{"id":6112,"date":"2026-05-01T04:58:00","date_gmt":"2026-05-01T04:58:00","guid":{"rendered":"https:\/\/nomadbitz.com\/?p=6112"},"modified":"2026-03-18T18:06:33","modified_gmt":"2026-03-18T18:06:33","slug":"frameworks-that-help-teams-learn-from-micro-failures","status":"publish","type":"post","link":"https:\/\/nomadbitz.com\/ur\/frameworks-that-help-teams-learn-from-micro-failures\/","title":{"rendered":"Frameworks That Help Teams Learn from Micro-Failures"},"content":{"rendered":"<p><strong>Teams can get smarter faster by treating small setbacks as practical lessons.<\/strong> Recent research by Felipe Csaszar, Rebecca Karp, and Maria Roche shows that firms tuned to imitation and adaptation often outpace peers obsessed with bold invention. That finding changes how leaders should think about learning and resource use.<\/p>\n\n\n\n<p>When global venture capital fell from $595 billion in 2021 to $228 billion in 2023, many organizations had to rethink R&amp;D and project choices. A focus on measured experiments helps teams build capabilities without huge investment.<\/p>\n\n\n\n<p><em>\u06cc\u06c1 \u0645\u0636\u0645\u0648\u0646<\/em> outlines practical frameworks that guide analysis of past projects, surface useful knowledge, and improve process management. You will see how small, deliberate tests create better results over time than chasing every breakthrough.<\/p>\n\n\n\n<p><strong>Read on to learn<\/strong> how to convert minor setbacks into steady performance gains and future-proof your business model.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">The Strategic Investment Paradox<\/h2>\n\n\n\n<p>Many Fortune 500 boards now face a stark truth: big bets on new tech often shrink market share rather than grow it. <strong>Resources and time<\/strong> poured into elaborate programs can create complexity that drags down overall performance.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">The Cost of Complexity<\/h3>\n\n\n\n<p>R&amp;D portfolios that balloon with unproven technologies raise management overhead and slow decision cycles. Leaders see lower velocity as teams chase multiple development tracks at once.<\/p>\n\n\n\n<p>That drag reduces the value of knowledge gained from each project. In many cases, organizations would gain more by reallocating resources into targeted learning and capability building.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Market Positioning Realities<\/h3>\n\n\n\n<p><em>Research<\/em> by Felipe Csaszar, Rebecca Karp, and Maria Roche shows firms focused on imitation and adaptation often beat peers obsessed with splashy initiatives.<\/p>\n\n\n\n<blockquote class=\"wp-block-quote\">\n<p>&#8220;Imitation-optimized companies systematically outperform innovation-obsessed peers.&#8221;<\/p>\n<\/blockquote>\n\n\n\n<ul>\n<li>Excess complexity harms competitive advantage.<\/li>\n\n\n\n<li>Smaller, proven moves can improve market positioning faster.<\/li>\n\n\n\n<li>Align investment with customer value to protect long-term success.<\/li>\n<\/ul>\n\n\n\n<h2 class=\"wp-block-heading\">Why Innovation Theater Destroys Competitive Positioning<\/h2>\n\n\n\n<p><strong>Boards and managers often reward spectacle over substance, and that trend eats strategic advantage.<\/strong> Bain research shows 88% of business transformations miss their goals despite big spends. That gap means lots of effort creates little lasting market value.<\/p>\n\n\n\n<p>Gartner data deepens the concern: 85% of AI projects fail, and 87% of R&amp;D programs never reach production. These numbers show that huge investment does not guarantee product or customer results.<\/p>\n\n\n\n<p>The Gemini Ultra example \u2014 $191 million in training costs \u2014 is a stark reminder that resources can vanish into projects with no clear path to customers.<\/p>\n\n\n\n<blockquote class=\"wp-block-quote\">\n<p>&#8220;Competitive positioning erodes when leaders prioritize the appearance of progress over delivering value.&#8221;<\/p>\n<\/blockquote>\n\n\n\n<ul>\n<li>Appearances can sap management attention and slow real development.<\/li>\n\n\n\n<li>Organizations lose knowledge and time when projects lack market focus.<\/li>\n\n\n\n<li>Firms that shift to measured learning build capabilities faster than those chasing headlines.