Chapter 11
Laying the Right Foundation for Company-Wide Growth
IN THIS CHAPTER
Starting small so that you can build the testing habit
Letting your CEO be the cheerleader
Seeing how sharing works in practice
My argument for growth has always been that what really moves the needle on it is when everyone in the company is aligned around what they need to do, collectively speaking, to impact their North Star Metric.
Adopting this kind of culture doesn’t happen magically. It starts small, collecting data on what kind of impact the innovations that are introduced actually have on growth. As the results of testing show success, that tends to generate more support company-wide, which in turn leads to higher-level investments of support, talent, and resources.
If you’ve ever watched the movie Moneyball, the entire premise of Billy Beane’s theory of baseball success is that you don’t need to hit home runs to win. If you put yourself in a position to just keep hitting singles, you’ll beat the team trying to chase the home runs, because the odds of hitting singles are higher.
Testing is just like that: Hit a lot of singles and score a lot of small wins, and soon the wins will pile up into ...
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