For the rest of the notes for this slideshow, read my full narrative over on our Skyscanner Growth blog at https://medium.com/@Skyscanner/self-disrupt-for-growth-aef8cf4e78da
7. Exponential & healthy growth
Website & mobile unique monthly visitors
(in millions)
December 2004 April 2018
70m+
*data sourced from Google Analytics
10. How do you continue to grow when you
have started to amass some scale?
Hard. Complex. There are no
constants.
11. HOW WE THINK IT SHOULD WORK HOW IT ACTUALLY WORKS
12. Family Tribal Village City Nation
Small, close knit
adaptable team
Larger team,
some specialists
Many teams,
support functions,
specialists
Global company,
many offices,
many specialists,
new products
Multiple
companies,
multiple products
Employees 1s 10s 100s 1,000s 10,000s
User scale
(B2C)
10,000s 100,000s 1,000,000s 10,000,000s 100,000,000+
Customers -
B2B
0 1s 10s 100s 1,000+
Revenue <$10m $10m+ 100M+ $1B+ $5B+
Blitzscaling,
Reid Hoffman
13. When and why to change your Growth Org?
“Learning and innovation go hand in hand.The arrogance
of success is to think that what you did yesterday will be
sufficient for tomorrow.”
William Pollard
14. What did we want
to achieve?
• Innovation in current markets
• New/emerging channels
• New/emerging markets
• Hacks, cheap and free wins
• Referral, proprietary channels
• Growth baked into the
product, not an afterthought
• …and all of this at scale across
40+ markets
16. How did we go about achieving it?
ENABLERS INJECTIONS
• Organised for market focus
with global scale
• Rapid execution
• Able to test, pivot and iterate
across the entire marketing
mix in entire market at velocity
• Fearless at execution
• Structure – tribes and squads
• Lean Start-up - scientific and
agile approach
• T-shaping
• Growth mindset
17. How did we go about achieving it?
ENABLERS INJECTIONS
• Organised for market
focus with global scale
• Rapid execution
• Able to test, pivot and iterate
across the entire marketing
mix in entire market at velocity
• Fearless at execution
• Structure – tribes and
squads
• Lean Start-up - scientific and
agile approach
• T-shaping
• Growth mindset
18. Squads andTribes
Tribe Lead
ORIENTED AROUND A CLEAR
GOAL
Tribe Support
(Analyst, Engineering
Lead)
Autonomous team with
all skills to execute
Market Growth Lead
or Product Owner
22. How did we go about achieving it?
ENABLERS INJECTIONS
• Organised for market focus
with global scale
• Rapid execution
• Able to test, pivot and iterate
across the entire marketing
mix in entire market at velocity
• Fearless at execution
• Structure – tribes and squads
• Lean Start-up - scientific
and agile approach
• T-shaping
• Growth mindset
23. “Speed of iteration beats Quality of Iteration”
Boyd’s Law of Iteration
MiG 15/ F-86
OODA Loop: Observe, orient, decide, act
24. SCENARIO A
2 cycles
per improvements for
50% gain
SCENARIO B
1 cycles
per improvement for
25% gain
29. How did we go about achieving it?
ENABLERS INJECTIONS
• Organised for market focus
with global scale
• Rapid execution
• Able to test, pivot and
iterate across the entire
marketing mix in entire
market
at velocity
• Fearless at execution
• Structure – tribes and squads
• Lean Start-up - scientific and
agile approach
• T-shaping
• Growth mindset
31. How did we go about achieving it?
ENABLERS INJECTIONS
• Organised for market focus
with global scale
• Rapid execution
• Able to test, pivot and iterate
across the entire marketing
mix in entire market
at velocity
• Fearless at execution
• Structure – tribes and squads
• Lean Start-up - scientific and
agile approach
• T-shaping
• Growth mindset
32. Desired culture and mindset
“Culture eats strategy for breakfast”
Peter Drucker
37. Family Tribal Village City Nation
Small, close knit
adaptable team
Larger team,
some specialists
Many teams,
support functions,
specialists
Global company,
many offices,
many specialists,
new products
Multiple
companies,
multiple produs
Employees 1s 10s 100s 1,000s 10,000s
User scale
(B2C)
10,000s 100,000s 1,000,000s 10,000,000s 100,000,000+
Customers -
B2B
0 1s 10s 100s 1,000+
Revenue <$10m $10m+ 100M+ $1B+ $5B+
Blitzscaling,
Reid Hoffman
38. #FAIL FORWARDS
• High autonomy / low alignment (and duplication, inefficiency, blockers to scale)
• To scale, growth should be owned by the whole business
MANAGING NEXT TRANSITION
• Refining our structure continually investing in our people
39. #FAIL FORWARDS
• High autonomy / low alignment (and duplication, inefficiency,
blockers to scale)
• To scale, growth should be owned by the whole business
MANAGING NEXT TRANSITION
• Refining our structure continually investing in our people
41. Product market fit
Channel market fit
Market performance
User behaviour and feedback
Competitive landscape
Commercial landscape
Market dynamics
USPs and gaps to competition
Funnel and key metrics
Horizon 1:
Maintain and
defend Core
business
Horizon 2:
Nurture emerging
business
Horizon 3:
Create genuinely
new business
Value
Time
47. #FAIL FORWARDS
• High autonomy / low alignment (and duplication, inefficiency, blockers to scale)
• To scale, growth should be owned by the whole business
MANAGING NEXT TRANSITION
• Refining our structure continually investing in our people
48. Having one king or queen of a tribe isn’t the answer,
you need shared leadership.
