“It’s somewhat counterintuitive for most managers—who tend to think in terms of “making products,” not “making experiments.” But as Ries points out, anytime you’re doing something new “it’s an experiment whether you admit it or not. Because it is not a fact that it’s going to work.” So how do companies get better at experimenting? Ries says you start with the acknowledgment that “we are operating amid all this uncertainty—and that the purpose of building a product or doing any other activity is to create an experiment to reduce that uncertainty.” This means that instead of asking What will we do? or What will we build? the emphasis should be on What will we learn?”