We’ve started our Growth Hacking Myths series by talking about why growth hacking is not a form of online marketing. Within the post I’ve mentioned the word “system” multiple times. Well, any system that works in harmony needs proper force to drive it. even before that, it needs enough attention to create that system. We (as of growth hacking enthusiasts) like to call it the “growth machine”.
The growth machine aims to achieve ongoing growth by repetition of hypothesis-testing-analysis on lean model. Such effort and creativity can not be put on single persons’ shoulder. At the very least, it’s not correct management. What happens if that person takes a 6 week leave or quit? Will you lose your engine for growth machine?
Besides the fact that you can’t put all your eggs in one basket, the system of growth needs multi-disciplined perspective. You need your product manager to tell you that x feature will be added or removed on coming sprints beforehand. So, you can start creating experimenting ideas around it. You would also need your sales team to give you insights about your customer feedbacks so you know what actually triggers conversions. Another input source would be your customer support team to let you know the common pain points so you can address them to achieve better retention and activation. If you have UX/UI designers and front-end developers you can use their knowledge as leverage in your experiments.
Getting input from different parts of the organisation is a must but it’s not enough. You need them to be part of the process. You can’t have a single person running around talking to each department or the person in charge asynchronously. That would consume time and create problems as one might disagree with another’s idea with an insight only he/she might have. If you going to create a machine you can’t effort this. Instead you need a team; the growth team.
Whenever i’m asked to give consultancy about growth my first request -even before I actually meet the client- is them to understand the need of a team. There needs to be people from the company creating the team with various perspectives. The growth hacker, or in my case the growth consultant can be a participant at he round table, executioner and the scrum master for growth.
Think of it as the drummer in a rowing team, making sure the rythm is right and the boat is going as well as it can.
Do you agree? or Don’t you? Leave a comment and let’s discuss further.