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Cole Taylor

So Lavinia would kick Edison out the door ... wow.

I found a typo :

what they are doing valuable independently of the facts.

Sorry, it's a sad obsession, I know.

Nice article, however.


Alan Rimm-Kaufman

Hi Bob --

Nice post.

Mike Moran (search guy @ IBM with new book out) calls this "do it wrong quickly".

The agile development community warns against committing too deeply too quickly, YAGNI.

All the same idea: to hit homeruns, you need as many at bats as you can get.

Related ideas:

Cheers --



Isn't the reward for fast failure simply greater successes?

Edison failed quickly so that he could find a solution more quickly. Is there a way to just get people more directly connected to that sort of ownership?

Steve Roberts

Working on a successful project is a reward in itself, and brings other rewards - especially career advancement. Killing a project that is not going to succeed is real work - difficult to do & it takes courage. Why not reward such a valuable act ?

Lavinia Weissman

At one time, Procter and Gamble, while led by Disney's current CEO, John Pepper, rewarded brand managers for retiring brands. In this case, it was about getting out of date products off the shelf instead of explicitly rewarding failure.

There is also opportunity to reward for innovation of ideas in cycles of leading change -- from submitting ideas to executing them.

Possibly in my opinion the greatest leadership challenge today is "executing new ideas" and "inviting imagination."

Innovation occurs in fewer than 10% of work environments. Most companies do not invite this and want to only hedge their bets on the sure thing, so they turn to labs like Ideo.

Part of the talent challenge today for recruitment is inviting people to learn to become talented and the complaint there is no talent to me needs to be retired and investigated. One remedy I believe is in this world of virtual work and one line responses is to learn how to invite "learning" or what you call failure and support a dialogue of work effectiveness which won't grow out of virtual communications without first building trust and designing deliberate events and synchronistic communications to build a foundation to begin.

So what are conditions for learning and how to you determine and build trust to invest?

Herman Najoli

Bob, I think outrageous success should be enthusiastically rewarded and mediocre success should be thorougly punished. First time failure, on the other hand, should be cautiously rewarded. Repeated failure should be slammed and consistent failure should be drop-kicked out of the organization.


Does that first line have it backward?

The standard approach is to reward for success and punish failure.

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