{"type":"rich","version":"1.0","provider_name":"Transistor","provider_url":"https://transistor.fm","author_name":"The Experimentation Edge","title":"How Disney picks which experiments to run","html":"","width":"100%","height":180,"duration":1953,"description":"Summary What does it look like to kill a multimillion dollar feature before anyone builds it? In this episode of The Experimentation Edge, host Ashley Stirrup talks with Crystal Ammari, a digital product optimization and experimentation strategy leader whose career spans Nike and The Walt Disney Company. Crystal shares the \"dry test\" that used a single fake button to measure demand for video chat (4 million users, 106 clicks), why she reframes experimentation as savings and gains rather than wins and losses, how a misconfigured tool, not bad methodology, made tests take six months, and how a stuck Disney team went from \"we don't know where to start\" to 110 scored and prioritized test ideas. For product, data, and engineering leaders building or scaling experimentation programs.Chapters 00:00 Intro 00:45 The mindset shift from shipping to results 02:00 Why testing took six months, a tooling problem 03:15 The dev team that laughed, and the vendor who agreed 04:50 An executive demand for video chat 05:35 Dry testing with a fake button 06:30 106 clicks and a multimillion dollar save 07:30 Savings and gains, not wins and losses 08:45 The Disney team that didn't know where to start 10:30 From low engagement to 110 prioritized ideas 12:45 Just get something live, and where AI fits nextTakeawaysA \"dry test\", a fake \"Click here to video chat\" button that grayed out on click — measured real demand without building the feature. Of roughly 4 million users, only 106 clicked, killing a multimillion dollar build.Reframe experiment outcomes as savings and gains, not wins and losses. A \"losing\" test saves you from a costly mistake, which keeps teams focused on learning instead of fearing failure.Slow experimentation is often a tooling problem, not a methodology problem. One program's six month test cycle came from rebuilding every page instead of overlaying changes the way the tool intended.Getting a stuck team unstuck starts with data and a workshop. A Disney team went from \"we...","thumbnail_url":"https://img.transistorcdn.com/D9kLs0HSsqR4ttk_5ESEdC1jX-wmD76GK-OHmb3a9B8/rs:fill:0:0:1/w:400/h:400/q:60/mb:500000/aHR0cHM6Ly9pbWct/dXBsb2FkLXByb2R1/Y3Rpb24udHJhbnNp/c3Rvci5mbS80YTFk/MGU1MjJlODhlNjJh/MTdlZTZkN2Q1ODY5/OTdjYy5wbmc.webp","thumbnail_width":300,"thumbnail_height":300}