Ben Williams: belief

Transcript context

…Oh yeah, okay, let's do that. Let's finish that thread. -Cool. So people and process was the first and we'll cover process really quickly. I think on the process side, at a minimum here you need well understood, documented growth processes, practices, working cadences. Teams in growth need to work differently in some ways from R and D teams working on core product, assuming otherwise, and just giving growth responsibility to an existing team without working with them to implement appropriate ways of working. I think it's a common track. Ideally you get to a point there where the growth process is something that's continually refined and iterated on trying to build in more predictability. But what I've found I think most singularly most important in a growth process is facilitating a rapid learning cadence and providing the means to socialize those learnings, surfacing them in the right place at the right time so they can be leveraged and at the context. And if you think about experimentation, it's not about delivering outcomes it's about generating learnings that the organization can leverage effectively to deliver outcomes. Might not be now, might not be tomorrow or some point in the future. But the sad reality is that without good process learnings easily end up unused and gathering dust. And you have to ask then what was the point? So as people in process and you know when that's on the right track, when you start to see enthusiastic sharing of learnings, when you see regular contribution of ideas coming from everyone in the form of well crafted hypotheses that are based on data and learnings. And when you see a wide variety of folks, just assuming end to end ownership of managing and running experiments instead of delegating that to the product manager or an engineer and tech lead. So yeah, that's people in process and strategy is- Let me throw in a question real quick before we get to the last piece.…

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