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At GrowthHackers we get a lot of questions from teams getting started in cross-functional, customer-centric growth. Who should be on the growth team? Who should the growth team report to? How do we get buy-in across the team? How do we know where to focus our resources? The list goes on…

What we’ve learned is that every company’s situation is different and each team will need to try new ways to improve their own company’s growth mindset, culture, team, and process. There is no one-size fits all when it comes to sustainably growing a business.

With that being said, there are pioneers in modern-day growth that have experienced, tested, and gained learnings into what works well that they’re more than happy to share. It’s up to organizations getting started with a cross-functional, data-driven approach to growth to lean into these learnings for guidance.

Last May, the VP of Product and Analytics of Capital One’s CreditWise, Pranav Khanna, brought his team to the GrowthHackers Conference. After a day of the team immersing themselves in new learnings shared by growth pioneers, the team was inspired to head back to their office and begin focusing their growth efforts on the full AARRR funnel (acquisition, activation, retention, revenue, referral), high velocity testing, and building a cross-functional growth team.

Now, we’re bringing Pranav’s year of learnings to the limelight through a series of Q&A (below) AND bringing him to stage at #GHConf18. What I love about Pranav’s story was his ability to take a step back from the day-to-day grind, which can be risky, in order to learn and rethink the way things are done. By attending the conference, bringing his team, and soaking up every second of learning, he was able to get his entire team inspired and ready to dive into improving their own approach to growth. Let’s dive in!

  • AG

    Ashley Greene

    9 months ago #

    Loved this one. The best strategy & framework for companies to work cross-functionally effectively for growth (and customer value maximization!) seems to be the #1 issue towards achieving sustainable growth. Seeing how it's being done in different contexts (early stage, later-stage, B2B, B2C, etc) in real scenarios is great.

  • SD

    Sophie DR

    10 months ago #

    In my view, growth teams have to be cross-functional from the get go. Most marketers I know are a combination of entrepreneurail + data driven + creative ... many even know how to code. I don't see how this is a unique thing, although maybe something totally new for a large company like Capital One

    • DH

      Dani Hart

      9 months ago #

      Hi Sophie - that's awesome you're seeing cross-functional growth teams from the get go!

      Cross-functional growth teams are not unique, although they can be difficult to get right in order to truly impact the growth of customer value. Early stage companies intentional about implementing a growth team & process from inception can shape the future of the company by hiring for the right mindset/culture. However, when you get into larger companies such as Capital One, it can be much more challenging to break down silos that have been established and get the right buy-in for working across all functions to ensure delivering customer value is at the core of the team.

      I agree that most marketers are a combination of what you're saying... and when working on smaller teams, they can use their skills to help impact the product. When the company begins to scale, it becomes more difficult for a marketer to make an impact on product and that's where something like a growth team can help alleviate the typical silos and constraints of testing across the full customer journey.

      Previously, as a marketer at a 100+ company, I've personally been in the situation of having the skills you're talking about, and being blocked by typical product planning and silos. If there isn't a team that has buy-in from executives to make quick experiments within product, a marketer can only go so far.

      With technology evolving as quickly as it is today, companies will need to move towards working in a more agile fashion across the full customer journey. My goal of writing this piece is to give another example of how a team rethought their approach to growth so that others can learn and implement new ideas at their own companies to make their growth approach more efficient and impactful.

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