In today's market environment, for companies to achieve sustained business growth, they need not only excellent products and services, but also a team focused on growth and a culture that encourages innovation and trial and error. This article will introduce how to build a business growth team and culture from the following three aspects:

Composition and responsibilities of the growth team

The growth team is a cross-departmental, cross-functional, cross-level organization that consists of people from different backgrounds, professions, and roles who are jointly responsible for the core growth metrics of the enterprise. Depending on the size, industry, goals, and other factors of the enterprise, the growth team can be composed in different ways, but usually includes the following types of personnel:

Growth Leader: is the leader of the entire growth team, responsible for developing growth strategies, allocating growth resources, overseeing growth execution, evaluating growth performance, and reporting to senior management. At the same time, it is also the driver of the digital transformation of the entire enterprise, responsible for communicating the value of the product or idea to the upper management and guiding them directly to the project itself.

Product Manager: is the core member of the entire growth team, responsible for defining user needs, designing product features, planning product roadmaps, and collaborating with developers to complete product development. At the same time, he is also the most important data analyst in the entire growth process, responsible for collecting user data, analyzing user behavior, mining user insights, and making decisions based on data.

Developers: are technical supporters of the entire growth team, responsible for implementing product functionality, optimizing product performance, ensuring product stability, and collaborating with testers to complete product testing. At the same time, he is also the most important rapid experimenter in the entire growth process, responsible for rapid prototyping or minimum feasibility products (MVP), and conductA/Btests or multivariate tests, etc.

Tester: is the quality assurance for the entire growth team, responsible for inspecting product functionality, finding product defects, proposing product improvements, and working with developers to complete product repairs. At the same time, it is also the most important user experience in the entire growth process, responsible for evaluating product ease of use, satisfaction, loyalty, and collecting user feedback or suggestions.

Operations: is the marketing promoter of the entire growth team, responsible for developing operational strategies, executing operational activities, managing operational channels, and working with partners to complete operational cooperation. At the same time, it is also the most important user guide in the whole growth process, responsible for attracting user attention, stimulating user interest, promoting user transformation, and cultivating user habits or loyalty.

设计人员：是整个增长团队的视觉传达者，负责设计产品界面、优化产品交互、提升产品美感，并与产品经理协作完成产品设计。同时，也是整个增长过程中最重要的品牌塑造者，负责传递产品理念、展示产品特色、打造产品形象，并建立品牌认知或信任等。

The above is an example of the composition of a relatively complete growth team. According to the actual situation, the team size and staffing can be flexibly adjusted. But no matter how to change, we must ensure the following:

The growth team should have clear goals and targets, as well as corresponding rewards and incentives.

The growth team should have a clear division of labor and responsibilities, as well as a corresponding communication and collaboration platform.

The growth team should have sufficient authorization and autonomy, as well as corresponding support and resource guarantee.

Collaboration models and processes for growth teams

Growth teams need not only the right people, but also efficient collaboration models and processes. In general, growth teams can take the following four steps to grow their business:

Problems found (Problem Discovery). Discovering problems refers to identifying problems or pain points that affect business growth through data analysis, user interviews, and competition research, such as high user churn, low user conversion rates, and low user activity. The purpose of identifying problems is to determine the priority and direction of the growth team and the criteria for measuring the effectiveness of growth.

Put forward the hypothesis (Hypothesis Generation). Proposing hypotheses refers to proposing possible solutions or improvements based on the problems found, and predicting their impact on business growth, such as adding boot pages, optimizing the registration process, and pushing notifications. The purpose of the hypotheses is to generate verifiable growth experiments, as well as to develop experimental designs and execution plans.

Validation experiment (Experiment Validation). Validation experiments refer to the rapid construction of prototypes or minimum feasibility products (MVP), and conductA/BTesting or multivariate testing, etc., to compare the impact of different scenarios on business growth metrics, such as click-through rates, registration rates, retention rates, etc. The purpose of the validation experiment is to test the validity of the hypothesis, as well as to obtain data support and user feedback.

Application promotion (Application Scaling). Application promotion refers to the selection of the optimal solution based on the results of verification experiments, and its application to the full number of users or target markets, and promotion through operational activities, cooperation channels, word-of-mouth communication and other ways. The purpose of application promotion is to amplify business growth effects, as well as continuous optimization and iteration.

The above is a more common growth team collaboration model and process example, according to the actual situation, you can flexibly adjust the sequence of steps and details. But no matter how to change, we must ensure the following:

The growth team needs to have a data-driven and user-oriented mindset, as well as appropriate data analysis and user research tools.

Growth teams need to have fast trial and error and continuous learning execution methods, as well as corresponding experimental design and verification platforms.

The growth team should have the ability to collaborate across departments, functions and levels, as well as the corresponding communication and coordination mechanisms.

Shaping and Dissemination of a Culture of Growth

Growth teams need to have not only efficient collaborative models and processes, but also a culture that supports growth. Growth culture refers to a corporate atmosphere and values that encourage innovation, trial and error, learning, sharing and cooperation. A culture of growth can be shaped and disseminated in the following ways:

Senior support: Senior management is the shaper and disseminator of the entire corporate culture. They must give full trust and authorization to the growth team, as well as necessary resources and support, and actively participate in growth projects to demonstrate. At the same time, they should also give reasonable expectations and evaluation to the growth team, as well as appropriate rewards and incentives, and publicly praise or promote success stories to boost morale.

Team building: The growth team is the practitioner and promoter of the entire corporate culture. They must reflect the characteristics of data-driven, user-oriented, rapid trial and error, and continuous learning in their daily work, and through regular internal sharing meetings and external exchanges., Team activities and other methods to strengthen team cohesion and sense of belonging. At the same time, they should also communicate and collaborate effectively with other departments or functions, and help others master growth methodologies or tools by providing training, consulting, guidance and other services to expand their influence.

User feedback: Users are the participants and beneficiaries of the entire corporate culture, and their use and evaluation of the company's products or services is the most direct and important criterion for measuring the effectiveness of growth. Therefore, the growth team should establish an effective user feedback mechanism, collect users' opinions or suggestions in a timely manner through questionnaires, user interviews, community interaction, etc., and optimize products or services according to users' needs or pain points. At the same time, the growth team should also establish an effective user communication mechanism, through word-of-mouth marketing, social media, content marketing and other ways, so that users become promoters or advocates of the enterprise, in order to form a positive cycle.

The above is a relatively simple example of growth culture shaping and dissemination. According to the actual situation, cultural content and form can be flexibly adjusted. But no matter how to change, we must ensure the following:

The growth culture should be consistent with the corporate vision, mission and values, and can stimulate the resonance and recognition of employees and users.

增长文化要能够适应市场变化、用户需求、技术发展等外部因素，并能够不断更新和完善。

The culture of growth should be able to land on concrete actions and results, and be able to continuously monitor and evaluate them.

Summary

The business growth team and culture are the two pillars of sustained growth. By building the right growth team composition, efficient growth team collaboration models and processes, and a growth culture that supports growth, companies can stand out in a competitive market and achieve rapid, stable and sustainable business growth.