Are the black circles representing people, teams, or the skills of an individual? I ask because I definitely have the skills and experience to cover all the circles, and I’m curious what that implies.
Thank you Elena for sharing your insights on growth team structures. As a senior product manager, I appreciate the breakdown, but I found a few areas worth discussing. For example, prioritizing retention last might overlook its importance in sustainable growth from the start. Additionally, the idea of Growth teams owning surfaces could create tension with Core teams, especially around accountability. I'd love to hear your thoughts on how to mitigate these potential conflicts while scaling Growth efforts effectively. Thanks again for the great read and perspective!
Great post but I tend to disagree that "experimentation platform' is something growth team owns especially if they are being added to a company with already a core product and marketing setup in place. So maybe you should add also the view on what changes based on company maturity?
Fantastic post! Exactly the tactical charts and strategic advice that would be helpful for growth leaders 👏
Elena, great post! Came right in time while I was scratching my head around this!
Are the black circles representing people, teams, or the skills of an individual? I ask because I definitely have the skills and experience to cover all the circles, and I’m curious what that implies.
Thank you Elena for sharing your insights on growth team structures. As a senior product manager, I appreciate the breakdown, but I found a few areas worth discussing. For example, prioritizing retention last might overlook its importance in sustainable growth from the start. Additionally, the idea of Growth teams owning surfaces could create tension with Core teams, especially around accountability. I'd love to hear your thoughts on how to mitigate these potential conflicts while scaling Growth efforts effectively. Thanks again for the great read and perspective!
As always, great post, Elena!
I was intuitively heading in the same direction, and in retrospect, it proved highly effective during the launch and initial scaling stages.
I’m thankful for such a well-structured and valuable guide to confirm we’re on the right track.
Great post but I tend to disagree that "experimentation platform' is something growth team owns especially if they are being added to a company with already a core product and marketing setup in place. So maybe you should add also the view on what changes based on company maturity?