<\/li>\n<\/ul>\n\n\n\n<p><em>Leaders who treat data and past results as fuel for continuous learning protect their market edge.<\/em><\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Understanding Micro Failure Innovation<\/h2>\n\n\n\n<p>Measured pilots can protect resources while still uncovering real market signals. This section explains how small-scale learning differs from big R&amp;D bets and why it matters for leaders who care about steady performance.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Defining Small Scale Learning<\/h3>\n\n\n\n<p><strong>Small-scale learning<\/strong> treats early setbacks as signals, not disasters. Teams run limited tests, gather data, and refine products or processes quickly.<\/p>\n\n\n\n<p>Research by Golder and Tellis found pioneering firms averaged only 10% market share and saw a 47% failure rate across 50 product categories. That evidence warns against assuming big bets pay off more often.<\/p>\n\n\n\n<ul>\n<li>This approach turns setbacks into actionable knowledge for faster development cycles.<\/li>\n\n\n\n<li>Organizations cut risk by testing in controlled environments before scaling.<\/li>\n\n\n\n<li>Leaders build capabilities that let teams pivot when early results miss targets.<\/li>\n<\/ul>\n\n\n\n<p><em>In short, treating small setbacks as learning steps helps firms convert short-term losses into long-term advantage.<\/em><\/p>\n\n\n\n<h2 class=\"wp-block-heading\">The Shift from Invention to Strategic Adaptation<\/h2>\n\n\n\n<p>The smartest teams today borrow proven plays and tune them to local customers instead of starting from scratch. This shift from pure invention to deliberate adaptation changes how firms invest time and resources.<\/p>\n\n\n\n<p><strong>Research<\/strong> now shows that organizations focusing on adaptation often see better performance and lower rates of costly setbacks. By leveraging existing knowledge and market data, leaders cut risk and speed product development.<\/p>\n\n\n\n<p><em>Strategic adaptation<\/em> lets management allocate resources to execution excellence instead of uncertain breakthroughs. It builds capabilities that help organizations respond quickly to change.<\/p>\n\n\n\n<ul>\n<li>Identify successful models from competitors and refine them for your customers.<\/li>\n\n\n\n<li>Use data and analysis to prioritize adaptations that offer the clearest market advantage.<\/li>\n\n\n\n<li>Measure results and iterate so the business model improves over time.<\/li>\n<\/ul>\n\n\n\n<blockquote class=\"wp-block-quote\">\n<p>&#8220;Adaptation converts others&#8217; successes and lessons into durable competitive advantage.&#8221;<\/p>\n<\/blockquote>\n\n\n\n<p>For further reading on why many big bets miss the mark, see <a href=\"https:\/\/executiveresilienceinsider.com\/p\/88-of-innovation-fails-here-s-why\" target=\"_blank\" rel=\"nofollow noopener\">why 88% of large projects underperform<\/a>. Leaders who favor learning and measured change create more resilient organizations.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Assessing Industry Maturity for Better Outcomes<\/h2>\n\n\n\n<p>A simple assessment of industry maturity can change where firms place their bets.<\/p>\n\n\n\n<p>In nascent markets, discovery pays. Ford&#8217;s dominance in the 1920s shows how early invention created new demand and shaped the product model that others later followed.<\/p>\n\n\n\n<p>By contrast, mature markets in the 1990s rewarded imitation and tuning. Automakers then succeeded by adapting proven technologies and processes rather than chasing constant breakthroughs.<\/p>\n\n\n\n<p><strong>Use this quick framework to choose an approach:<\/strong><\/p>\n\n\n\n<ul>\n<li>Map the industry stage: nascent, growth, or mature.<\/li>\n\n\n\n<li>Match R&amp;D and resources to the stage\u2014ambitious discovery in early markets; adaptation in mature ones.<\/li>\n\n\n\n<li>Analyze competitor positions and available knowledge to spot high-return opportunities.<\/li>\n\n\n\n<li>Build both invention and adaptation capabilities so organizations can pivot as the market changes.<\/li>\n<\/ul>\n\n\n\n<p><em>Leaders who align management, data work, and development to industry maturity protect performance and make smarter use of limited resources.