"In science, the need for experimentation is cut and dry. You come up with a hypothesis, whether it's about how storm clouds move or how cells in the body die, and you set up an experiment to test it. There's a method, it's called the scientific method, and you test it over and over again until you're sure that it's replicable and your answers are right, or at least as right as they can be until new variables come to light or the landscape changes."
"In business, there isn't currently as much experimentation. Value has been placed on experience on the intuition of managers and leaders, and that's a bad thing, says today's guest, even in the most innovative industries we can think of more, can be done to set up experiments, test the results, and deliver better products and services to customers. And this goes far beyond AB testing at tech giants."
Leaders face constant uncertainty and can reduce ambiguity by applying rigorous experiments to test hypotheses. Experimentation follows the scientific method: formulate hypotheses, design tests, and replicate results until findings are robust. Excessive reliance on manager intuition and experience limits systematic learning in business. Well-designed experiments require careful setup and a readiness to act on findings even when results upend expectations. Experimentation extends beyond simple A/B tests at large tech firms and can improve products, services, decision quality, and customer value across industries. Integrating experimentation into organizational processes accelerates learning and delivers measurable improvements.
Read at Harvard Business Review
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