Experimentation Works: The Surprising Power of Business Experiments
downside of overly complex designs is that they make experiments much more vulnerable to bugs.
Stefan H. Thomke • Experimentation Works: The Surprising Power of Business Experiments
Lower-fidelity models can be useful if they are inexpensive and can be produced rapidly for “quick and dirty” feedback or cheap experiments, which are often good enough in the early concept phase of an innovation project.
Stefan H. Thomke • Experimentation Works: The Surprising Power of Business Experiments
Fidelity is the term used to signify the extent to which a model accurately represents a product, process, or service.
Stefan H. Thomke • Experimentation Works: The Surprising Power of Business Experiments
undisciplined experimentation (e.g., so-called blind trial-and-error tests)
Stefan H. Thomke • Experimentation Works: The Surprising Power of Business Experiments
p-value is the probability that the observed difference (or one that’s more extreme) would occur by chance,
Stefan H. Thomke • Experimentation Works: The Surprising Power of Business Experiments
A center of excellence focuses mostly on the design, execution, and analysis of controlled experiments.
Stefan H. Thomke • Experimentation Works: The Surprising Power of Business Experiments
The problem, of course, was that it’s hard to find many princes if you’re kissing only ninety-seven frogs per year.
Stefan H. Thomke • Experimentation Works: The Surprising Power of Business Experiments
lower-status individuals were more willing to experiment when values and rewards gave them a consistent message explicitly emphasizing the value of learning
Stefan H. Thomke • Experimentation Works: The Surprising Power of Business Experiments
Harvard Business School studied the extent to which organizational values and rewards and an individual’s status affected experimentation.