<\/em><\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Identifying Your Unique Imitation Radius<\/h2>\n\n\n\n<p>Start by mapping who you can realistically learn from next door, not from market superstars across the globe.<\/p>\n\n\n\n<p><strong>Proximate competitor analysis<\/strong> focuses on rivals whose products, processes, and technologies are within your reach. South Korea&#8217;s automakers in the 1980s studied Toyota and Honda. They adapted proven plays and raised capabilities step by step.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Proximate Competitor Analysis<\/h3>\n\n\n\n<p>List nearby firms that share your industry structure and resource base. Analyze their product roadmaps, supply chains, and management practices.<\/p>\n\n\n\n<p>Use that data to prioritize development opportunities that offer measurable results within a realistic time frame.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Avoiding Unrealistic Targets<\/h3>\n\n\n\n<p><em>Not all benchmarks help.<\/em> Lada&#8217;s attempt to match U.S. and German excellence strained its resources and led to poor results.<\/p>\n\n\n\n<p>Set staged goals that build knowledge and capability. That saves time and reduces wasted r&amp;d spend.<\/p>\n\n\n\n<ul>\n<li>Target rivals within reach.<\/li>\n\n\n\n<li>Prioritize projects with clear performance gains.<\/li>\n\n\n\n<li>Build a culture that values steady learning over risky leaps.<\/li>\n<\/ul>\n\n\n\n<blockquote class=\"wp-block-quote\">\n<p>&#8220;Imitation works best when it follows a staged approach tied to real capabilities.&#8221;<\/p>\n<\/blockquote>\n\n\n\n<h2 class=\"wp-block-heading\">Accelerating Strategic Decision Making<\/h2>\n\n\n\n<p>Fast, smart decision making begins when leaders stop treating every choice as all-or-nothing.<\/p>\n\n\n\n<p><strong>Move beyond binary choices<\/strong> by mapping where your firm sits in the industry life cycle. In mature fields, ZEISS SMT shows that frontier firms must push boundaries because no ready models exist for imitation.<\/p>\n\n\n\n<p>Tesla illustrates the opposite: in a nascent market, breakthrough development created the product and market simultaneously. Use those examples to match strategy to reality.<\/p>\n\n\n\n<p><em>Adopt systematic decision trees<\/em> that codify when to back discovery and when to lean on existing knowledge. These trees turn project results and past research into actionable rules.<\/p>\n\n\n\n<p>Use simple analysis steps: review past project data, score probable returns, and set time-boxed experiments. This helps firms allocate resources and r&amp;d budgets with clearer expectations.<\/p>\n\n\n\n<ul>\n<li>Calibrate timing and resources to market dynamics.<\/li>\n\n\n\n<li>Analyze results to choose discovery or adaptation.<\/li>\n\n\n\n<li>Build rapid decision capabilities to respond to change.<\/li>\n<\/ul>\n\n\n\n<blockquote class=\"wp-block-quote\">\n<p>&#8220;Firms that tie choices to tested rules and timely data outperform those that default to bold bets.&#8221;<\/p>\n<\/blockquote>\n\n\n\n<p><strong>Ultimately<\/strong>, the goal is a culture where management learns from successes and failures, refines processes, and protects the business model through faster, evidence-based choices.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Building Organizational Capabilities for Learning<\/h2>\n\n\n\n<p>Organizational routines that capture knowledge change how firms convert experiments into scale.<\/p>\n\n\n\n<p><strong>Focus execution, not just bright tech.<\/strong> IBM\u2019s entry into the PC market succeeded because the company wrapped proven product concepts with superior service and operations. That approach shows how a business can win without relying only on invention.<\/p>\n\n\n\n<p>Create simple, repeatable processes that collect market data and project results. Standardized workflows and clear roles help teams spot what worked and why.<\/p>\n\n\n\n<p>Recruiting talent from rivals and building competitive intelligence speeds capability building. Use brief, time-boxed reviews to convert research and analysis into practical changes.<\/p>\n\n\n\n<ul>\n<li>Institutionalize post-project reviews to turn setbacks into actionable data.