Take Away the Safety Net

Another of Elon Musk’s most important innovations wasn’t technological at all. It was organizational. In an industry long dominated by cost-plus contracts, where the federal government pays defense contractors for effort and expenses, plus a guaranteed margin of profit, regardless of results. Instead, Musk embraced milestone-based agreements with the government that essentially said, “Only pay us when we succeed.”

Taking away the safety net created enormous pressure on SpaceX. But it also unleashed extraordinary creativity and drive. Engineers were encouraged to think boldly, challenge “that’s the way we’ve always done it” thinking, and test ideas rapidly. The risks were borne by the organization, not by individual engineers. As a result, failure became rocket fuel rather than stigma.

One of the defining challenges facing young people today is an exaggerated fear of failure. Research shows that today’s students are significantly more anxious about making mistakes than previous generations. Many have come to believe that one wrong decision can derail a career, a reputation, or a future.

In today’s organizations, failure has become a taboo topic. We fear it. We hide it. We spend enormous amounts of energy trying to avoid it. Employees learn quickly which mistakes are acceptable and which ones can damage careers. As a result, people become cautious. They play defense instead of offense. They stop experimenting and growing in their careers. Obsolescence sets in.

Yet history tells us a different story. Almost every meaningful achievement— whether in business, innovation, politics, science, or personal growth— has been preceded by setbacks, disappointments, and outright failures.

Thomas Edison famously tested thousands of materials before finding a workable filament for his electric light bulb. When asked about his failures, he replied that he hadn’t failed at all. He had simply discovered thousands of ways that didn’t work.

Abraham Lincoln’s early career reads like a catalog of disappointments. He lost elections, suffered business failures, endured personal tragedies, and faced repeated public setbacks. Yet those experiences shaped the resilience and wisdom that ultimately carried him to the presidency during one of the most difficult periods in American history.

The lesson is not that failure is desirable. The lesson is that failure is often the price of admission for meaningful success.

The first step toward building a healthier attitude toward failure is being able to talk about them. I was fired from a dead-end corporate job early in my career and for years I hid my shame. Nowadays I realize I wasn’t fired but fired up! I realized that if I was ever going to become a self-supporting independent journalist, that I should seize that moment and dive in. I went on to become an expert in innovation, and a lucrative career that has taken me all over the world.

What I’ve found in teaching managers how to drive growth through innovation is that when mistakes are hidden, their value is lost. Others cannot learn from them. Valuable insights remain trapped inside individuals or departments. The organization pays the cost of the mistake but receives none of the educational benefit.

What I teach is that when there is a “failure,” that’s a good time to conduct a post-mortem after unsuccessful projects. Ask simple questions: What happened and why? What assumptions proved wrong? What can we learn? Most importantly, objective in-depth debriefs remove blame from the discussion. The goal is not to identify a culprit. The goal is to uncover lessons.

Organizations that openly discuss failures build institutional wisdom. Organizations that conceal failures repeat them.

True failure, therefore, is not making a mistake. True failure occurs when we fail to learn from mistakes—either our own or those of others.

Every industry is littered with examples of organizations that ignored warning signs that should have been visible to management. Kodak invented much of the technology behind digital photography yet failed to act on what it had learned. Blockbuster dismissed the significance of streaming. Nokia allowed a top down, risk adverse culture to congeal such that, when the iPhone hit the market, they were unable to pivot fast enough. Countless companies have repeated mistakes that competitors had already paid dearly to discover.

The most successful professionals cultivate the opposite habit. They become students of failure. They study what went wrong, why it went wrong, and how similar mistakes can be avoided in the future.

The risks associated with failure must be borne by the organization, not by individuals within the organization. When employees feel that every unsuccessful initiative could become a career-limiting event, innovation dies. Fear becomes the dominant operating system.

Leaders must create environments where people know that responsible experimentation is encouraged and protected. That does not mean tolerating carelessness or repeated mistakes. Accountability still matters. Preparation still matters. Execution still matters.

But when a well-conceived initiative fails despite thoughtful planning and diligent effort, the organization should absorb the risk and harvest the lessons.

People should not have to choose between innovation and job security.

This brings us to one of the most useful principles in modern business: fail fast and fail cheap.

Rather than investing years and millions of dollars pursuing untested assumptions, successful organizations run small experiments. They test ideas early. They gather feedback quickly. They adjust before costs escalate.

A small failure today can prevent a catastrophic failure tomorrow.

Think of it as buying information. Every experiment produces data. Some experiments confirm assumptions. Others disprove them. Both outcomes are valuable because they reduce uncertainty and improve future decisions.

The organizations that learn the fastest often outperform those with the greatest resources.

Ultimately, success is not achieved by avoiding failure. Success is achieved by creating systems that transform failure into learning, learning into wisdom, and wisdom into better decisions.

Edison understood this. Lincoln understood this. Musk understood this. Every accomplished entrepreneur, inventor, executive, and leader eventually learns the same lesson. Failure itself is rarely fatal. Refusing to learn from it often is.

The organizations that thrive in the future will not be those that make the fewest mistakes. They will be the ones that learn the fastest, adapt the quickest, and create cultures where intelligent risk-taking is not feared but encouraged.

After all, the opposite of failure is not success. The opposite of failure is learning.