This link has been bookmarked by 19 people . It was first bookmarked on 17 Jul 2006, by Brendan M.
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17 Mar 12
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13 May 11
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10 Dec 10
Roxanne Persaud@gloryoffailure Let's have a #failure party! > How Failure Breeds Success http://ow.ly/3n0WX
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10 Jul 10
Jorge BarbaEveryone fears failure. But breakthroughs depend on it. The best companies embrace their mistakes and learn from them
failure management innovation creativity risk startup businessweek for:@twitter
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17 Jun 09
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27 Jun 08
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16 Jun 08
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17 Jul 06
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04 Jul 06
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Karla LopezSe todo mundo tem medo de errar, como incentivar as 'lições aprendidas'?
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03 Jul 06
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"You will see some failures," he told the crowd. "As we take more risks, this is something we must accept as part of the regeneration process." Warning Coke investors that the company might experience some flops is a little like warning Atlantans they might experience afternoon thunderstorms in July. But Isdell thinks it's vital. He wants Coke to take bigger risks, and to do that, he knows he needs to convince employees and shareholders that he will tolerate the failures that will inevitably result. That's the only way to change Coke's traditionally risk-averse culture. And given the importance of this goal, there's no podium too big for sending the signal. "Using [the annual meeting] occasion elevates the statement to another order of importance," Isdell said in an interview with BusinessWeek. ... Stefan H. Thomke, a professor at Harvard Business School and author of Experimentation Matters, says that when he talks to business groups, "I try to be provocative and say: 'Failure is not a bad thing.' I always have lots of people staring at me, [thinking] 'Have you lost your mind?' That's O.K. It gets their attention. [Failure] is so important to the experimental process." ... "Getting good" at failure, however, doesn't mean creating anarchy out of organization. It means leaders -- not just on a podium at the annual meeting, but in the trenches, every day -- who create an environment safe for taking risks and who share stories of their own mistakes. It means bringing in outsiders unattached to a project's past. It means carving out time to reflect on failure, not just success.
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"You will see some failures," he told the crowd. "As we take more risks, this is something we must accept as part of the regeneration process." Warning Coke investors that the company might experience some flops is a little like warning Atlantans they might experience afternoon thunderstorms in July. But Isdell thinks it's vital. He wants Coke to take bigger risks, and to do that, he knows he needs to convince employees and shareholders that he will tolerate the failures that will inevitably result. That's the only way to change Coke's traditionally risk-averse culture. And given the importance of this goal, there's no podium too big for sending the signal. "Using [the annual meeting] occasion elevates the statement to another order of importance," Isdell said in an interview with BusinessWeek. ... Stefan H. Thomke, a professor at Harvard Business School and author of Experimentation Matters, says that when he talks to business groups, "I try to be provocative and say: 'Failure is not a bad thing.' I always have lots of people staring at me, [thinking] 'Have you lost your mind?' That's O.K. It gets their attention. [Failure] is so important to the experimental process." ... "Getting good" at failure, however, doesn't mean creating anarchy out of organization. It means leaders -- not just on a podium at the annual meeting, but in the trenches, every day -- who create an environment safe for taking risks and who share stories of their own mistakes. It means bringing in outsiders unattached to a project's past. It means carving out time to reflect on failure, not just success.
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02 Jul 06
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