Ben Williams: belief

Transcript context

…Cool. Okay. And then strategy we're talking about. Strategy. Yeah, so strategy, it's a good one. At a very basic level, you need to be able to answer questions. How do you acquire users? How do you retain users? How do you monetize them? I know you talked with Elena on that in more depth, but from there you need more detail. It's going to guide the growth teams and where they look for strategic opportunity, how they approach that. The best way I've found to articulate a growth strategy that fulfills the promise of usefully guiding the team's execution, it's the loop based model, Reforge, as specific kind of documentation that I think is great around that. Being able to identify the various micro and macro loops, how they're all connected, being able to document them in a qualitative model to communicate a shared understanding of how you grow. It's really powerful. Augmenting that then with the quantitative side of things, that helps guide quarter to quarter focus and ensure you can be intentional about where you're investing. That becomes a big enabler. You're never going to have a shortage of ideas in a high performing growth team. So knowing where to focus amidst that kind of sea of ideas is a really important role of the strategy and fairly on, you'll probably have one or two core loops, but inevitably you'll need to layer on and connect new ones over time. And having a framework for doing that and having a framework for regularly revisiting that in the context of growth, team learnings, changes in broader company strategy, evolution of the product, new features being added, and so on. Market shifts, that becomes a big up level for teams to be able to create timely impact. So the model you create there is what enables you to know at any time where the biggest constraints to your growth are and allows you to balance your growth investments accordingly. It's neat for sure. We've had times where we've focused on a broad set of constraints and opportunities and other times where we've had a much narrower focus. For example, on driving improvement to activation and engagement, even more narrowed like doing that through empty states, for example. I want to unpack the strategy piece real quick. How do you operationalize this idea of you have this growth model, growth loop, you figured out here's the ways we're growing. How do you tactically connect that to a strategy? Is it, here's how we're growing, here's where we're going to focus this quarter, optimize this part of the loop, or is there some other way? You write it down, basically.…

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