000			06282cam a2200421 i 4500
001			on1135662959
003			OCoLC
005			20240726105214.0
008			200112s2020 maua ob 001 0 eng d
040			_aYDX _beng _erda _epn _cYDX _dTEFOD _dNT _dOCLCF _dWAU _dCHVBK _dOCLCO _dRECBK _dEBLCP _dVLB _dK6U _dUKAHL _dOCLCQ _dOCLCO _dREDDC _dFTB
020			_a9781633697119 _q((electronic)l(electronic)ctronic)
050	0	4	_aHD45 _b.E974 2020
049			_aMAIN
100	1		_aThomke, Stefan H., _e1
245	1	0	_aExperimentation works : _bthe surprising power of business experiments / _cStefan H. Thomke.
246	3	0	_aSurprising power of business experiments
260			_aBoston, Massachusetts : _bHarvard Business Review Press, _c(c)2020.
300			_a1 online resource (xi, 272 pages) : _billustrations
336			_atext _btxt _2rdacontent
337			_acomputer _bc _2rdamedia
338			_aonline resource _bcr _2rdacarrier
347			_adata file _2rda
504			_a2
505	0	0	_aPreface: a tribute to the scientific method -- _tIntroduction: the business experimentation imperative -- _tWhy experimentation works -- _tWhat makes a good business experiment? -- _tHow to experiment online -- _tCan your culture handle large-scale experimentation? -- _tInside an experimentation organization -- _tBecoming an experimentation organization -- _tSeven myths of business experimentation -- _tEpilogue: a brief look at the future.
505	0	0	_aPreface. A tribute to the scientific method: why I wrote the book (and why you should read it). Understanding the power of thinking and acting scientifically. Entering a new age of large-scale business experimentation -- _tIntroduction. The business experimentation imperative: the need for business experiments to drive innovation and profitable growth. Deploying large-scale experimentation as a business-wide practice. Brief introduction to the book's ideas and frameworks -- _tWhy experimentation works: the role of business experimentation in innovation. Understanding the power of tools and the experimentation process. Leveraging the operational drivers of high-velocity learning -- _tWhat makes a good business experiment?: the elements of a good business experiment. Seven questions that yield better management decisions. Appreciating the limits of experimentation -- _tHow to experiment online: the business value of A/B testing. Leveraging the power of incremental innovation for business performance. Learning the best experimentation practices from leading digital companies -- _tCan your culture handle large-scale experimentation?: the seven attributes of a true experimentation culture. Diagnosing and addressing cultural obstacles. Adopting a new management model for experimentation organizations -- _tInside an experimentation organization: the operating model of a true experimentation organization. Democratizing testing through process, management, and cultural discipline. Using technology, scale and velocity for competitive advantage -- _tBecoming an experimentation organization: the steps to becoming a true experimentation organization. Using the 7S's and ABCDE frameworks to analyze your situation. Deploying experimentation tools most effectively -- _tSeven myths of business experimentation: the myths that undermine experimentation and innovation. Realizing that your actions will lead to opposite reactions. Addressing fallacies that slow down progress -- _tEpilogue. A brief look at the future: the future of experimentation is already here. Understanding the role of AI. Adding value to automated testing and decision-making.
520	0		_a"When it comes to innovation, relying on intuition won't cut it anymore. Whether it's improving customer experiences, trying out new business models, or developing new products, even the most experienced managers often get it wrong. This is especially true in the online world, where predicting customer behavior is virtually impossible. Managers can, however, discover whether a new product, service, or business model will fail or succeed--by subjecting it to rigorous experimentation. Think about it. A pharmaceutical company would never introduce a new drug without first conducting a round of experiments based on established scientific protocols. Yet that's essentially what many companies do when they roll out new products and services. As Harvard Business School professor Stefan Thomke shows in this eye-opening and essential book, the "best guess" approach to innovation is changing fast. There are now leading companies that conduct more than ten thousand online controlled experiments annually, engaging millions of users. These organizations have discovered that an "experiment with everything" approach has a big payoff, giving them a considerable competitive advantage. How can you do this at your company? Leaders and managers need to create an "experimentation organization" that masters the science of testing and puts the discipline of experimentation at the center of the innovation process. It used to take companies years to build the infrastructure and develop the expertise to run hundreds of experiments each day. But Thomke shows how, with advances in technology, these capabilities are at the fingertips of almost any business professional. By combining the power of software and the rigor of controlled experiments, today's managers can make better decisions, create better customer experiences, and generate huge financial returns. Filled with engaging and instructive stories of leading experimentation organizations, Experimentation Works will be your guidebook to a truly new way of thinking and innovating"-- _cProvided by publisher
530			_a2 _ub
650		0	_aBusiness _xTechnological innovations.
650		0	_aMarketing research.
650		0	_aCreative ability in business.
650		0	_aConsumers _xResearch.
650		0	_aSuccess in business.
655		1	_aElectronic Books.
856	4	0	_uhttps://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=2005330&site=eds-live&custid=s3260518 _zClick to access digital title | log in using your CIU ID number and my.ciu.edu password
942			_cOB _D _eEB _hHD _m2020 _QOL _R _x _8NFIC _2LOC
994			_a92 _bNT
999			_c92541 _d92541
902			_a1 _bCynthia Snell _c1 _dCynthia Snell