Hypotheses and experiments for becoming a learning organization

Your organization is complex when you can no longer predict exactly how a change in one place will affect all other possible parts of the system. These can be changes from outside or from inside.

You find yourself in a complex organization when it is impossible to keep track of the dynamics between all people, interests, organizational units, technologies, systems, the market, competitors, the latest trends and the rest of the outside world — and when it is very difficult or impossible to make the right decisions through analysis and planning.

And when you feel that, you are already on the right track, because you cannot master a complex system through analysis and planning.

In this workshop I want to show you an alternative, namely working with hypotheses and experiments.

Using practical examples, you will see how experiments can lead to better planning and reduce the risk of bad investments. Because if you choose the experiment so that the costs are relatively low and at the same time you learn something about the customer and about yourself as an organization, you can build something through repeated experiments that no competitor can take away from you: real experience and therefore a real advantage.

You are probably familiar with it from software development or marketing when it comes to A/B tests — but you can also apply it to completely different areas.