Steven Bartlett

And I've studied many a great entrepreneur, from Jeff Bezos to Thomas Watson from IBM to entrepreneurs that I know and have interviewed, like the founder of Airbnb and Daniel Ek, who's a good friend of mine, the founder of Spotify. What they all share in common is they understand that failure is feedback, and feedback is knowledge, and knowledge is power.

And I've studied many a great entrepreneur, from Jeff Bezos to Thomas Watson from IBM to entrepreneurs that I know and have interviewed, like the founder of Airbnb and Daniel Ek, who's a good friend of mine, the founder of Spotify. What they all share in common is they understand that failure is feedback, and feedback is knowledge, and knowledge is power.

So when I think about my own life and I reflect on my own failings, or my own experimentation rate, leaving school at 16 years old, quitting university after one lecture, starting a company and resigning after two years, starting another business and resigning after five years, I have a very fast rate of experimentation, and that means that I think I've managed to acquire a lot of information very quickly.

So when I think about my own life and I reflect on my own failings, or my own experimentation rate, leaving school at 16 years old, quitting university after one lecture, starting a company and resigning after two years, starting another business and resigning after five years, I have a very fast rate of experimentation, and that means that I think I've managed to acquire a lot of information very quickly.

So when I think about my own life and I reflect on my own failings, or my own experimentation rate, leaving school at 16 years old, quitting university after one lecture, starting a company and resigning after two years, starting another business and resigning after five years, I have a very fast rate of experimentation, and that means that I think I've managed to acquire a lot of information very quickly.

And that's reflected in the companies that I build. So in the companies that I build now, we have a head of failure. We have a head of experimentation. And I think there's probably some background context I need to give you here, which is the world is going to change at such a quick rate.

And that's reflected in the companies that I build. So in the companies that I build now, we have a head of failure. We have a head of experimentation. And I think there's probably some background context I need to give you here, which is the world is going to change at such a quick rate.

And that's reflected in the companies that I build. So in the companies that I build now, we have a head of failure. We have a head of experimentation. And I think there's probably some background context I need to give you here, which is the world is going to change at such a quick rate.

You'll see this when you walk around here and you get to see some of the technology, that your question as an individual, but also as a company should be, how am I going to acquire information quickly? And how am I going to acquire valuable information quickly? It's not going to come from books.

You'll see this when you walk around here and you get to see some of the technology, that your question as an individual, but also as a company should be, how am I going to acquire information quickly? And how am I going to acquire valuable information quickly? It's not going to come from books.

You'll see this when you walk around here and you get to see some of the technology, that your question as an individual, but also as a company should be, how am I going to acquire information quickly? And how am I going to acquire valuable information quickly? It's not going to come from books.

If you listen to the futurists, they'll tell you that in the 21st century, we'll experience a rate of change that is 20,000 times the previous century. So the way that you acquire information, whether you're an individual or a company, is you increase your rate of experimentation. You conduct more experiments.

If you listen to the futurists, they'll tell you that in the 21st century, we'll experience a rate of change that is 20,000 times the previous century. So the way that you acquire information, whether you're an individual or a company, is you increase your rate of experimentation. You conduct more experiments.

If you listen to the futurists, they'll tell you that in the 21st century, we'll experience a rate of change that is 20,000 times the previous century. So the way that you acquire information, whether you're an individual or a company, is you increase your rate of experimentation. You conduct more experiments.

And so for something that's easy to understand, like a podcast, that means we conduct 30 or 40 experiments every week on everything, on the title, the length of the title, different colors, adding an exclamation mark, adding quotation marks, the temperature of the room, the amount of CO2 in the room when you do an interview.

And so for something that's easy to understand, like a podcast, that means we conduct 30 or 40 experiments every week on everything, on the title, the length of the title, different colors, adding an exclamation mark, adding quotation marks, the temperature of the room, the amount of CO2 in the room when you do an interview.

And so for something that's easy to understand, like a podcast, that means we conduct 30 or 40 experiments every week on everything, on the title, the length of the title, different colors, adding an exclamation mark, adding quotation marks, the temperature of the room, the amount of CO2 in the room when you do an interview.

We take this absolute scientific approach to finding the answer, which is accelerating your rate of failure. And if you speak to Jeff Bezos, the founder of Amazon, he'll tell you the same thing. He says, Amazon has to be the best place on earth to fail. Nine of those failures will end up in the graveyard. But the one that is successful, the AWS, will pay for the entire graveyard.

We take this absolute scientific approach to finding the answer, which is accelerating your rate of failure. And if you speak to Jeff Bezos, the founder of Amazon, he'll tell you the same thing. He says, Amazon has to be the best place on earth to fail. Nine of those failures will end up in the graveyard. But the one that is successful, the AWS, will pay for the entire graveyard.

We take this absolute scientific approach to finding the answer, which is accelerating your rate of failure. And if you speak to Jeff Bezos, the founder of Amazon, he'll tell you the same thing. He says, Amazon has to be the best place on earth to fail. Nine of those failures will end up in the graveyard. But the one that is successful, the AWS, will pay for the entire graveyard.