Albert Cheng: disagreement

Transcript context

…Can you speak more to that? Because I think that's such a nice way clarifying what is growth's role? Yeah, it resonates deeply with me because I feel like growth sometimes gets this reputation I guess that it's just pure metrics hacking, like we're cold people that just are trying to move a particular metric up and we're going to do whatever it can to throw walls and pay walls and add friction in all these spots. And even though that could theoretically work at a micro level on a specific feature or a specific metric, I think what's most healthy for a company, and I want to work at durable companies is to think about the user holistically. And when you take that framing of connecting users to the value of your product, that value can change for a user over time, and that also lines up really nicely to the journey. What someone that's not even a user yet needs to understand about the value proposition is super different than what a habitual user of three plus years might need. And so the teams working on them should think from that perspective and then from there, then ladder into specific problems to solve hypotheses, et cetera. Following that thread a little bit more, people listening to this are imagining, "How do I get better at experimentation? How do I run more experiments? How do we do this better?" What are two or three tips and best practices that you think people need to hear maybe are not totally aware of when they think about getting better at experimentation on our teams?…

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