When MySpace was the leader in social networking, they never thought Facebook would catch up. But, there was a stark difference in how both of these companies operated, and it had everything to do with the different metrics they used to track their progress.
Read MoreProduct managers for enterprise companies have a lot more to deal with just creating an amazing product. What they also have to do is to get buy-in from the relevant stakeholders internally to ensure what they’re building is not just going to benefit the end user, but will benefit the executives and the organization itself.
Read MoreInvesting in 18-month digital projects just to launch to an audience that doesn’t need your product or service is something many companies—especially manufacturing companies—an experience quite often.
Read MoreWe all know March Madness is, well, madness. Between the crowds, the upsets, the bracket challenges, the name continues to be quite fitting.
We wanted to put our own spin on the bracket sensation this year, so we thought about what people go mad for…when it comes to mobile.
Read MoreI was motivated by a post on Reforge called Good Experiment, Bad Experiment in relation to growth, which was inspired by a classic post from Ben Horowitz on Good Product Manager / Bad Product Manager.
As a company, we’ve been running product experiments for a long time, and more recently, we’ve started doing more “digital growth experiments” with our clients. Digital experiments are still growth experiments but focused on larger organizations who struggle with moving from idea to product or service quickly.
Read MoreThere’s much more to a successful organization than simply perfecting your process and crafting a solid business model. Consider one of today’s most ubiquitous media enterprises Netflix, which states on its hiring page, “Our version of the great workplace is a dream team in pursuit of ambitious common goals.”
Read MoreAs we’ve run this experimentation model for our clients, I thought we would share our approach to running and managing growth experiments within companies.
The biggest failure of organizations is a lack of innovation. This is clear. But what is significantly less clear is exactly how to solve it.
Read MoreYou wouldn’t grab an umbrella without first looking outside, and you probably don’t stop to fill your car’s gas tank before checking the handy fuel indicator. But when you’re inside the walls of a company, it can be all too comfortable to fall back on gut feelings and the mantra of “we’ve always done it this way.” Sometimes sticking to what you’ve always done as an organization is the right move, but you’ll never be able to know for sure unless there’s a process in place to make sure everyone is always looking out the window to see if it’s raining before you decide to grab the umbrella. This shift doesn’t happen overnight--it comes about as a result of developing a strong data culture.
Read MoreIt’s a fact that for most restaurant owners, often already thin margins are generally made even thinner when partnering with delivery service apps. The likes of Caviar, Postmates, DoorDash, and others get by thanks to perpetual fees, with some businesses reporting their profitability has actually decreased as their delivery business has increased.
Read MoreIf you look at companies like Blockbuster and Nokia, or even Sears, they were all considered innovators in their respective industries.
But then, seemingly overnight, the innovation stopped. Nokia engineers had an idea for a touch screen, web-enabled, color phone three years before the iPhone was released, but Nokia executives turned it down because they thought the idea was crazy and not achievable.
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