????縮短項目時間表

????傳統(tǒng)的公司項目要求制作兩到三年的戰(zhàn)略計劃和詳細(xì)的藍圖。然而這個方法限制了靈活應(yīng)變和及時滿足市場需求的能力。也無法暫退一步，去反思從試錯中可以學(xué)到什么。而WIKISPEED團隊與此完全相反，按7天的周期來運作：他們經(jīng)常反思各種結(jié)果，考慮在下個周期可以改進的地方。雖然這樣的方式不適合大多數(shù)的公司項目，但還是應(yīng)該嘗試采用盡可能短的工作周期。至少，公司應(yīng)該考慮確定明確的目標(biāo)，每6個月作檢驗，提供一個評估進展的機會。這樣的審查能創(chuàng)造重新評價和改進計劃的機會，避免浪費時間和精力。

????將項目模塊化

????如果產(chǎn)品和流程處于僵硬的管理之下，就很難鼓勵創(chuàng)新和快速試驗，而那正是WIKISPEED團隊成功的秘訣。確實，打破流程并允許個人對較小部分的工作進行實驗是有價值的。通過給予參加者對某個部分修修補補和即興發(fā)揮的自由，就有更大的機會取得突破，而對于整個計劃來說，引起無法預(yù)期的連鎖反應(yīng)的風(fēng)險也不大。

????WIKISPEED團隊將傳統(tǒng)的、緊密整合的汽車設(shè)計模塊化。這種方式允許多個個人和團體分別承擔(dān)獨立部件任務(wù)，給他們更大的自由度去摸索新的選項。在快速測試周期的幫助下，仍然能確保模塊成為初具雛形的整體設(shè)計的一部分，而模塊之間的問題也能夠快速確認(rèn)并解決。

????創(chuàng)造實地學(xué)習(xí)的機會

????你當(dāng)然可以通過閱讀課本學(xué)習(xí)知識，但獲得“隱性知識”是一種來自第一手經(jīng)驗的教育，強大而有效得多。今天公司里的人才培養(yǎng)模式通常就是陳舊的訓(xùn)練課程和演示，并不注重隱性知識的開發(fā)。而在WIKISPEED，團隊幾乎完全通過實地體驗來學(xué)習(xí)。志愿者以新手和熟練工搭配的方式工作，共同研究小項目。這不僅僅有助于新人更快學(xué)習(xí)，也免除了紀(jì)錄每個流程所需的時間和費用，因為知識是在同伴之間交流，而不是集中到正式的培訓(xùn)項目。

????Keep timelines short

????Traditional corporate projects require the creation of two- to three-year strategic plans and detailed blueprints. This approach, however, limits the ability to act nimbly and address market needs as they arise. It also reduces opportunities to step back and reflect on what can be learned from trial and error. On the other end of the spectrum, Team WIKISPEED works in 7-day cycles -- they're constantly reflecting on different results and what they can do better in the next cycle. While this may not be feasible for most corporate initiatives, firms should try to go with the shortest possible work cycles. At a minimum, they might want to consider defining explicit goals that can be measured every six months and provide an opportunity for progress assessment. These reviews will create more opportunities to reassess and refine approaches and waste less time and effort.

????Make the project modular

????As long as products and processes remain tightly regulated, it is very challenging to encourage the kind of innovation and rapid testing that made Team WIKISPEED such a success. Instead, there is value in breaking up the process and allowing individuals to experiment with smaller pieces of work. By allowing participants the freedom to tinker and improvise on small bits, there is a greater chance of making a breakthrough, and less risk of unexpected ripple effects throughout the entire initiative.

????Team WIKISPEED took traditional, tightly integrated car designs and made them more modular. This approach allowed many individuals and groups to take on discrete pieces, giving them greater latitude to explore new options. Rapid testing cycles helped ensure that modules could still work as part of the emerging overall design and issues between modules were quickly identified and addressed.

????Create opportunities for hands-on learning

????You can certainly gain knowledge by reading a textbook, but acquiring "tacit knowledge," education that comes from first-hand experience, is a much more powerful and effective way to learn. Talent development in firms today typically comes in the form of stale training courses and presentations rather than a focus on tacit knowledge development. At WIKISPEED, however, the team learns almost entirely through hands-on experience. Volunteers work in pairings of inexperienced and experienced individuals who take on small projects. Not only does this help novice volunteers learn faster, it also reduces the time and cost of documenting every process because knowledge is exchanged between peers rather than consolidated in formal training programs.