<\/li>\n\n\n\n<li>Define routines for market research, product testing, and knowledge sharing.<\/li>\n\n\n\n<li>Align management incentives with learning and steady performance gains.<\/li>\n<\/ul>\n\n\n\n<blockquote class=\"wp-block-quote\">\n<p>&#8220;Treat failure as a source of data, not a stigma.&#8221;<\/p>\n<\/blockquote>\n\n\n\n<p><em>When every team member contributes to learning, organizations build durable capabilities that let the business adapt across industries and changing markets.<\/em><\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Leveraging Creative Imitation Multipliers<\/h2>\n\n\n\n<p><strong>Creative imitation turns proven ideas into faster market wins<\/strong> by sharpening how a product reaches customers and by lowering execution risk.<\/p>\n\n\n\n<p>Peter Drucker drew a key distinction: copying is different from improving an existing idea. Creative imitators study the originator&#8217;s results and refine the process.<\/p>\n\n\n\n<p>Look at Xiaomi. The firm borrowed design cues, trimmed costs, and won share in emerging markets. That move removed much of the market validation risk that pure discovery carries.<\/p>\n\n\n\n<p><strong>How leaders implement imitation multipliers:<\/strong><\/p>\n\n\n\n<ul>\n<li>Analyze originator results to find weak points in product, pricing, or channel.<\/li>\n\n\n\n<li>Prioritize execution\u2014supply chain, distribution, and customer service\u2014to create differentiation.<\/li>\n\n\n\n<li>Build capability for rapid adaptation so R&amp;D resources focus on high-return projects.<\/li>\n<\/ul>\n\n\n\n<p>Research shows best-performing firms can hit roughly a 76% success rate when they pick concepts to adapt and improve. That data argues for shifting some resources from risky discovery to targeted adaptation.<\/p>\n\n\n\n<blockquote class=\"wp-block-quote\">\n<p><em>&#8220;Satisfy existing demand while you refine delivery and costs.&#8221;<\/em><\/p>\n<\/blockquote>\n\n\n\n<p><strong>Ultimately<\/strong>, organizations that institutionalize creative imitation convert others&#8217; lessons into lasting advantage. This approach lowers R&amp;D burden, increases learning, and produces repeatable performance gains for the business model.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">The Role of Psychological Safety in Experimentation<\/h2>\n\n\n\n<p>Creating a safe environment for trials turns ordinary projects into learning engines. Leaders who remove blame let teams test ideas and collect useful data.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Overcoming the Fear of Failure<\/h3>\n\n\n\n<p><strong>Miro found 62% of enterprise leaders<\/strong> say fear of failure blocks innovation in their firms. That statistic shows a real barrier to better performance.<\/p>\n\n\n\n<p><em>Normalize setbacks<\/em> by treating them as sources of knowledge. Make post-experiment reviews routine and short. Capture what worked, what did not, and why.<\/p>\n\n\n\n<ul>\n<li>Celebrate calculated risk-taking and plain results, not just wins.<\/li>\n\n\n\n<li>Set clear rules for experiments so teams know when to stop or scale.<\/li>\n\n\n\n<li>Align management incentives to reward learning, not only immediate success.<\/li>\n<\/ul>\n\n\n\n<blockquote class=\"wp-block-quote\">\n<p>&#8220;Treat every project as an opportunity to gather data and build capability.&#8221;<\/p>\n<\/blockquote>\n\n\n\n<p>When organizations build psychological safety, they attract talent and speed capability development. The aim is a business model that grows through steady learning and better-informed choices.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Analyzing Failure as a Data Source<\/h2>\n\n\n\n<p>Every project that misses its mark holds clues that can speed later wins. Scuotto et al. (2024) in Technovation outline three clear steps: identify the setback, analyze the root causes, and run focused experiments to generate new knowledge.<\/p>\n\n\n\n<p><strong>Treat setbacks as structured data.<\/strong> Capture who made choices, what assumptions guided design, and which metrics showed decline. That record turns an emotional event into repeatable learning.<\/p>\n\n\n\n<p><em>Build a simple loop:<\/em><\/p>\n\n\n\n<ul>\n<li>Record facts, not blame.<\/li>\n\n\n\n<li>Diagnose causes and test the highest-probability fixes.