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About this Author
Gwen Smith Ishmael, Sr. Vice President of Insights and Innovation at Decision Analyst in Arlington, TX, has led marketing and new product development activities in the CPG and technology industries since 1986. She also conceived and developed ground-breaking Web-based promotional vehicles, two of which are patent pending. Gwen holds an MBA in Marketing and is a featured speaker on insights and innovation around the world. Her writings have been featured in international text books, most recently in Managing 4 Ps of Marketing FMCG Sector, and Product Innovation: A Strategic Tool for Growth, by ICFAI Publications, 2006 and 2007, respectively.

Founding Author

Renee Hopkins Callahan Renee Hopkins Callahan started IdeaFlow and serves as chief blog-wrangler. She is Director of Innovation Services at Decision Analyst in Arlington, Texas, is a former journalist who worked as an editor and reporter for The Dallas Morning News and the Nashville Tennessean, and was managing editor of D, the Dallas city magazine. She has a master's degree in rhetoric and has also taught college-level English and informal logic.
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« Innovation Q&A with Renee Hopkins Callahan | Main | Creating a culture of business experimentation »

October 27, 2005

Learning from failure

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Posted by Renee Hopkins Callahan

Almost everyone in innovation pays lip service to the notion of "failure acceptance," although anencdotal evidence shows that innovators are still wary of failure. I've been wondering what the conditions would be that might change that. It would seem to me that the idea of learning from failure needs to be ingrained in companies, to the point where there are established processes to incorporate the lessons from failures into ongoing innovation processes.

The October Fast Company has an article about OXO International’s ability to learn from its failures. It's a wonderful, inspirational read, although it's hard to tell from the article if there are actual learning processes in place at OXO or if the company just happens to have a CEO who sets the right example. (The CEO, Alex Lee, is one of the main sources in the Fast Company article.)

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