About the case
The purpose of this case is to draw attention to how corporations are beginning to understand that being innovative, and taking risks, means coping with the potential of product failure. This case looks at how companies are trying to develop organizational cultures that are innovative, risk taking and able to deal with product failure. It identifies some of the major corporate flops like eVilla Sony Corp’s $500 internet appliance and General Motors crossover SUV.
This case also quotes leading business school academics on how failure is important to the experimental process. It outlines how companies can learn from failure and suggests that the challenge is knowing how to balance organizational performance and learning cultures. Moreover it describes how some companies are tackling the issue for example how Corning examined its successes and failures spanning its 150 year history. It also highlights how being involved in learning from failure can impress present and future employers and presents best-practice ideas for getting the most out of failures.
Case Analysis
Experiential learning process
Experiential learning involves learning from experience. According to Kolb, concrete experience provides the information that serves as a basis for reflection. From these reflections, we assimilate the information and form abstract concepts. We then use these concepts to develop new theories about the world, which we then actively test. Through the testing of our ideas, we once again gather information through experience, cycling back to the beginning of the process. The process does not necessarily begin with experience, however. Instead, each person must choose which learning mode will work best based upon the specific situation (Kolb, 2014, para. 5).
The same way it is very important for companies to learn from their past failure and use that to improve and innovate. More and more companies are understanding this concept and following it by deeply looking into failures. For example IBM truly believes in innovation and as mentioned in the case lays focus on learning from mistakes. The same way Intuit celebrated their failed marketing strategy. This made employees feel that never will everything be successful and they need to move on by learning from their mistakes.
Perpetual problems that need to be overcome
Firstly it is important for managers to understand that it is okay to fail. Acceptance is the first step in breeding success. Next they need to look into the reason for the failure in great detail. Once the reason is understood they need to base all future decisions and steps keeping in mind these reasons.
Failure is not always bad. In organizational life it is sometimes bad, sometimes inevitable, and sometimes even good. Second, learning from organizational failures is anything but straightforward. The attitudes and activities required to effectively detect and analyze failures are in short supply in most companies, and the need for context-specific learning strategies is underappreciated. Organizations need new and better ways to go beyond lessons that are superficial or self-serving. That means jettisoning old cultural beliefs and stereotypical notions of success and embracing failure’s lessons. Leaders can begin by understanding how the blame game gets in the way (Edmondson, 2011, para. 3).
Conclusion
Failure can be stepping stone to success if we learn from the experience and apply the same for our future project .Failure has no meaning if it is not applied in the right perspective. Organization in high level of research and development have to be particularly very receptive about applied failing. Failure, if properly attended to and rectified is a great plus. It gives the much needed confidence to the customer, client or stakeholders in the product or service being used. As a customer experiments the first performance failure and the response to rectify the situation he makes a long-lasting decision about the product or service and supporting post sale services. Similarly, individual failures enable the sponsors of a project, service or product to determine the gap between the expectations and real performance.
This article and analyses definitely gives me the confidence and teaches me that it’s okay to fail and make mistakes but it is very important to learn from my mistakes and move forward. This will not only help me grow in my job as a manager but also help my company grow, learn, take risks and innovate.

References
Edmondson, A. (2011, April). Strategies for learning from failure. Retrieved from http://hbr.org/2011/04/strategies-for-learning-from-failure/ar/
Kolb, D. (2014). Experiential learning theory. Retrieved from https://www.d.umn.edu/~kgilbert/educ5165-731/Readings/experiential-learning-theory.pdf