Startup Growth
sari and
Startup Growth
The way managers are taught to run companies seems to be like modular design in the sense that you treat subtrees of the org chart as black boxes. You tell your direct reports what to do, and it's up to them to figure out how. But you don't get involved in the details of what they do. That would be micromanaging them, which is bad.
Hire good people and give them room to do their jobs. Sounds great when it's described that way, doesn't it? Except in practice, judging from the report of founder after founder, what this often turns out to mean is: hire professional fakers and let them drive the company into the ground.
Aggressive growth projects often lead to UX cruft, slowly degrading long-term user engagement and retention. Yes, you can move short-term metrics by throwing a blocking modal that up-sells a subscription (yes newspaper websites, I’m talking about you!) but how long before that alienates long-term users?
10 years after "Growth Hacking"
tension and trade-off. short vs. long-term thinking.
