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"Google emploie 29 000 salariés dans le monde, dont 250 en France (bientôt 500). Son esprit start-up anticonformiste séduit et retient. Mais sous les apparences rugit un puissant moteur : partager le pouvoir pour mieux se nourrir de la vitalité de l'individu."

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"Pascal Picq, paléoanthropologue, a attiré l'attention de patrons, il y a une quinzaine d'années, alors qu'il intervenait à la radio pour parler d'adaptation -un maître mot en management. Aujourd'hui, le regard critique que jette ce maître de conférences au Collège de France sur l'univers de l'entreprise laisse à penser que la théorie de l'évolution (celle du changement, fondée sur des observations et des lois naturelles) pourrait éclairer d'un jour nouveau la sphère microéconomique. "

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"Failure has been around since the time two people first starting working and collaborating together, so it’s safe to assume that it’s going to be with us in 2010. Let’s spend a few moments thinking about and predicting the shape of failure in the coming year."

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"Large organizations continue to embrace Enterprise 2.0 as a viable addition to the corporate business process toolbox. As evidence, look no farther than the rapid growth of The 2.0 Adoption Council, which was founded this past June and currently boasts more than 100 member organizations, each of which has more than 10,000 employees.

Despite clear interest from the enterprise, discussion persists around obstacles to large-scale adoption of Enterprise 2.0 approaches, tools, and methods."

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So, we came up with this topic: "Creating a Culture that is not Afraid to Fail." I thought this would be a great opportunity to reflect on some of my recent blog posts on this topic as well as gain new insights from others who work on social media in a corporate (and nonprofit) setting as well as my network.

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Listening to Jeff Bezos, founder and chief executive officer of Amazon, is like going to startup school where you learn that failure is part of entrepreneurial growth. Whenever I have talked to Bezos in the past, the things that have stuck in my head have been his willingness to be wrong and his unflinching abhorrence of the status quo. At the Wired Business Conference in New York City, Bezos reiterated some of those points in a conversation with writer Steven Levy.

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The real answer is to dramatically decrease the cost of failure. A leadership team seeking to achieve this aim has three levers at its disposal:

1. Lower the costs of experiments. Running experiments need not be expensive. There are tons of low cost ways to test critical assumptions (chapter 5 of The Innovator's Guide to Growth describes about 30 such approaches).

2. Change the order of experiments. Many companies spend a lot of money answering the wrong questions. They'll seek to perfect a technology without understanding whether there's a market need. Assess strategic risks first, because they are often what sink an idea.

3. Increase the pace of decision making. Entrepreneurs with clearly bad ideas typically don't have the luxury of spending money on those ideas for too long. Companies, however, can let bad ideas linger for inordinate amounts of time because of slow decision-making processes. Shutting down flawed projects early avoids needless spending — and focuses resources on the best ideas.

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The difference in applying social technologies to existing business operations is not necessarily changing what you do, i.e. communicate with stakeholders, create new value propositions etc., rather it is more about changing how you do things.

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When you are designing and building systems that incorporate people and technology, you had better think about both how to make things work and about how things might fail.

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