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Read on to learn from Andy Johns:

*What a growth team actually does, when to bring on its leader and why you should hire a product person over a growth hacker when you do.

*The one critical growth equation that your head of growth must internalize — and how to apply the formula to a real company.

*Why startups must be more thoughtful with their growth experiments, and how to make the most of your A/B tests at different depths of the funnel.

  • MB

    Morgan Brown

    almost 4 years ago #

    I'm going to go ahead and say this is pretty much a must read for anyone in this community.

  • HQ

    Hila Qu

    almost 4 years ago #

    I like this quote most :

    "Startups who have an established finance group but a fledgling — or non-existent — growth team have put the cart before the horse."

  • SJ

    Sebastian Johansson

    almost 4 years ago #

    Would be interesting to see an article that digs deeper into what % increase of growth one should aim for when doing a test.

    FB seems to be positive on small optmizations:

    "That’s why big companies like small optimizations"
    “This is the philosophy behind Google engineers testing 40 different shades of blue in a particular sign up button.”.

    Can see how a small increase on FB makes a big difference in the end. But what would happen if they took the approach in a blog post of Lars Lofgren for example:

    "Rule 5: If a test drops below a 10% lift, kill it."
    http://larslofgren.com/growth/7-rules-for-ab-testing

    "Again, we care about the whole system here. We’re cycling to find the winners. So we can’t just let a 2-5% test run for 6 months."

    Or if the growth team decided to not even test stuff they think is unlikely to move the needly more than 20%.

    One might say; Amazon can do both cause it doesnt take them 6 months to verify a test. But I wonder if big companies have other bottle necks like tech/design etc. that will get stuffed with tests that everyone knows wont move the needle much anyone.
    And smaller tests are probably more often aimed at polishing the current product rather than breaking new land. So if the growth team is allowed to spend brain power on smaller tests it will take away focus from the bigger tests. An opportunity cost.

    Just some thoughts.

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