This case study contains many corporate examples. Do some go too far by almost praising failures? Iso pick one or more and discuss not pick one or more that some might nk extreme and defend them. How Failure Breeds Success July 10, 2006 Everyone fears failure. But becakthroughs depend on it. The best companies embrace their mistakes and leam from them. Ever heard of Chogli? How about OK Soda or Surgel Long after "New Colbecame so wie innovation failure, these products joined Coca-Cola Ca's (KO) graveyard of beverage but Cholit, in case you blinked and missed it was a chocolate-flavored milk drink test-marketed with Nesde (NSRGY) in 2002. OK Soda, unveiled in 1994, tried to capture Generation X with dg ming The "OK Manifesto, parts of which were printed on cars in an attempt at hipsterrey, and "What's the point of OK Soda?" It turned out customers wondered the same thing. And while Surge did well initially, me to Mountain Dew later did anything but. Sales bega drying up after five years Given that history, failure hardly seems like a subject Chairman and CEO E Neville Isdell would want to out in front of investors. But Iadell did just that deliberately airing the topic at Coke's a seting in April "You will see some failures," he told the crowd. As we take more risks, this is something was sceptas part of the regeneration process Warning Coke investors that the company might experience some flops is a little like wa Adams they might experience aftemoon thunderstorms in July, But Isdell thinks is vital He want Coke to take risks, and to do that, he knows he needs to convince employees and shareholders that he will tolerate the failures that will inevitably result. That's the only way to change Coke traditionally risk-avente culture. And given the importance of this goal, there's no podium too big for sending the signal Using the meeting occasion elevates the statement to another order of importance." Indell said in an interview with me CLOSE TO BLASPHEMY While few CEOs are as candid about the potential for failures Indell, maty are wrestling with the problem, trying to get their organisations to cozy up to the risk taking that evatieni. A not going to be an easy shit. After years of cost cutting initiatives and growing job incurity, sployees doet eetly feel like putting themselves on the line. Add to that the heightened expectations by manage on individual performance, and it's easy to see why so many opt to play it safe Q cessibility: Investigate MacBook Air he % 5 1 6 7 8 9 This case study contains many corporate examples. Do some go too far by almost praising failures? If so, pick one or more and discuss. If not, pick one or more that some might ink extreme and defend them. Spa put How Failure Breeds Success July 10, 2006 Everyone fears failure. But breakthroughs depend on it. The best companies embrace their mistakes and leam from them. Ever heard of Choglit? How about OK Soda or Surge? Long after "New Coke" became nearly synonymous with innovation failure, these products joined Coca-Cola Co.'s (KO) graveyard of beverage busts. Choglit, in case you blinked and missed it was a chocolate-flavored milk drink test marketed with Nestl (NSRGY) in 2002. OK Soda, unveiled in 1994, tried to capture Generation X with edgy marketing. The "OK Manifesto,"parts of which were printed on cans in an attempt at hipster irony, asked: "What's the point of OK Soda?" It turned out customers wondered the same thing. And while Surge did well initially, this me-too Mountain Dew later did anything but. Sales began drying up after five years. Given that history, failure hardly seems like a subject Chairman and CEO E Neville Isdell would want to trot out in front of investors. But Isdell did just that, deliberately airing the topic at Coke's annual meeting in April "You will see some failures," he told the crowd "As we take more risks, this is something we must accept as part of the regeneration process." Warning Coke investors that the company might experience some flope is a little like warning Atlantans they might experience aftemoon thunderstorms in July. But Isdell thinks it's vital. He wants Coke to take bigger risks, and to do that, be knows he needs to convince employees and shareholders that he will tolerate the failures that will inevitably result. That's the only way to change Coke's traditionally risk-averse culture. And given the importance of this goal, there's no podium too big for sending the signal. "Using the annual meeting) occasion elevates the statement to another order of importance,"Isdell said in an interview with BusinesWeek. CLOSE TO BLASPHEMY While few CEOs are as candid about the potential for failure as Indell, many are wrestling with the same problem, trying to get their organizations to cory up to the risk-taking that innovation requires. A waming It's not going to be an easy shin. After years of cost-cutting initiatives and growing job insecurity, most employees don't exactly feel like putting themselves on the line. Add to that the heightened expectations by management on individual performance, and it's easy to see why so many opt to play it safe. Peles bility: Investigate MacBook Air