Expecting a laundry list of skills or tactics? Don’t.
“Tactics are a dime a dozen,” says GrowthTribe’s David Arnoux, “and what works for me won’t work for you. In the end, it’s all about having a growth engine and running as many (quality) experiments as possible.”
We asked Arnoux and other growth experts what actually works, what matters most, and why so many fall short.
Four things came up over and over again.
If you’re an active podcast listener, you likely use popular podcast platforms (i.e. “podcatchers”) like iTunes, Soundcloud, and Google Podcasts to download or stream one of more than 1 million podcasts available today.
This article is a podcast roadmap to get you from passive listener to active host. I’m sharing my learnings as a five-year podcast co-host and agency owner who has helped develop podcast strategies for clients.
No hiring process in the world is designed to hire the best and brightest.
I asked more than a dozen successful agency CEOs to share how they’ve navigated critical moments—getting started, landing (and keeping) clients, scaling teams, and marketing their agency.
I love running growth teams.
It’s everything I could want from a job. It directly impacts the company, is fairly autonomous, works great with a few high-caliber folks, and involves a ton of A/B tests.
I’ve spent years running these teams—but I don’t know if I’ll ever build one again. I doubt that I’ll even have a growth team at any company I’m managing in the future.
“If you cannot measure it,” declared Lord Kelvin, “you cannot improve it.” Perhaps SaaS companies have taken this advice too literally.
Many SaaS companies launch a product-led growth model—but never update it. When the executive team calls me and asks why they aren’t converting users into customers, I tell them to buy a plant. Seriously.
If they don’t water the plant, it’s going to wither and die. If they water it and give it sunlight, it’ll grow. Everyone knows how the system works. Yet, even though we know what to do, millions of plants still die. Why? Nobody takes ownership.
The concept of “economic moats” came from a 1999 Fortune article by Warren Buffett:
The key to investing is [. . .] determining the competitive advantage of any given company and, above all, the durability of that advantage. The products or services that have wide, sustainable moats around them are the ones that deliver rewards to investors.
Economic moats remain tethered to investing: A bigger moat makes a stock a better bet. But the implications are broader, for companies large and small.