We are a Learning Organization

Innovation requires learning. Learning requires experimentation. By normalizing retrospection, we create a habit of learning together and improving as we go.

Why managing AI risk presents new challenges

Aliquet morbi justo auctor cursus auctor aliquam. Neque elit blandit et quis tortor vel ut lectus morbi. Amet mus nunc rhoncus sit sagittis pellentesque eleifend lobortis commodo vestibulum hendrerit proin varius lorem ultrices quam velit sed consequat duis. Lectus condimentum maecenas adipiscing massa neque erat porttitor in adipiscing aliquam auctor aliquam eu phasellus egestas lectus hendrerit sit malesuada tincidunt quisque volutpat aliquet vitae lorem odio feugiat lectus sem purus.

  • Lorem ipsum dolor sit amet consectetur lobortis pellentesque sit ullamcorpe.
  • Mauris aliquet faucibus iaculis vitae ullamco consectetur praesent luctus.
  • Posuere enim mi pharetra neque proin condimentum maecenas adipiscing.
  • Posuere enim mi pharetra neque proin nibh dolor amet vitae feugiat.

The difficult of using AI to improve risk management

Viverra mi ut nulla eu mattis in purus. Habitant donec mauris id consectetur. Tempus consequat ornare dui tortor feugiat cursus. Pellentesque massa molestie phasellus enim lobortis pellentesque sit ullamcorper purus. Elementum ante nunc quam pulvinar. Volutpat nibh dolor amet vitae feugiat varius augue justo elit. Vitae amet curabitur in sagittis arcu montes tortor. In enim pulvinar pharetra sagittis fermentum. Ultricies non eu faucibus praesent tristique dolor tellus bibendum. Cursus bibendum nunc enim.

Id suspendisse massa mauris amet volutpat adipiscing odio eu pellentesque tristique nisi.

How to bring AI into managing risk

Mattis quisque amet pharetra nisl congue nulla orci. Nibh commodo maecenas adipiscing adipiscing. Blandit ut odio urna arcu quam eleifend donec neque. Augue nisl arcu malesuada interdum risus lectus sed. Pulvinar aliquam morbi arcu commodo. Accumsan elementum elit vitae pellentesque sit. Nibh elementum morbi feugiat amet aliquet. Ultrices duis lobortis mauris nibh pellentesque mattis est maecenas. Tellus pellentesque vivamus massa purus arcu sagittis. Viverra consectetur praesent luctus faucibus phasellus integer fermentum mattis donec.

Pros and cons of using AI to manage risks

Commodo velit viverra neque aliquet tincidunt feugiat. Amet proin cras pharetra mauris leo. In vitae mattis sit fermentum. Maecenas nullam egestas lorem tincidunt eleifend est felis tincidunt. Etiam dictum consectetur blandit tortor vitae. Eget integer tortor in mattis velit ante purus ante.

  1. Vestibulum faucibus semper vitae imperdiet at eget sed diam ullamcorper vulputate.
  2. Quam mi proin libero morbi viverra ultrices odio sem felis mattis etiam faucibus morbi.
  3. Tincidunt ac eu aliquet turpis amet morbi at hendrerit donec pharetra tellus vel nec.
  4. Sollicitudin egestas sit bibendum malesuada pulvinar sit aliquet turpis lacus ultricies.
“Lacus donec arcu amet diam vestibulum nunc nulla malesuada velit curabitur mauris tempus nunc curabitur dignig pharetra metus consequat.”
Benefits and opportunities for risk managers applying AI

Commodo velit viverra neque aliquet tincidunt feugiat. Amet proin cras pharetra mauris leo. In vitae mattis sit fermentum. Maecenas nullam egestas lorem tincidunt eleifend est felis tincidunt. Etiam dictum consectetur blandit tortor vitae. Eget integer tortor in mattis velit ante purus ante.

Innovation requires learning. Learning requires experimentation. As a learning organization, we know that the only failure is a failure to learn.

What this value means:

We learn as fast as we can, as often as we can

  • We know that learning requires experimentation.

  • And we know that experimentation requires risk.


  • We embrace The Power of Now to experiment with as many shots on goal as we can. Sometimes we are successful. Most of the time, we learn. And then we try again, utilizing our learnings.


  • We prioritize being better over being right.

We focus on what’s “safe to try”

  • Part of experimentation and learning is to start by starting.


  • Sometimes it can be hard to know whether it's OK to try something new. A great framework to use is "Is this safe to try?"


  • We are consent vs. consensus-based


Consensus = “does everyone agree?” and no action is taken until everyone does agree.



Consent = “does any one person object?” and action is taken by default unless anyone objects.



See more detail below on "valid vs. Invalid objections"

How to live this value:

Even/Over Statements for this value:

  • The best way we know today over The right way


  • Guardrails over Gates



Putting it into action:

  • Understand and live our Culture of Retrospection


  • Do a “3Ls” or similar retro at least weekly with your teams


  • Retrospect in external meetings as well — clients, vendors, board members, etc.


  • Understand the difference between fixed and growth mindsets. "Cultivate your growth mindset."
  • Everything is up for innovation / iteration / progress.


  • We do no not hold anything as precious or rigid


  • Everyone is always learning — no one is “beyond” learning


  • Learn about “valid” vs. “Invalid” objections: Is this safe to try? If we moved forward would this cause irrevocable harm?


Valid objections:


  • This will cause irrevocable harm, and here’s how [state the harm]


  • Historical data has shown this will cause serious harm


  • We don’t have the authority to make this decision


  • It will impede my ability to do my role

Invalid objections:


  • Because I don’t like it or it makes me nervous


  • Stating a pre-existing issue (that team doesn’t get a long, I’m worried how people react.)


  • Fear of future fears (“If we do [x], then [y] might happen”)


  • Stating future tensions that may never come to fruition


  • I want to make the proposal better

What this value doesn’t mean:

  • We’re not advocating for “failure.” We are here to win. We believe the best way to win is to treat failure as learning, pick ourselves up, and try again.

Why this value is important to us:

  • Knowledge work innovation is often non-obvious, as we describe below. The best way to win is to create a culture that prioritizes velocity to create as many shots on goal as possible, and learning as much as possible from each rev.

What is a Learning Organization?

  • Knowledge work innovation is often non-obvious (example: it sounds like a terrible idea for me to go to your house when you're not home… eat the food in your fridge, sleep in your bed, use the soap in your shower, and then pay you $100. But that idea is… AirBnB, a company worth over $100Bn), which means that to find those innovative ideas, your organization has to become great at learning.


  • In order to learn, you must re-think the concept of failure, because learning requires experimentation, and experimentation requires shots on goal — many of which will result in "failure." But without these shots on goal; without iterating, you will not be able to innovate.