While experimentation is often delegated to product or delivery teams, its success is heavily influenced by how leaders model, support and participate in experimentation themselves. Without leadership practicing what they preach, experimentation culture remains surface-level.

High-performing teams thrive not by sticking to rigid roles, but by embracing five key mindsets: Creative, Cynic, Pragmatist, Implementor, and Destroyer, allowing people to experiment, adapt, and contribute where they’re most effective.

Over a year ago we published an article considering the balance between the threat and opportunity presented by AI. Have things moved on?

Most teams do not experiment because they have unlearned how to do it, and lack the corporate support. To change that, organizations need to rebuild the conditions for experimentation: unlearn rigid habits, protect space for play and provide the tools and trust required to explore.

Traditional approaches to managing change rooted in control, rigid plans, no longer work in today’s dynamic digital environment. Organisations that are prepared to experiment and adapt to rapid technology change are the ones that will thrive. Empowering teams with the space, coaching, and habits to solve problems incrementally, organisations can shift from reactive delivery to a culture of continuous improvement and resilient, high-impact change. 

Building an AI generated game was a challenge that provided many surprising insights along the way...

Why do we find it so difficult to experiment at work? Pete explores what might be holding your team back

We know we should innovate - but why is it so difficult to do?

John introduces an alternative way to problem solve