As more companies embrace data-driven analytics in search of higher performance, Dan Siroker has become a global advocate for this kind of experimentation. In fact, he wrote the book on it. This book, A/B Testing: The Most Powerful Way to Turn Clicks Into Customers, consolidates the wisdom Siroker has acquired over years in the trenches of experimentation in both politics and business. After working as a project manager at Google, Siroker joined Barack Obama's presidential campaign in 2008, and quickly worked his way up to a position as chief analytics officer for the administration. His data-driven approach informed every step of the campaign and ultimately helped land Obama's first term in the White House. Having witnessed the power of experimentation on the national political stage, Siroker then created Optimizely to enable businesses to leverage testing, data collection and personalization across websites, apps and devices. connected. He is now co-founder and executive chairman of the Australia-based company, which is currently the most adopted experimentation platform in the world. But Siroker does not seek to dominate the world. Instead, it's on a mission to employee email database democratize experimentation, so early-stage startups and global enterprises can benefit from the practice of using data to guide their paths. Here's a look at how Siroker became an unlikely leader of a movement, as well as some of the lessons he learned along the way. From the “HiPPO syndrome” to the adoption of a culture of experimentation Many articles have been devoted to finding out what makes Google a unique and successful company. Siroker sums it up pretty quickly. "What made Google, Google...is this culture of experimentation," he says. Because Siroker worked for Google shortly after earning a computer science degree from Stanford, he left his job at the tech giant assuming most companies had a similar culture. But his stint in the Obama campaign quickly proved just how inaccurate that assumption was. “[The campaign] was a great opportunity for me to see how to take something that to me was common sense and I assumed was prevalent…and in fact wasn't,” says Siroker. . “[It] was this really data-driven idea meritocracy, where the organization is really humble and willing to use data to chart its course. »