New products need
new ways to grow.
I led a shared growth pod across brand, product, creative, media, digital and analytics to support new product offerings and find more nimble ways to test and optimize.
- The setting
- An established business launching new types of products
- My role
- Growth pod and strategy leadership
- The work
- Cross-department growth planning and activation
The assignment
The business was introducing new kinds of products into an established operation. Growth depended on how different functions could support the launches, identify opportunities and act on what they learned.
My work focused on connecting those decisions across the teams responsible for the product, the message, the media and the customer experience.
What I led
- A shared growth pod bringing different functions around the same priorities.
- Go-to-market and testing plans for new product offerings.
- A common view of the customer journey, connecting creative, media, digital and measurement.
- Work across departments to make testing, learning and optimization easier to act on.
What we put in place
Shared priorities, launch and testing plans, and a view of measurement across the customer journey.
The growth pod gave specialists from different parts of the business a way to work on the same opportunities together, with testing and improvement built into the approach.