<\/li>\n\n\n\n<li>Share the results so other teams avoid the same pitfalls.<\/li>\n<\/ul>\n\n\n\n<p>This process strengthens management and R&amp;D capabilities. Firms that analyze projects deeply gain practical knowledge that theory alone cannot produce. Over time, that practice raises performance, tightens resource use, and improves the business model.<\/p>\n\n\n\n<blockquote class=\"wp-block-quote\">\n<p>&#8220;Successful teams convert setbacks into repeatable lessons and better decisions.&#8221;<\/p>\n<\/blockquote>\n\n\n\n<h2 class=\"wp-block-heading\">Moving Beyond Traditional R&amp;D Budgets<\/h2>\n\n\n\n<p>Leaders who reallocate R&amp;D dollars toward applied learning often see faster performance gains.<\/p>\n\n\n\n<p><strong>Shift funds from speculative bets to competitive intelligence and execution excellence.<\/strong> That change helps firms turn past projects into usable knowledge. It also reduces the chance of costly failure while improving speed to market.<\/p>\n\n\n\n<p>Use simple rules to guide the new budget: audit recent projects, score where data shows clear ROI, and fund rapid market-entry pilots. <em>Treat each initiative as a source of learning<\/em> and capture what worked and why.<\/p>\n\n\n\n<ul>\n<li>Allocate resources to competitive research and operations that improve delivery.<\/li>\n\n\n\n<li>Invest in capabilities that let organizations scale practical successes fast.<\/li>\n\n\n\n<li>Set budgets for short, time-boxed experiments tied to management metrics.<\/li>\n<\/ul>\n\n\n\n<blockquote class=\"wp-block-quote\">\n<p>&#8220;A strategic budget backs learning and execution, not spectacle.&#8221;<\/p>\n<\/blockquote>\n\n\n\n<p>Restructure spending this way and your business model gains resilience. Over time, firms that favor adaptation alongside discovery win more market share and steady performance.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Navigating the Risks of Market Entry<\/h2>\n\n\n\n<p><strong>Market entry carries known risks, but smart adaptation turns those risks into learning opportunities.<\/strong> Firms that copy tested plays and tune execution reduce uncertainty and protect resources.<\/p>\n\n\n\n<p>By studying pioneers, organizations gain practical knowledge about what customers want. That data helps management pick a clearer path to product-market fit and avoid costly mistakes.<\/p>\n\n\n\n<p><em>Prioritize execution over headline invention.<\/em> The best results come from tight processes: time-boxed pilots, clear metrics, and fast adjustments based on results.<\/p>\n\n\n\n<ul>\n<li>Analyze prior market entries to spot high-return pathways.<\/li>\n\n\n\n<li>Build rapid adaptation capability so teams respond to pressure.<\/li>\n\n\n\n<li>Use data-driven reviews to scale what works and stop what does not.<\/li>\n<\/ul>\n\n\n\n<p><strong>Apply a simple framework:<\/strong> gather facts, test fixes, and codify what succeeds. That approach turns every entry into a source of knowledge for the business model.<\/p>\n\n\n\n<p>Over time, organizations that embed strategic intelligence and steady learning become more resilient and raise long-term performance.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Scaling Success Through Iterative Processes<\/h2>\n\n\n\n<p>When teams treat each success as a testable pattern, they build scalable routines that outlast trends.<\/p>\n\n\n\n<p><strong>Start small, then repeat.<\/strong> Capture what worked in a short pilot and turn that result into a clear playbook. This creates a chain of learning that feeds future choices.<\/p>\n\n\n\n<p>Use data to map which actions drove value. Break projects into repeatable steps and document the knowledge each step produced.<\/p>\n\n\n\n<p><em>Build capabilities for rapid iteration.<\/em> Train teams to run time-boxed tests, measure outcomes, and scale the patterns that raise performance. Management should fund repeatable plays as much as fresh ideas.<\/p>\n\n\n\n<ul>\n<li>Analyze past projects to find high-return paths.<\/li>\n\n\n\n<li>Standardize successful processes into checklists and templates.<\/li>\n\n\n\n<li>Allocate resources to scale proven work rather than endless R&amp;D churn.