Experimentation Works: The Surprising Power of Business Experiments
differentiate between desirable failures and wasteful mistakes.
Stefan H. Thomke • Experimentation Works: The Surprising Power of Business Experiments
If you thought something was going to happen and it didn’t, then you’ve learned something meaningful.
Stefan H. Thomke • Experimentation Works: The Surprising Power of Business Experiments
undisciplined experimentation (e.g., so-called blind trial-and-error tests)
Stefan H. Thomke • Experimentation Works: The Surprising Power of Business Experiments
The futility thesis holds that any efforts to transform an organization will barely make a dent because it doesn’t address the deeper structural challenges.
Stefan H. Thomke • Experimentation Works: The Surprising Power of Business Experiments
however, digital tools were only as good as the people and the underlying knowledge that guided them,
Stefan H. Thomke • Experimentation Works: The Surprising Power of Business Experiments
Albert Einstein: “No amount of experimentation can ever prove me right; a single experiment can prove me wrong.”
Stefan H. Thomke • Experimentation Works: The Surprising Power of Business Experiments
statistician George Box once quipped, “All models are wrong; some models are useful,”
Stefan H. Thomke • Experimentation Works: The Surprising Power of Business Experiments
I realized right away that large-scale, controlled experimentation would revolutionize the way all companies operate their businesses and how managers make decisions.
Stefan H. Thomke • Experimentation Works: The Surprising Power of Business Experiments
Customers can rarely specify all their needs, because they either face uncertainty themselves or because they cannot articulate needs for products or services that do not yet exist.