Resolve conflict about culture of rapid experimentation without leaving residue.
Leading a Culture of Rapid Experimentation and Constructive Failure
Learn to design, measure and defend your organisation's approach to culture of rapid experimentation.
📍 Tripoli🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Managers are promoted for competence and then judged on culture of rapid experimentation, which nobody trained them for. Most failures in rapid experimentation trace back to a conversation someone avoided having. It is appropriate for those preparing to take on wider responsibility for the wider organisational leadership agenda. They leave able to brief senior management on culture of rapid experimentation in terms that support a decision. A common pattern is strong design of this strand of organisational leadership paired with weak follow-through. It concentrates on the parts of rapid experimentation that determine outcomes and treats the rest proportionately. Participants apply culture of rapid experimentation to their own management team throughout, so the output is directly usable. Where rapid experimentation is measured, it improves; where it is only discussed, it drifts. The programme ends where implementation begins, with this part of organisational leadership broken into steps someone can start on Monday.
Expected Learning Outcomes
Set standards on rapid experimentation and apply them consistently regardless of who is involved.
Build a register of the risks attaching to culture of rapid experimentation and keep it current.
Diagnose whether a problem in rapid experimentation is one of design, resourcing or discipline.
Recognise early indicators that culture of rapid experimentation is drifting away from its intended design.
Protect the team's capacity so rapid experimentation is not delivered through exhaustion.
Review your own performance on culture of rapid experimentation as rigorously as you review others'.
Who Should Attend
Experienced practitioners formalising an approach to culture of rapid experimentation that has grown up informally.
Executives leading multi-function programmes involving rapid experimentation.
Consultants coaching leadership teams on culture of rapid experimentation.
High-potential staff being prepared for wider responsibility for rapid experimentation.
Board members and non-executives overseeing culture of rapid experimentation.
Operations staff who encounter the consequences of rapid experimentation directly.
Course Modules
Culture of rapid experimentation: measuring whether leadership actually changed anything
2 sessions · 8 pointsSession 1The meeting that finally unblocks culture of rapid experimentation
- Prepare how you will respond when culture of rapid experimentation is challenged publicly.
- Set the review interval for rapid experimentation and who attends.
- Reduce the variation in how culture of rapid experimentation is carried out between teams.
- Name a single owner for each element of rapid experimentation.
Session 2The hard cases in rapid experimentation and how to reason about them
- Set out the decisions in culture of rapid experimentation that require sign-off and by whom.
- Identify the conversation about rapid experimentation you have been postponing, and schedule it.
- Define the trigger that would require culture of rapid experimentation to be redesigned.
- Recognise publicly one person whose work on rapid experimentation went unnoticed.
Rapid experimentation: building the bench and letting go
2 sessions · 8 pointsSession 1Reading the room before proposing rapid experimentation
- Write down the reasoning behind your position on culture of rapid experimentation.
- Identify your successor for rapid experimentation and the gap they need to close.
- Prepare the response for the most likely failure in culture of rapid experimentation.
- Confirm that those complying with rapid experimentation understand why it exists.
Session 2Testing rapid experimentation before relying on it
- Confirm that the people affected by culture of rapid experimentation heard it from you first.
- Rank the weaknesses in rapid experimentation by consequence rather than by ease of fixing.
- Give one piece of specific feedback on culture of rapid experimentation within the week.
- Review whether rapid experimentation is aligned with the objectives of the management team.
Rapid experimentation: deciding under pressure and incomplete information
2 sessions · 8 pointsSession 1Showing that rapid experimentation changed something measurable
- Agree the indicators that will show whether culture of rapid experimentation is improving.
- Test the procedure for rapid experimentation against a realistic scenario.
- Assess the workload culture of rapid experimentation adds and what you will remove to make room.
- Anticipate the objections rapid experimentation will raise and prepare the answers.
Session 2Saying the thing about culture of rapid experimentation that nobody wants to say
- Decide what you will delegate on culture of rapid experimentation and what you will not, and say why.
- Plan the sequence in which improvements to rapid experimentation will be introduced.
- Test whether the team can explain culture of rapid experimentation in their own words.
- Set the decision rights on rapid experimentation: who decides, who is consulted, who is told.
Rapid experimentation: conflict, politics and informal power
2 sessions · 8 pointsSession 1Delegating rapid experimentation without abandoning it
- Set the review point at which culture of rapid experimentation will be reconsidered.
- State the outcome expected from rapid experimentation in a single sentence anyone can repeat.
- Arrange the handover of culture of rapid experimentation so capability survives staff changes.
- Record what was learned when rapid experimentation did not go as planned.
Session 2Closing out rapid experimentation and capturing what was learned
- Distinguish symptoms from causes when culture of rapid experimentation underperforms.
- Ask the team what they think is wrong with the plan for rapid experimentation.
- Decide the point at which you would escalate culture of rapid experimentation.
- Check whether incentives anywhere reward behaviour that undermines rapid experimentation.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
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