Organizations famously stifle their teams' problem-solving ingenuity, and in this book I shine a light on how we can optimize our organizations to truly thrive, innovatively. With the risk of failure of a single problem-solution being so high, we must empower our teams with a richer capability to try and learn from a wide gamut of possibilities when it comes to solving the problems we bring to the innovators we hire and invest in. Failure is often glorified as the way forward, but alluring as failure might be, failure alone is not enough. Failing mindfully is the way forward. We don't learn from failure. We learn from continuous reflection on those failures.

The scientific method suggests hypotheses cannot be proven, and must be falsifiable. If you aren't running experiments to test hypotheses and test your way to the right product, you should be. If you are experimenting, but more than half of your experiments are successful, that's probably not how you should be designing experiments, or perhaps you're measuring the wrong metrics. Plan to fail, then plan to iterate or pivot. Better yet, let's setup our organizations and our teams in a way that's optimized for a high throughput of asynchronous failure-driven learning and innovation.

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