Responsive Audiobook: Chapter 7, How to Experiment

I’m excited to share a chapter of my book, Responsive: What It Takes to Create a Thriving Organization.

The full audiobook version of Responsive comes out in late September 2018, but in the meantime, I am excited to share it in podcast form.

Here’s an excerpt:

How to Experiment

Experimentation is at the heart of any Responsive organization. The goal is to react quickly with the best information at hand, and then respond to feedback, whether it be from clients, the market or employees.  The following three components are needed before companies can experiment successfully.


A vital component of any organization that wants to experiment is trust in the people actually doing the work. There was a point in catering the first annual Responsive Conference where the outcome was simply out of my control and I had to trust the people to whom I had given authority. In Buffer’s experiments with remote work, there was a willingness to trust that their employees would be productive outside of a traditional office setting. Had things gone poorly, they could always have moved back to a single location.


Culture is the second principle which makes a successful experimental company. General Electric couldn’t have embarked on the changes former CEO Jeff Immelt ushered in without a willingness to experiment with new visions, plans, and actions (see Chapter 6). While opinions of success vary, depending on whether we’re considering shareholder value or improved culture, GE is now a more agile company with a more human-focused culture than it had before.

Similarly, at Culture Amp, it took Didier Elzinga’s thoughtfulness and a company focused on the well-being of people, to leave behind a model of compensation that did not suit the needs of that organization.

Incremental Change

Finally, incremental change can be used to ease the process of implementing Responsive principles. Incremental change can minimize losses and maximize learning from “failed” experiments and allow successful trials to be quickly built upon, scaled, or improved further. This doesn’t mean all Responsive change must be small (as we’ll see in the next chapter), but it is important to factor in the gains afforded by small cumulative adaptations.

If you’ve enjoyed this chapter of Responsive, you can purchase a Kindle or print version of the book on Amazon. And be sure to check out the Responsive Conference, coming up September 24-25th in Queens, NY.