A Culture of Experimentation Is a Relationship Problem, Not a Statistics Problem

Shiva Manjunath argues that a genuine experimentation culture requires organizations to make evidence-based decisions by default, but that most experimentation programs fail because of political and relationship challenges rather than weak statistics or test design. He advises CROs to interpret customer research beyond its literal wording, citing a pricing-display test that reduced conversions because customers were actually uncertain about value, and an Edible Arrangements “gifts under $50” test that became a lasting merchandising strategy. He recommends generating test ideas by identifying customers’ fears, uncertainties, and doubts through stated feedback and behavioral signals such as returns-page visits or heavily viewed installation videos. Manjunath also emphasizes establishing credibility by addressing stakeholders’ larger business concerns instead of focusing initially on minor interface changes, while building support from sales and customer-service teams, whose objections and complaint data can yield timely insights and influential allies. Although executive sponsorship can help, he contends that an organization’s broader trust in data is more important, as illustrated by UPS’s experimentation program, which expanded after early tests demonstrated substantial revenue gains.

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