Epic Failures

In my 30 years of experience I have seen and been apart of many Epic Failures.  They typically involve significant cost and little learning. 

Epic Failures are rarely talked about.   They usually occur within organizations that have an abundance of resources.  Many times the root causes of Epic Failures are mis-understood and organizations tend to repeat the pattern.

Epic Failures are usually rooted in executive leaderships inability to align desired outcomes with execution. 

Typical scenario of an Epic Failure

1. Executive leadership wants a big outcome

2. Executive leadership carves out significant resources to achieve that outcome

3. Executive leadership places their full trust in a few good people to achieve that outcome

4. Executive leadership is presented an initial reasonable plan for achieving that outcome

5. Then executive leadership waits, waits, reacts, and then waits more

Typical reality of an Epic Failure

• Grandiose and loosely defined outcomes are mis-understood by stakeholders 

• Complete mis-alignment between desired outcomes and true objectives of a "few good people" 

• Things don't go according to plan.  The bigger and detailed the initial plan the bigger the Epic Failure

• Throwing large amounts of resources and talent at problem does not assure success

• Creating more oversight and having more meetings does not help

The saddest part of many Epic Failures is they are rooted in leadership's desire to truly innovate.  Because of poor execution the well intentioned disruptive innovation never makes its way to market. 

"As with communities encouraging their best and brightest to go beyond the threshold of the known to the unknown, to push the boundaries of what is possible, organizations must also establish rituals, monuments, and artifacts to inspire and build community around their innovators.

Unlike stories of the hero’s journey, which typically end in success, the innovator’s journey is riddled with failure. Therefore, organizations must also normalize, destigmatize, and celebrate failure. Doing so provides the psychological safety necessary for innovators to share stories about their experiences."