Tribes are tribal and mega tribes get inefficient
(rule of thumb < 10 squads; >5).
Don’t forget about line management
49. Market Growth Lead
(MGL)
• Drives market strategy
• Peer to Squad Lead
• T-shaped and executes
• Majors in "Individual
Contribution" or "Business
Outcomes Orientation“
• Leads market strategy in 1-2
squads
Squad Lead
(SL)
• Max 50% time line managing
• Peer to Market Growth Lead
• T-shaped and executes
• Majors in people leadership
• Line manages up to 8 people
in 1-2 squads
50. Results
Skyscanner is a great
place for me to learn
and develop
98%
I have regular
performance reviews
with my manager
98%
I have ability to
grow
professionally
90% 85%
My manager has
a genuine
interest in my
career
51. How do you continue
to grow when you
have started to amass
some scale?
Continue to
self disrupt
• Get a scalable org model and know
when to revisit it
• Small batches, small cycle times,
scientific approach, agile, no waste
• Growth is everyone’s problem
• Choose the right North Star
• TheT-shaping never ends
• Growth mindset culture underpins
52. Self-Disrupt Starter Kit
• Growth transition,Tribes and Squads - Skyscanner Growth Blog; medium.com/@Skyscanner
• How an organization scales; “Blitzscaling” series of lectures (Reid Hoffman)
• Scientific approach and cycle times; “Lean Start-up” (Eric Reis)
• Agile in marketing; Agile marketing manifesto
• Improving operational efficiency; “The Goal” (Eliyahu Goldratt)
• Lean and eliminating waste; “TheToyota Way” (Jeffrey Liker)
• Growth mindset; “Mindset” (Carol Dweck)
• Strategy and Alignment; McKinsey 3 Horizons
Full blog detailing this presso bit.ly/disruptforgrowth
Editor's Notes
Hi There, really excited to be here, on our doorstep, talking to you about Growth.
I mean 2 things by Self-Disrupt. I mean literally self – myself, yourself, ones-self. As a leader in particularly tech but this applies to any business, you need that mindset of being able to let go of previous truths and seek out new ones, to continually embrace change and learn faster than anyone else.
And I also mean the organisation as a whole, and all its traditional views, conventional wisdoms and those held by everyone in it.
Both of these are critical to continuing to grow, even when you get big.
I’ve had quite a varied and unusual journey to my current role. I am actually an industrial engineer by degree, I spent quite a bit of my early career in food and drinks, manufacturing, retailing, consultancy and banking and worked all around the world across Europe, Asia and the Americas.
I was introduced to the team at Skyscanner and joined their business strategy and ops team 4 years ago. Skyscanner was yet another industry hop for me, and I’m working on a product I love, and an organisation I really care about, based in Scotland, which is awesome. When I joined, my first project was to transform our very traditional marketing team into a Growth organisation, and I’m going to talk more about that today.
I then set up and ran our APAC Growth team. During my time there we fully embedded our new teams, approach and ways of working, and also saw some transformative growth, doubling our growth rate across APAC in 6 months.
So after taking some time out for maternity leave last year, I returned to take up this role, leading Growth for our Europe, Middle East and African markets.
134 markets, TTV £209bn
For the rest of the notes for this slideshow, read my full narrative over on our Skyscanner Growth blog at https://medium.com/@Skyscanner/self-disrupt-for-growth-aef8cf4e78da
For the rest of the notes for this slideshow, read my full narrative over on our Skyscanner Growth blog at https://medium.com/@Skyscanner/self-disrupt-for-growth-aef8cf4e78da