MIT Sloan Management Review Article on Why Hypotheses Beat Goals

Not long ago, it became fashionable to embrace failure as a sign of a company’s willingness to take risks. This trend lost favor as executives recognized that what they wanted was learning, not necessarily failure. Every failure can be attributed to a raft of missteps, and many failures do not automatically contribute to future success.

Certainly, if companies want to aggressively pursue learning, they must accept that failures will happen. But the practice of simply setting goals and then being nonchalant if they fail is inadequate.

About the Author

Jeanne Ross is principal research scientist for MIT’s Center for Information Systems Research. Follow CISR on Twitter @mit_cisr.

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