Failure happens. We don't usually fail on purpose. We don't intend disappointments, falling short and setbacks.
Nimble teams dedicated to growth experience more failure than slow teams dedicated to maintaining certainty at all costs. It is their intolerance of failure that keeps slow teams slow.
Nimble teams experiment continously and quickly engage lessons from each iteration. They have developed clarity on how to turn failing into a gift of new insights and accelerated experiments into far more than what slow teams even imagine.
When they make failing a gift to be engaged rather than problem to be prevented, nimble teams find that reflected failing is a rich source of new questions that spark new possibilities in realizing the long view good and near term progress they seek together.
The point of work in nimble teams is progress toward what we together define as good. Every instance of progress is failure to meet the good that most inspires and energizes our growth. As slow teams do everything they can to resist growth (and therefore failure) on their way to even "realistic" goals, nimble teams outperform slow by at least 200%.