Decide Where the Team Should Live
Now, step six, it's time to decide, okay? It's time to actually decide where should this team live? At this point you've delivered not one but two wins. You've been able to show that this team is effective. You're beginning to work together as a team. You're leveraging the growth accelerator process. And so it's time to decide, can this exist as a permanent team or does it need to stay a strike team? Now if you're doing this from the top down, then at this point, you have the equity to go ahead and make the decision. Alright? So this is a good time to decide, are we going to create a true integrated growth team? Are we going to actually do a corporate reorganization? It's scary, but at this point, you've done the testing, right? You've shown that it can work. You've done the experimentation. You're being sensitive to everything out there. You can, at this point, execute a corporate reorganization, if it's what you want to do. Or, alternatively, you can keep it separate. You can say I w...
ant this to continue running. I wanna keep this outside. I don't want this amazing, awesome new thing that's just rockin' and rollin' to be tainted by any of the existing stuff. Now, I'll tell ya if you're thinking that right now, then what the heck are you paying all the other people for if you're worried they're gonna taint your new, cool group that's getting stuff done? Right? You need to have this culture permeate there. That's the ideal state. Maybe you leave it within product. I really don't recommend this though. This is what I said before, I really don't recommend leaving your growth team within product. What they're going to wind up doing is just doing side little feature projects. You know what I'm saying? Any time someones like oh we really wanna do it this way. More times than not, the growth team, if they're left under product, they just get into bug fixing. Because every single growth ... You know if this bug weren't here, retention would be higher. This bug over here ... If shipping were faster then people would stick around longer. The growth team becomes a bug fix team. Whether it's software or physical products. I really don't recommend leaving it a product team. They just wind up responding to customer complaints. It can work as a silo, as a section of the marketing team. But like I said before, when I've seen this happen before, growth winds up essentially subsuming marketing. And I don't have a problem with that. I think that's healthy. I think that's a way to kind of naturally progress towards what I think is the in thing. And we already talked, I've said a couple times how I feel about putting this on the sales team and that I don't recommend it. Okay? So where is it going to live? Where is it going to end up?
It's a fact of life in the world of business: Sales and marketing teams just don't get along. But in order for a company to be successful, it's imperative to find a way for all parties to work together toward a single, overarching goal.
According to Ryan Deiss, founder and CEO of DigitalMarketer, the answer to this eternal conundrum is to develop a "growth team”—a cohesive unit that brings people together to minimize conflict and maximize revenue.
This course will take you through the step-by-step process of building a growth team, including how to establish an organizational structure, identify metrics and KPIs, and create meeting agendas. For companies wanting to take their business to the next level, this course is a must.
In this class, you'll learn how to:
- Identify the four roles and eight critical skills that define the modern growth team.
- Audit your existing team and fill in the gaps.
- Structure your team to maximize communication and accountability.
- Prioritize growth ideas and align your team to the same strategic goal.
- Develop the structure of growth meetings and decide on their frequency and who should be in attendance.
- Launch a growth team in both new and legacy businesses.
- Eliminate the conflict that's inherent between sales and marketing teams.
- Improve internal communication.
- Identify the metrics and KPIs that actually matter.