# Stefan Thomke
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stefan thomke is the William Barclay Harding Professor of Business Administration at Harvard Business School.Thomke joined the Technology and Operations Management division at Harvard Business School (HBS) in 1995, on completion of his doctoral studies at MIT. Thomke's research is focused on the process, economics, and management of experimentation and testing in the context of innovation management. As a leading faculty member at HBS, Thomke has worked with practitioners across the world on the management of innovation and development of product, process, and technology.
Thomke's highly cited research has been published as research articles, case studies and notes extensively in books and leading journals such as California Management Review, Harvard Business Review, Journal of Product Innovation Management, Management Science, Organization Science, Research Policy, Sloan Management Review, Strategic Management Journal and Scientific American.
Myths of Product Development - Part 2
In this Part 2, we continue to challenge product development ideas by reviewing the final three myths identified by Stefan Thomke and Donald Reinersten in their article, "6 Myths of Product Development". You'll leave with a better understanding of why smaller development 'batches, embracing mistake…
The Evolution of Luxury Brand Porsche
Porsche has reigned as one of the world’s leading sports and luxury car companies for nearly 80 years. Central to the German automaker’s growth strategy is creating stellar customer experiences and great products, such as the legendary 911 Carrera sports car.
But the automotive industry is undergo…
Great Strategy Starts with Experimentation
Stefan Thomke, professor at Harvard Business School, says running experiments can give companies tremendous value, but too often business leaders make decisions based on intuition.
While A/B testing on large transaction volumes is common practice at Google, Booking.com, and Netflix, Thomke says ev…
At Booking.com, Innovation Means Constant Failure (Summer Repeat)
During a busy travel season, digital travel platform Booking.com wanted to try an experiment that would mean changing the site’s landing page. The CEO at the time, Gillian Tans, made the decision to lean into the company’s “test everything” culture—even if it meant failure.
In this episode from 20…
Cultivating an Experimental Mindset in Your Organization
Harvard Business School’s Stefan Thomke says running experiments can give companies tremendous value, but too often business leaders still make decisions based on intuition. With the right approach, even small firms can get a competitive advantage from the right kinds of tests. He explains how to i…
The 7 Essential Ingredients of Agile Innovation
It is crucial to stand out among the crowd in a world filled with so many innovations. Organizations that want to improve their innovation impact need to implement a high-impact strategy. We will be exploring the seven essential ingredients of agile innovation. Agile Innovations
Agile is the abil…
Experimentation is the Engine of Innovation
This week's guest is an innovation guru from one of the world's leading business schools. Stefan Thomke is a William Barclay Harding Professor of Business Administration Chair at Harvard Business School, and a widely published author around innovation processes. On today's show, we will discuss Ste…
The One Thing Successful Businesses Do That You're Probably Not Doing
Successful businesses run experiments. Constantly. Harvard Business School professor Stefan Thomke found that companies like Amazon, Google, and Booking.com run thousands of experiments per year. They don't guess—they test. And they grow faster because of it.
Scott's not Amazon. But yesterday, his …
AI Akio, Lease Retreat, Rivian’s R2 Reality Check
Episode #1413: Today we’re talking about Toyota turning Akio Toyoda into an AI management coach, why fewer Americans are leasing vehicles, and Rivian’s R2-fueled quarter as revenue improves, losses narrow, and cash burn remains firmly in the passenger seat.
Toyota is taking “digital twin” …
470 visitors, 3 clicks. Continue or stop?
"Landing page visitors: 470. Users who took purchase action: 3. Given these metrics, should I continue pursuing this idea?" Someone asked that on Hacker News, and nobody could answer, because the number that would answer it was never written down.
This episode is about setting your metrics before t…
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