ט. הכשלונות והכשלים
The words of David Kelley, "Your failures interest me far more than your success" (Tischler) reveal his, and, in turn, IDEO's attitude towards failure. The company became what it is, partly due to failing, and then learning from mistakes. In his Business Week article "A Laboratory for Insights," Tim Brown of IDEO says: "Ultimately, a commitment to making experimentation a way of life in an organization requires a change in attitude toward risk and failure. Embracing experimentation as a universal approach to learning communicates to employees that their company expects them to try new approaches - and that failure isn't fatal as long as it's mined for the insights that propel the organization toward inspirational insight, innovation, and growth."
The design thinking method, which IDEO coined and practices religiously in any and all of its projects and initiatives, is a result of mistakes that were diagnosed and fixed. For example, in the mid-1980s David Kelley used to write proposals for clients, which included different phases of his work process - understanding, observation, brainstorming, prototyping, and they were priced separately. His clients often rejected the inital phases, and requested that he start with later phases, perhaps to save money, or because they didn't understand the need for the initial work. They saw that as fooling around. David Kelley realized then, that those initial phases are the ones that allow big ideas to born, and this was what made his firm different from numerous managment consultants around. "That moment was really big for me," he says. "After that, I'd say, 'No way, I won't take the job if you scrap those phases. That's where the value is.' " (Tischler).
In an interview on podcast iinnovate.com, Kelley talks about another failure of organizational matter. Because of the open and friendly environment that is part of the culture of IDEO, a lot of people that were not a good fit, stayed with the company longer than was efficient, just because it was emotionally hard to fire them. In the same interview, Kelley later talks about the solution to this problem. In IDEO it is not one person who chooses who gets hired, and either gets it right or wrong. It is rather a decision of a number of people, who will later be working together with the new hire, and it will be in their interest to choose the right person, and make that person successful. Kelley also mentions some product failures, like Monster Shoes, and Enorme Phone Company, which "failed miserably", and he agrees, that those stories of failures are better than some of the successes. In general, he says, the culture of Silicon Valley looks with respect at failures, since it is seen as a source of learning. To conclude, a lesson learned from David Kelley according to a Fast Company blog: "Success tends to focus your efforts, failure assures me that you try something different and eventually better." (Tischler)
The design thinking method, which IDEO coined and practices religiously in any and all of its projects and initiatives, is a result of mistakes that were diagnosed and fixed. For example, in the mid-1980s David Kelley used to write proposals for clients, which included different phases of his work process - understanding, observation, brainstorming, prototyping, and they were priced separately. His clients often rejected the inital phases, and requested that he start with later phases, perhaps to save money, or because they didn't understand the need for the initial work. They saw that as fooling around. David Kelley realized then, that those initial phases are the ones that allow big ideas to born, and this was what made his firm different from numerous managment consultants around. "That moment was really big for me," he says. "After that, I'd say, 'No way, I won't take the job if you scrap those phases. That's where the value is.' " (Tischler).
In an interview on podcast iinnovate.com, Kelley talks about another failure of organizational matter. Because of the open and friendly environment that is part of the culture of IDEO, a lot of people that were not a good fit, stayed with the company longer than was efficient, just because it was emotionally hard to fire them. In the same interview, Kelley later talks about the solution to this problem. In IDEO it is not one person who chooses who gets hired, and either gets it right or wrong. It is rather a decision of a number of people, who will later be working together with the new hire, and it will be in their interest to choose the right person, and make that person successful. Kelley also mentions some product failures, like Monster Shoes, and Enorme Phone Company, which "failed miserably", and he agrees, that those stories of failures are better than some of the successes. In general, he says, the culture of Silicon Valley looks with respect at failures, since it is seen as a source of learning. To conclude, a lesson learned from David Kelley according to a Fast Company blog: "Success tends to focus your efforts, failure assures me that you try something different and eventually better." (Tischler)
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