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There's not a single answer fits all. It's product dependant
Thanks for sharing :) Process is really hard - but it really helps to remove overhead in terms of thinking about what you should be doing next and rather focus on why and how to do things.
We've recently implemented a weekly release process and it's very hard to stick to, but putting in the effort to follow the process gives us something to work with and a measure of what we are capable of doing. It's helped us to say no to doing experiments that we would otherwise have been sucked into - and at the same time it has helped us to say yes to experiments that we would otherwise have shy'd away from, because we can predict how much capacity we have better now.
FYI: the video is very noisy at the start but it goes away at 10min :)
I think the biggest question is: when do you know that given experiment is not working?
Sylvia helpfully also wrote up the tl;dr of the video (which is worth watching btw) is here: https://sylvia.ng/2017/12/04/8-step-framework-for-predictable-sustainable-startup-growth.
For more on Sylvia's approach to growth, also check out her AMA: https://growthhackers.com/amas/live-mar-31-ama-with-sylvia-ng-vp-of-growth-and-analytics-500px/
With the large availability of DIY marketing tools online, an engineer's role in growth teams should be to just:
1. Copy-paste scripts on your website / apps for tools like GA
2. Set up databases for collecting your data
3. Write SQL queries in a dashboard and share them with you
Most of these are just one-time processes and do not require very hard skills
I'll start by saying that growth team membership can be fluid. If you are working on activation tests, then you might need an engineer that is more backend and knows the core product. Whereas, if you are working on acquisition and landing pages or instrumentation you might need a front-end engineer or someone familiar with the data and events your team has defined.
Our growth engineer is a generalist and jack of all trades, but for your team, don't be afraid of swapping out different talent based on what your team is focusing on growing. They should be dedicated during that time period; we recommend that growth teams live as long as the current growth objective is in place.
Hope that helps.
Not all company has a big data to act on. Although we listened to what our customers said, but sometimes we act based on our guts.
Thank you Aysel.
Very helpful article. Thank you, such a nice read
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