Hi Pedro! Always enjoy our 1/1 meetings and thanks for the question.
My answer for you has come out in those prior -- entrepreneurial spirit, evangelism, and going to great lengths to elevate and showcase successful hacks and projects. You have to believe in what you're doing as a growth practitioner, leverage your expertise, and be very deliberate, outgoing, and flexible with your approach to scaling out.
3. I read many blogs and always have a book in progress. Right now I'm reading "Contagious" by Jonah Berger and books like Growth Hacker Marketing (Ryan Holiday) and Hacking Growth (Sean Ellis / Morgan Brown) have helped me transition from a traditional digital marketer into a growth hacker.
On the blog side, I love Conversion Sciences, Brian Balfour, HubSpot, Usability Geeks, KlientBoost, ClickZ, Marketing Watch, and many others.
2. As you might imagine IBM is heavily matrixed and most people maintain focus on their own accountabilities. The statement I've used countless times when pitching our work to new teams and individuals is, "we are here to enhance and advance what you're already doing." It's not to expose or implicate flaws in your person work or your product journey. You can enhance this pitch by elevating and showcasing meaningful work you've done for other teams. Real-life case studies go a long way.
1. I'll echo my statement above to Dani: entrepreneurial spirit and making a growth culture your personal business to grow within your organization is essential. Never turn away an opportunity. Share every project and learning (good or bad) in as many places with your org as you can, and of course elevate the heck out of the big winners.
2. Prioritization is something I liken to sales. There is an inbound and outbound aspect at IBM -- sometimes product teams approach us, and sometimes we find something compelling and approach them. Then, we look at growth potential -- metrics like number of users, amount of usage, revenue history and trajectory, and general volume to top-of-funnel channels. Then, as important, there's the aspect of our growth stack. Any project we take on requires the product team to have proper instrumentation/integration with all of our core tools; it's a pre-requisite.
Hi Emilia -- thanks for this opp, so excited to be here (and see you soon in SF)!
1. Easy answer on this one: SCALE. The smaller wins in 2017 elevated our internal brand around IBM, got more people's attention, time, investments and resources, and led to many more project and experiment opportunities in 2018 -- some of which led to what I call "experiments of magnitude," those big, home run hacks that have made IBM millions and made our users happier as they use our products and services.
3. I'd say for me first and foremost it has been all about entrepreneurial spirit. Growth at IBM is my business. So with that comes flexibility and patience -- both in the engagements we take on, and my personal life. With five kids at home work is a nice diversion so it's not hard for me to be motivated. Also, IBM allows me to balance office time and remote/home office time so when I need a mental break I can step away to exercise, walk the dog, run an errand, etc. regain my mojo.
2. Getting people involved takes on many forms, but is mostly focused on elevating our largest experiment wins/successes, evangelizing the value of growth within IBM through content and case studies, and being open/receptive to any engagement that comes our way; much like a startup. We've considered the evolution of growth hacking within IBM to be our own startup.
Hi Dani -- great to hear from you and follow all the great growth things you're doing :)
1. Generally, growth for IBM product/offering teams involves an enablement engagement. A growth strategist such as myself will evaluate a product through an evaluation call/meeting with key stakeholders to understand pain points, key metrics, pre-existing experiment ideas, and more. If we believe there's a fit we move right into a 6-week/3-sprint program that allows us to objectively explore and analyze their user journey both quantitatively and qualitatively, arrive on a series of experiment ideas, organize a small growth team for ongoing execution, train that team on the tools within our growth stack, then we experiment live along side them. By the end of the six weeks they are actively experiment independently, and that drives them forward to do so perpetually.
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Hi Pedro! Always enjoy our 1/1 meetings and thanks for the question.
My answer for you has come out in those prior -- entrepreneurial spirit, evangelism, and going to great lengths to elevate and showcase successful hacks and projects. You have to believe in what you're doing as a growth practitioner, leverage your expertise, and be very deliberate, outgoing, and flexible with your approach to scaling out.
3. I read many blogs and always have a book in progress. Right now I'm reading "Contagious" by Jonah Berger and books like Growth Hacker Marketing (Ryan Holiday) and Hacking Growth (Sean Ellis / Morgan Brown) have helped me transition from a traditional digital marketer into a growth hacker.
On the blog side, I love Conversion Sciences, Brian Balfour, HubSpot, Usability Geeks, KlientBoost, ClickZ, Marketing Watch, and many others.
2. As you might imagine IBM is heavily matrixed and most people maintain focus on their own accountabilities. The statement I've used countless times when pitching our work to new teams and individuals is, "we are here to enhance and advance what you're already doing." It's not to expose or implicate flaws in your person work or your product journey. You can enhance this pitch by elevating and showcasing meaningful work you've done for other teams. Real-life case studies go a long way.
Hello Kieran, great to connect!
1. I'll echo my statement above to Dani: entrepreneurial spirit and making a growth culture your personal business to grow within your organization is essential. Never turn away an opportunity. Share every project and learning (good or bad) in as many places with your org as you can, and of course elevate the heck out of the big winners.
2. Prioritization is something I liken to sales. There is an inbound and outbound aspect at IBM -- sometimes product teams approach us, and sometimes we find something compelling and approach them. Then, we look at growth potential -- metrics like number of users, amount of usage, revenue history and trajectory, and general volume to top-of-funnel channels. Then, as important, there's the aspect of our growth stack. Any project we take on requires the product team to have proper instrumentation/integration with all of our core tools; it's a pre-requisite.
Hi Emilia -- thanks for this opp, so excited to be here (and see you soon in SF)!
1. Easy answer on this one: SCALE. The smaller wins in 2017 elevated our internal brand around IBM, got more people's attention, time, investments and resources, and led to many more project and experiment opportunities in 2018 -- some of which led to what I call "experiments of magnitude," those big, home run hacks that have made IBM millions and made our users happier as they use our products and services.
Loved the depth of the reddit post!
3. I'd say for me first and foremost it has been all about entrepreneurial spirit. Growth at IBM is my business. So with that comes flexibility and patience -- both in the engagements we take on, and my personal life. With five kids at home work is a nice diversion so it's not hard for me to be motivated. Also, IBM allows me to balance office time and remote/home office time so when I need a mental break I can step away to exercise, walk the dog, run an errand, etc. regain my mojo.
2. Getting people involved takes on many forms, but is mostly focused on elevating our largest experiment wins/successes, evangelizing the value of growth within IBM through content and case studies, and being open/receptive to any engagement that comes our way; much like a startup. We've considered the evolution of growth hacking within IBM to be our own startup.
Hi Dani -- great to hear from you and follow all the great growth things you're doing :)
1. Generally, growth for IBM product/offering teams involves an enablement engagement. A growth strategist such as myself will evaluate a product through an evaluation call/meeting with key stakeholders to understand pain points, key metrics, pre-existing experiment ideas, and more. If we believe there's a fit we move right into a 6-week/3-sprint program that allows us to objectively explore and analyze their user journey both quantitatively and qualitatively, arrive on a series of experiment ideas, organize a small growth team for ongoing execution, train that team on the tools within our growth stack, then we experiment live along side them. By the end of the six weeks they are actively experiment independently, and that drives them forward to do so perpetually.