<\/li>\n<\/ul>\n\n\n\n<blockquote class=\"wp-block-quote\">\n<p>&#8220;Treat every success as a source of knowledge and every test as an opportunity to improve.&#8221;<\/p>\n<\/blockquote>\n\n\n\n<p>Over time, organizations that favor steady iteration build a resilient business model. They reduce costly failure, sharpen competitive position in the market, and turn scattered wins into lasting advantage.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Future Proofing Your Business Model<\/h2>\n\n\n\n<p>A resilient business model begins with a simple habit: turn every test into usable <strong>\u0639\u0644\u0645<\/strong> for the market.<\/p>\n\n\n\n<p>Commit to continuous learning across teams and budgets. Make short, time-boxed reviews a routine so the organization learns fast and adapts faster.<\/p>\n\n\n\n<p>Analyze your <strong>\u06a9\u0627\u0631\u06a9\u0631\u062f\u06af\u06cc<\/strong> against industry benchmarks to spot the biggest gaps. Use that data to focus r&amp;d and operations on clear, high-return work.<\/p>\n\n\n\n<p><strong>Build the capability<\/strong> to pivot when market conditions change. Fast pivots keep you relevant and let teams act on new signals without wasting resources.<\/p>\n\n\n\n<ul>\n<li>Prioritize experiments that produce reusable knowledge.<\/li>\n\n\n\n<li>Score projects by market impact and scaling ease.<\/li>\n\n\n\n<li>Fund repeatable plays, not endless one-off bets.<\/li>\n<\/ul>\n\n\n\n<p><em>Firms that favor strategic adaptation outperform peers in volatile markets.<\/em> Embed learning in incentives and celebrate the lessons from both wins and setbacks.<\/p>\n\n\n\n<blockquote class=\"wp-block-quote\">\n<p>&#8220;Make learning the product you scale \u2014 it protects performance and keeps your market position durable.&#8221;<\/p>\n<\/blockquote>\n\n\n\n<h2 class=\"wp-block-heading\">\u0646\u062a\u06cc\u062c\u06c1<\/h2>\n\n\n\n<p><strong>Successful outcomes come from turning setbacks and failures into clear lessons.<\/strong> Treat each project as a short experiment that yields facts you can act on.<\/p>\n\n\n\n<p><em>Shift r&amp;d<\/em> dollars toward work that uncovers what customers actually value. Fund time-boxed pilots, document results, and reward teams for learning fast.<\/p>\n\n\n\n<p>Build the organizational capability to analyze results, share what works, and stop what does not. Make reviews short, factual, and routine so learning spreads quickly.<\/p>\n\n\n\n<p><strong>Leaders must create psychological safety<\/strong> so teams test ideas without blame. Over time, firms that treat every project as a chance to learn will protect performance and grow more resilient.<\/p>","protected":false},"excerpt":{"rendered":"<p>Teams can get smarter faster by treating small setbacks as practical lessons. Recent research by Felipe Csaszar, Rebecca Karp, and Maria Roche shows that firms tuned to imitation and adaptation often outpace peers obsessed with bold invention. That finding changes how leaders should think about learning and resource use. When global venture capital fell from [&hellip;]<\/p>","protected":false},"author":50,"featured_media":6113,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[3],"tags":[971,1415,1416,336,1413,623,1412,1414],"_links":{"self":[{"href":"https:\/\/nomadbitz.com\/ur\/wp-json\/wp\/v2\/posts\/6112"}],"collection":[{"href":"https:\/\/nomadbitz.com\/ur\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/nomadbitz.com\/ur\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/nomadbitz.com\/ur\/wp-json\/wp\/v2\/users\/50"}],"replies":[{"embeddable":true,"href":"https:\/\/nomadbitz.com\/ur\/wp-json\/wp\/v2\/comments?post=6112"}],"version-history":[{"count":2,"href":"https:\/\/nomadbitz.com\/ur\/wp-json\/wp\/v2\/posts\/6112\/revisions"}],"predecessor-version":[{"id":6121,"href":"https:\/\/nomadbitz.com\/ur\/wp-json\/wp\/v2\/posts\/6112\/revisions\/6121"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/nomadbitz.com\/ur\/wp-json\/wp\/v2\/media\/6113"}],"wp:attachment":[{"href":"https:\/\/nomadbitz.com\/ur\/wp-json\/wp\/v2\/media?parent=6112"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/nomadbitz.com\/ur\/wp-json\/wp\/v2\/categories?post=6112"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/nomadbitz.com\/ur\/wp-json\/wp\/v2\/tags?post=6112"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}