innovation is the most important factor to guarantee the continuity of your company.
Unfortunately many organisations have to deal with a culture than does not foster innovation. Bold or innovative ideas are watered down or ignored at all and people stick to business as usual. After all change is hard so why should you? Right?
Not having a culture that is open to innovation is very harmful for a company and it prevents the experimentation program to flourish. As change is not embraced, A/B testing is only done for testing’s sake.
What can you do to make sure you are heading in the right direction, that you build trust instead of fear. Important is to make your work visible, share your learnings and insights, make sure everybody has access to this information. The more people in the organisation are aware of customer preferences, the better the chances are for innovation.
Anybody can have a good idea, but this idea does not exist for real if it only lives in somebody’s head. Make sure you coworkers know where to land their ideas. Store them in a central place and follow up on them so good ideas turn into great experiments
Involve others in the CXO process, do it at scale and make it fun and effortless. Hanging some posters of successful experiments in your corner of the office won’t move the needle. Tap into system that your colleagues already are using like Slack or e-mail. Organising (and executing consistently) which test won like competitions are more likely to make an impact. CXO is fun (and educational).
There are many things you can do to make sure your experimentation program contributes to a culture of experimentation. Failure is part of the game but losing experiments are very valuable as well and should be celebrated as learning opportunities instead of being used to punish the ones that were brave enough to start the experiment in the first place.
This series is inspired by an article published by GO Group Digital. Check out the other posts that are part of this series on Why experimentation programs fail:
- The experimentation program is not tied to an overarching business purpose and lacks a central guiding metric
- Teams are siloed and experiments do not consider the entire customer journey
- Experiments have to be perfect before they see the light of day
- Losing experiments are disregarded, rather than investigated