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Prioritising Everything: Making Decisions When Nothing Makes Sense w/ John Sirisuth, Head of Growth at OurPath

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The convention in startupland is that moving fast, putting in the energy, time and work are the guiding principles that yield results - and ultimately growth. While these are key factors in how we prioritise experiments and make decisions, there's one element missing - direction. What's often ignored in the prioritisation process are the vectors of velocity, momentum, and lift as they relate to how we decide what to do next.

Choosing the 'right' thing to experiment on
-Litmus tests for understanding the health of users
-Strategies for product scoping, and growth
-Arriving to the right metrics

Being comfortable with change
-Knowing team and what brings them energy
-The evolution of processes over time
-Growing product, team, culture, and community in flux

Coming to conclusions and the next choice
-Reflection and retrospectives
-Learning to say "No" or, "Not right now"
-Picking the next thing to work/experiment on

John Sirisuth, Head of Growth at OurPath, joined us at The Family to share his early insights on leading Growth, prioritising experiments, and creating a company culture where Growth is all-hands-on-deck.

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Prioritising Everything: Making Decisions When Nothing Makes Sense w/ John Sirisuth, Head of Growth at OurPath

  1. 1. Prioritising everything: Making decisions when nothing makes sense
  2. 2. OurPath We’re here to help people take control of their health
  3. 3. OurPath We’re here to help people take control of their health Dreamers Doers Everyone in-between Happiness Livelihood Well-being Team Values Together Understand Enable Empower Knowledge Action Augment
  4. 4. introduction First Head of Growth (Intern, Oct 2017) 9 employees to 50+ today Under $4M in funding About me
  5. 5. introduction Speed Energy Time One-dimensional approaches to Growth/prioritisation Decisions when there is no ‘clear’ indication
  6. 6. Choosing the ‘right’ thing
  7. 7. our Health is personal User first, always • Users are people • Not optimising for results, optimising for shortening user time-to-value • Name of the game is constantly engaging with who is using our service • Everyone on the team, in one form or another interacts with a user • NPS qualitative feedback • User reviews • User interviews • #feedback
  8. 8. problems needed solving Continue to ask questions Getting familiar with user needs • What is the thing people want to achieve? • What have they done before to solve this problem? • Have they encountered any barriers in the past? • Why have they sought a new solution, us in particular?
  9. 9. net promoter score NPS 0-10 How likely are you to recommend us to a family member or friend? • Couple the NPS with qualitative feedback • Parse out the themes from detractors, neutrals, and promoters • Collect and evaluate feedback regularly – communicate to team
  10. 10. retention & engagement Define the core retention metric Filling a leaky bucket ≠ growth • What is the user’s offline analog solution for solving the problem? • What action(s) on the platform indicates that the user is deriving some form of value? • How are we charting these actions over time? • Are the cohorts becoming ‘stronger’ over time? • Are the cohorts trending towards 0?
  11. 11. compounding growth Build something that gets better over time Linear vs exponential growth • Easy to think short-term and in immediate gains • Easy to launch a campaign, harder to capture its output • Cohorts of users must be built on top of each other • AR(E)R (AARRR) • With the on-boarding of each new user, the experience becomes better over time
  12. 12. velocity How do we get there faster? Is this the thing that’s going to take more users where they want to go? • Apart from hypothesis-led, 10x ideas – we evaluate on impact • Are there any barriers to implementation? • Is the environment conducive to learning quickly? • Shipping experiments quickly for results and learning quickly are very different things.
  13. 13. experimentation Hedging your ‘bets’ Everyone has ideas • What do the data say? • Qual/quant • How are users behaving currently? • What is the intended user behaviour and outcome as a result? • In what way will the idea bring greater value to the user? • How will this age over time, how does the user respond? • Acknowledge risks, don’t be afraid to take them – but always learn
  14. 14. Comfort with change
  15. 15. investing in team
  16. 16. understanding environment Open channels of feedback Everything changes • Changes are stressful, understanding what stresses people out is also stressful • Build a culture in which we can have difficult conversations, so we can solve difficult problems • Great power of physical environment and colliding with one another
  17. 17. organisational change Build for the future to build the future Encouraging leadership and learning • Discover each other’s superpowers and ask about them, empower your team to cultivate those things (and cross-pollinate them) • Always be learning, create a platform for people in which new insights are deeply cherished • Prepare for the good that comes of people feeling empowered, curious, and able
  18. 18. process evolution Growth @ OurPath Everybody should feel valued • Entire team involvement, “Hey, what do you think about this?” • Idea backlog • Smaller meetings, key stakeholders with open communications • Primers and recaps • Prioritised solutions pro-typed and fleshed out • Problem-based squads forming
  19. 19. user transparency Stay communicating with users Early, retained users are loyalists • Collecting feedback is great, involving users throughout the building process is better • Let them know that you actively listen to them • Celebrate your users, after all – they’re the reason why we’re here
  20. 20. Coming to conclusions
  21. 21. reflection What happened? “We did a thing” • What was the hypothesis? • What was the metric that trying to be moved? • Where was the direction we want to move towards? • Are there any gaps in the data? • Was this experiment designed in the most robust way possible? If so, how? If not, how can ensure it is for the next time?
  22. 22. saying ’no’, or ‘not right now’ Is this aligned with direction and team? Taking the temperature • Why is this still the thing you’re focused on at the moment? • Why is this still the thing that will take your users where they want to go? • Why is the team willing to spend their time, energy, and effort in on this particular thing?
  23. 23. making moves Data, direction, decisions Now, where do we go from here? • Why are the data saying that there is light and heat in this direction? • Can we reduce any more barriers to learning (on the org side), or can we reduce any more barriers for the user to execute the intended action (to create lift)? • If we can do more that will take us in the right direction quickly, let’s do that (are we learning, is the user receiving value, is there potential for compounding growth?)
  24. 24. Say hello hello@ourpath.co.uk @johnsirisuth

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