Transformers are allowed to make mistakes


But the Transformation teams are traumatized by their failure: they don't want to take any more risks.

Not only did they get it wrong, but, on top of it, they don't want to work any more.

Innovation is full of risks. Taking risks should be encouraged. Each failure teaches us something that will help the Enterprise grow. This culture really must  be developed in the Bakery.

The baker acknowledges responsibility to his teams and explains that they have grown in maturity. The transformation teams start to innovate again.

Americans view enterprise start-up attempts positively, even when they are not successful. The French view them negatively.

Operational activities are predictable: when the Model is sound, successfully Operating is within the reach of everyone who correctly applies the Model.

On the other hand, uncertainty is quite normal in the Transformation. It is impossible to always be right: even Steve Jobs met with failure with Lisa or with Next.

Wanting to apply the principle of precaution, seeking to implement heavy methodologies to avoid mistakes, setting up bureaucratic principles of governance,... can only stifle creativity. In practice, the better the quality of teams, the less procedures they need.

On the other hand, it is important to look at the reality in front of us and reject the "it will work soon" syndrome when it become repetitive: we have to have the courage to give up on an initiative even if it represents a lot of investment. Nothing is worse than hearing: "as we have already spent a lot of money, we can't give up"; what is lost, is lost!

Do not discourage Transformers who have suffered failure. A good method is to ask them to analyze the reasons for this failure, then identify the measures needed to avoid making the same mistakes twice. This analysis generally gives them the courage to restart a difficult project.

To limit the consequences of possible failures, we can use approaches that enable us to test out ideas at less cost:

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