Business Case Presentation
Transcript: The foundation a.) The foundation a.) To take off b.) The foundation a.) To take off b.) The growth & long term sustainability c.) Attn. Your Business Associates 1 We are unique as a well known brand in the area The foundation TIPS: 1 Renovate & Embrace the ACLI-MATE Culture 1 Mission statement 2 Evangelize growth thinking 2 No such thing as over-communicating Helps to have an executive sponsor (head of Prod, CEO, etc.) - signals that Growth is important to the business Your job is just as much driving results as evangelizing growth thinking internally 2 Teams are territorial “Hey, I should own that.” CHALLENGE 2 TIPS: Common story...: Me to Growth lead: “How do you guys work with Core Product?” Growth lead: [quizzical look] “We don’t. The CEO just lets us do whatever we want.” -> This is a recipe for confusion and potential conflict… 1 Clearly define roles & responsibilities Basic framework to document roles/responsibilities for Growth & Core Product 1 Pick some areas no one else is focused on...easier to gain credibility and avoid tension/politics Revisit this document regularly - roles/responsibilities will evolve based on company priorities and team bandwidth, skillset CORE PRODUCT GROWTH SHARED 2 Learn when to be autonomous (Optimization mode) & when to be collaborative (Innovation mode) 2 At Invoice2go we inherited an existing product and spent a lot of time in “Optimization mode” where we iterated quickly on experiments to drive conversion, retention, etc.; we did this as an autonomous, full-stack team.. ...but for our V2 redesign we entered “Innovation mode”, where Growth was embedded in the design & development process with Core Product, collaborating from beginning to end. In “Innovation mode” (redesign or new features/products) it’s important to embed Growth in the process as early as possible rather than thinking of it as an afterthought to optimize later... ROGERS ADOPTION / INNOVATION CURVE 2.5% 13.5% 34% 34% 16% Early Majority Late Majority Laggards Early Adopters Innovators ROGERS ADOPTION / INNOVATION CURVE 2.5% 13.5% 34% 34% 16% Early Majority Late Majority Laggards Early Adopters Innovators ROGERS ADOPTION / INNOVATION CURVE 2.5% 13.5% 34% 34% 16% Early Majority Late Majority Laggards Early Adopters Innovators ROGERS ADOPTION / INNOVATION CURVE 2.5% 13.5% 34% 34% 16% Early Majority Late Majority Laggards Early Adopters Innovators ROGERS ADOPTION / INNOVATION CURVE 2.5% 13.5% 34% 34% 16% Early Majority Late Majority Laggards Early Adopters Innovators 3 Lack of trust -> creates factions in the business that hinder success CHALLENGE 3 TIPS: 1 Don’t just focus on quant/metrics 1 A perception out there is Growth wants to succeed at all costs, even if it means deteriorating UX... ..User empathy helps; you’ll improve performance & team perception if user research is core to your process My team is constantly doing interviews, surveys, & usability tests as a way to marry quant & qual -> the data tells us what happened, but the user research tells us why & keeps us humble and empathetic. NPS & App Store ratings are other ways to get a read on user sentiment over time 2 Transparency people need to see results... and understand/share in the process Build trust by being transparent and objective about team priorities & performance 2 Accept feedback and solicit ideas broadly We have done this via cross-team offsites & brainstorms, regular lunches with Customer Support covering specific themes, & publishing all growth strategies, experiments, and results widely Build credibility with some quick wins... but also share the failures & what was learned 3 Recruit the right profile Internal hiring -> things can go more smoothly when people who are already effective within an organization take on growth roles 2 Nick Soman (Gusto): “Hire people who are hard to stay mad at.” - must be able to build rapport with variety of people RESULTS ACCOUNTABILITY COMMITMENT CONFLICT TRUST trust framework: The foundation of trust fuels long-term results source - Patrick Lencioni “The Five Behaviors of a Cohesive Team”
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