What's preventing your organisation to learn from failures and mistakes?

by Arttu Vesterinen


In our last two blog posts, we discussed the reasons why learning from mistakes and failures matters so much. In this and the few upcoming posts we'll dig deeper and discuss what's preventing most organisations from doing that.

Organisations face barriers in multiple dimensions and learning from mistakes, failures and incidents is no difference. We separate the barriers into four different categories as shown in the image below.

Friction, Agenda, Inertia, Psyche

First of these categories is Friction, which consists of factors that make it harder to record, communicate and learn from mistakes. The second category, Agenda, includes political factors that typically hinders the motivation of the workforce. Inertia on the other hand is about organisational factors that most often slow down the flow of information. And finally, Psyche comprises of cognitive factors that evolution has made us vulnerable to.

It’s essential to understand that learning from mistakes is first and foremost a habit and just like any other habit, it takes time and effort to get accustomed to it well. All habits face the cultural barriers, which we won’t cover in this blog series (but most likely in the future ones). What we hope you’ll gain is a few more ideas to help you, your team and your organisation to adapt to the fast-changing business environment, of which VUCA is the best term we’ve found.

Upcoming blog posts in the series:

Want to learn more about the subject? Download our VUCA white paper to learn more about how the operating environment is changing and why all organisations need to become more agile today rather than tomorrow:

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We're a tech company with a passion for helping our customers adapt to the fast changing VUCA world. We're doing that by developing easy-to-use SaaS products that make gathering, managing and analysing field information as easy as possible for the end users. Remove gatekeepers, go horizontal and learn from your mistakes before they actually happen. More info at



Arttu Vesterinen

Chief Executive Officer