Failing Forward Fast is the book we would have liked to have had when we started our careers in the Central Intelligence Agency. It describes our transition from recipe followers to practitioners of failing forward fast, where failure and uncertainty are embraced and managed as necessary components of programs. This second edition responds to requests from contractors and government employees for additional insights, including new chapters on decision making, modeling and planning, and the quirks of government program ...
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Failing Forward Fast is the book we would have liked to have had when we started our careers in the Central Intelligence Agency. It describes our transition from recipe followers to practitioners of failing forward fast, where failure and uncertainty are embraced and managed as necessary components of programs. This second edition responds to requests from contractors and government employees for additional insights, including new chapters on decision making, modeling and planning, and the quirks of government program managers. Some of the new subjects include contractor secrets to longevity, the pitfalls of common sense, adopting a "first do it at all" philosophy, how to annoy a government program manager, slumps and long-term success, and the walking-dead phenomenon. This book also experiments with a new format that uses callouts to highlight the most important ideas and help readers to focus on what is most relevant to them. If you are a government employee, a contractor, or someone considering a government career, this book will help you to accomplish more for the time and effort you spend in your day-to-day battle with bureaucracy.
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