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How to maintain your culture of experimentation as you scale

Matt Lacey
Matt Lacey
Director of Data, CRO & Insights
6 min read
26 May 2023

Scaling businesses face dozens of challenges — from growing at the right time and pace to staying focused to bringing in the right talent. 

As teams expand and begin to separate from one another, it’s easy to lose the agility, nimbleness, and innovation that often mark smaller organisations. Similarly, it can become increasingly difficult to maintain a culture of experimentation in growing businesses, as the perceived pressure for marketing and product teams to produce more and more outweighs the allowance to focus on quality, creativity, and iteration.

A strong culture of experimentation and innovation is crucial for brands to succeed in our rapidly evolving tech, media, and commerce landscape. But cultivating and keeping one isn’t always so simple. We’re discussing how organisations can maintain an experimental lens as they scale from start-up to enterprise and through the stages in between. 

What is a culture of experimentation? 

Whether you call it a culture of innovation or experimentation, the premise is the same. 

It’s an organisation-wide way of thinking and working in which everyone agrees: everything should be questioned, tested, and optimised. 

From top level management to individual team contributors, you have a shared commitment to integrate testing into the creation process, making experimentation second nature. Everything put out into the world — content, products, paid media, etc. — is an opportunity to gather insights, optimise performance, and continuously innovate

The challenge of scaling experimentation

A successful culture of experimentation requires enthusiastic and purposeful buy-in from everyone. Naturally, this is easier to cultivate in smaller organisations where communication and cross-team collaboration is more seamless and folks are less siloed in their individual roles. 

Leaders tend to be more receptive to challenges to the status quo and celebrate creative solutions — critical components of an innovation-focused culture — and team members often feel greater permission to take ownership of new, experimental projects and ideas along with their standard tasks. 

With growth can come increased structural roadblocks that make experimentation feel both less approachable and like less of a necessity, from organisational infrastructure and bureaucracy to more rigid silos and reduced prioritisation of future-focused change. 

Experiment, innovate, and optimise at scale

It’s part of the natural growth that happens when businesses and teams expand,” said Jeffrey Cheal, VP of Product Strategy at Optimizely. “Experimentation goes from a ‘thing we do’ to a ‘nice to have’ to ‘oh god, we still have to do that?’” 

But the team of experimentation experts at Optimizely said it best: Experimenting at scale is a superpower — and it’s certainly not impossible. For organisations to do it, they need four essential components to come together:

Make results available, shareable, and scream them from the roof.

Jeffrey Cheal, VP of Product Strategy at Optimizely

Concerted top-down buy-in

Like most facets of company culture, facilitating a standard of experimentation must start at the top level of leadership. CRO leaders need to champion an environment where experimentation is not only encouraged, but a non-negotiable for all teams. Individuals need not only the permission to test — and fail — but also the support to do so. 

That means establishing a workplace where folks are given the time and freedom to think creatively and set innovation goals that may not be clearly defined from the start.

Investment in tools and training

Cheal emphasises that experimentation isn’t difficult to start, it’s hard to continue. When scaling an experimentation program, teams need tools that can handle a greater volume of simultaneous experiments and data, and they need to understand how to properly run and interpret the experiments and results. Optimizely is built to scale alongside organisations, with features that allow for flexibility and help businesses strategically expand their experimentation practice as they increase in size. 

But even with the best tools, leaders must invest in their teams’ knowledge, teaching the methodology behind continuous experimentation and ensuring it’s adopted into their practices.

Thorough processes and documentation

Experimentation allows businesses to test creativity and push their own boundaries. 

But to truly allow ingenuity and innovation to thrive, teams need a solid, structured foundation. Especially as CRO programs grow, experiment volume increases, and more stakeholders get involved, it’s imperative to have clear, formalised processes for all the stages of an experiment, from planning and launching to monitoring progress, analysing data, and sharing results. 

By defining a framework for the steps involved, teams can approach experiments more efficiently and effectively, focusing on the specific goals of the experiment itself, rather than spending valuable time figuring out how to go about each step. 

Plus, aligning on one standard process allows cross-functional teams to more consistently collaborate on experiments at scale.

To further streamline a scaling experimentation program, documentation is key. Every test should be documented and available to access across the organisation, not only to allow teams to easily share their results and learnings, but to prevent the same experiments from being unnecessarily duplicated. 

Regular acknowledgment of work and results

Formal documentation is a key component of a well-oiled experimentation program — but perhaps even more important to solidify a culture of experimentation is regularly sharing results, celebrating successes, and learning from failures as an organisation.

 “Make results available, shareable, and scream them from the roof,” Cheal said. “There is nothing more addictive and exciting that sharing successes and failures.” 

When it comes to motivating teams to continue experimenting, little is more effective than giving everyone an opportunity to be a part of the process. Crowdsource buy-in by opening up less formal avenues to get everyone involved in the testing process, whether it’s a Slack channel, experiment recaps during all-hands calls, or periodic open brainstorming sessions.

Take testing to a new level

No matter the size of your business, organisations that prioritise and foster a culture of experimentation position themselves to push boundaries, drive innovation, and achieve new levels of success. 

By nurturing an experimental mindset across your business and investing in the time and tools required to successfully test while scaling, you can ensure that experimentation remains at the heart of your organisation’s DNA through all phases of growth

To learn more about how DEPT® can help your organisation build its experimentation practice alongside Optimizely, get in touch with with a member of our team.


Director of Data, CRO & Insights

Matt Lacey