The Challenge of Flight Heritage in Space Ventures

In the commercial space sector, the term “flight heritage” denotes a track record of successful missions that can establish credibility for launch systems and satellites. The recent unsuccessful attempt by Virgin Orbit to launch the first commercial satellites from Western Europe highlights the risks inherent in space exploration. “Space is hard,” remarked Alice Bunn, president of UKspace, after their LauncherOne rocket and its valuable payload were lost due to an anomaly before achieving orbit.

Commercial Tension: Experimentation vs. Predictability

This incident brings to light the ongoing tension between innovation and reliability in commercial endeavors. Organizations, both within and outside the space industry, often find themselves navigating a cycle of experimentation that involves learning from failures and trying again. As Bunn paraphrased, such experimentation is crucial for advancement, although customers typically prefer not to experience the “error” stages directly.

Lessons from the Pandemic

The COVID-19 pandemic prompted many businesses to reassess their established operational norms. Companies must now decide which aspects of their forced adaptations to retain as they seek a return to stability. For instance, the World Economic Forum tested a new schedule for its summer summit in 2022 before reverting to its conventional timeline. This raises the question: will corporate leaders be more open to innovative approaches or will they lean towards familiar routines?

The Importance of Experimentation

According to Costas Andriopoulos, a professor at Bayes Business School, avoiding experimentation can be far more dangerous than the risks associated with failure. Teams that embraced curiosity and flexibility during the abrupt shifts of 2020 adapted more effectively. “If you don’t experiment for a long time, then you bet the house and you either win, or lose everything,” Andriopoulos asserts.

Case Studies: Innovative Approaches in Large Organizations

Phil Libin, co-founder of Evernote and head of product studio All Turtles, exemplifies this spirit of experimentation by implementing a seasonal work structure where employees engage for six-month periods followed by two weeks of collective leave. This approach is described as a trial with the understanding that continuous adjustments will be necessary. Libin noted, “It’s guaranteed that in a season or two we will say ‘some of these things don’t make sense, we have to change it’.”

Even larger enterprises can afford to test innovative frameworks. For instance, Unilever conducted an 18-month pilot program for a four-day workweek in New Zealand and gradually introduced the model to its Australian employees.

The Digital Landscape and Real-Time Testing

Elon Musk, through his role at SpaceX, understands the complexities of experimentation in challenging fields. His leadership at Twitter has sparked debates over whether the platform should preserve its traditional features or embrace ongoing changes. The digital sector has the advantage of implementing modifications quickly, which greatly reduces risks associated with trial and error.

Adopting a “Permissionless Corporation” Framework

In the latest issue of Harvard Business Review, Rita McGrath and Ram Charan discuss how digital advancements can empower organizations to foster a culture of experimentation. They describe “permissionless corporations” as those characterized by minimal hierarchical constraints, expedited decision-making, and enhanced customer engagement. They reference companies like Amazon and Fidelity that have demonstrated the capacity to adapt dynamically due to their technological capabilities.

The Balance Between Experimentation and Decision-Making

However, continuous experimentation is not without its pitfalls. Andriopoulos warns that some managers may rely too heavily on experiments to avoid making difficult decisions. While Virgin Orbit and similar companies will eventually aim to reclaim their flight heritage, the importance of ongoing experimentation remains paramount. As Libin notes, the alternative is to become “paralysed by not knowing what would go wrong.