OP Lab planned, executed, and operated growth marketing in various ways and methods. We wanted an integrated growth system in place, where the use of strategic growth thinking and agile marketing operations were accepted and in force. By applying these methods, we aimed at being more accurate in identifying product/market -fit, and knowing when to scale.
Growth lives in the value creation zone, where marketers aim at satisfying customer needs at a profit. Growth teams strive to maximise customer equity and make choices based on the long-term success, with customer lifetime value and retention in mind.
Sustainable & scientific growth
A quick and quirky hack can steal the show, yet it’s not the intention of growth. Instead, we set off a chain of experiments that aim to move us closer to the product/market -fit. The success of a growth experiments is not important. Learning is. When the focus is on continuous learning, our focus shifts from hackticks to sustainable growth.
Transformation that sticks
Successful growth is equivalent to the growth team’s ability to execute. It’s made of the understanding of the fundamentals of sustainable growth and how to put it in practice. To make sure we can change things for good, we wanted to make our culture as the vessel of learning by doing as a team.
We created the process of growth with the following requirements in mind:
For meeting our strategic requirements, we chose the Four Fits Framework and the Growth Machine theory by Brian Balfour, as our guiding principles for building sustainable growth.
Assessing ventures with growth readiness
We developed growth readiness assessment and canvas as tools to gain a full picture of a venture performance as quickly as possible. We based the growth readiness assessment on the heuristic principles of the business model generation and lean startup.
Building the Growth model
Growth readiness gives insight on in which stage the venture is in its lifecycle. The Growth model uses this insight, to build a strategy of how the growth team can take the venture to the next stage.
By following the set growth principles, and to make sure the venture can graduate to the next stage, the growth team must look into:
Building the operational model
When the growth team has built the the strategic growth model, it’s time to put it in practice by operating growth in in the real market with real humans. The growth team runs its operations with an aim of either validating or disproving the growth hypotheses.
The growth team sets a single metric, the North Star metric, for its main guideline. The growth team runs a lean startup infused daily growth process to ideate, prioritise, run, and learn with scientific experimentation methods. The aim of the growth team is to be as fast as possible to experiment with as many experiments as possible to move the needle of the North Star metric to the right direction.
The growth team works in sprints, and comes together to follow its progress and make decisions based on venture-based and tailored data visualisation models.
Growth teams loan methods from different disciplines and walks of life, a growth team is hence not made of professional growth marketers but from all professions and roles that make a product team.
Growth team has an agnostic view on experimentation, since we cannot foresee what really works. This is why growth is a horizontal theme which goes everywhere and affects everything. Growth is thus a mindset that should be shared by all members of the growth team.
Real-time analysis and decision-making
We built a BI model based on a KPI framework to be able to monitor different ventures at different lifecycle stages in real time.
This solution gave different stakeholders, all the way from growth hackers to the steering group, data-proven decision-making power.