To foster experimentation, leaders should stop judging innovative projects individually and instead group them as a single portfolio. This reframes inevitable failures as part of a diversified strategy, similar to a stock portfolio, where the overall return matters, not the performance of any single asset.

Don't innovate on everything. Perfectly copy 'proven' elements, make incremental 'better' improvements all users want, and only then introduce one 'new' novel idea. This isolates your bets and de-risks the innovation process.

The company's second and third games failed commercially, forcing a tough analysis. They realized Exploding Kittens worked because it was simple, fast, and intensely social. The flops were too complex or lacked interaction. This painful experience helped them codify the formula for their next hit, "Throw Throw Burrito."

Major tech successes often emerge from iterating on an initial concept. Twitter evolved from the podcasting app Odeo, and Instagram from the check-in app Burbn. This shows that the act of building is a discovery process for the winning idea, which is rarely the first one.

Success isn't linear. Mobile gaming giant Supercell didn't start with mobile games, and drone delivery firm ZipLine began with a robotic toy. This shows that foundational failures in one area can be the necessary learning experiences that lead to market-defining success in another.

To de-risk a new idea, first anchor it in elements that are *Proven* to work in the market. Then, add a feature that is clearly *Better* for users. This isolates your *New* high-risk innovation, increasing the odds of success by not failing for the wrong reasons.

Supercell's culture redefines failure. Instead of punishing unsuccessful projects, they are treated as learning experiments. The company literally celebrates killing a game with champagne, reinforcing that learning from a false hypothesis is a valuable outcome.

Multi-product companies can operate like internal venture funds. Hims treats each of its clinical categories as a separate "bet." This portfolio approach allows them to fund promising lines, starve underperforming ones, and protect exploratory projects, fostering innovation within a public company structure.

Their success isn't from brilliant ideas, but from a massive volume of experiments. By trying dozens of new promotions and social media posts weekly, they accept a high failure rate to learn faster than any competitor. This contrasts with the typical corporate playbook of repeating safe, proven tactics.