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How do you help your CEO view experiment failures as progress?

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2 Answers
Product Experimentation
  1. Bruno Gobbis
    Bruno Gobbis

    Nuvemshop Director, Product Growth | Formerly Superhuman, RD Station, IBM, Bosch • 6mo

    Think of your CEO as your most important “stakeholder" and one of your partners in the learning process. The job is to translate failed tests from “we missed the number” into “we just bought information that makes our next bet smarter, cheaper, and with more probability of being a win.”​ If you can't bridge the lessons from failures, it's just going to be a wasted investment of team resources, and then your CEO would be right to give the team an ear massage. Executives are usually fine with fail ...Read More

    412 Views
  2. Sheila Hara
    Sheila Hara

    Barracuda Networks Sr. Director, Product Management • 9mo

    I remind my CEO that experiments aren’t about being right, they’re about reducing risk. If a test disproves our idea early, that’s a win — because we didn’t waste six months building the wrong thing. I frame failures as progress markers: We saved money/time by learning faster. We gained clarity on what customers don’t want, which is just as valuable as what they do. We narrowed the field so our next bets are smarter. I also lean on language CEOs appreciate: ROI, de-risking, velocity. Instead of ...Read More

    387 Views

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