The Growth Dilemma: One Size Fits All or Tailor-Made?

As I was diving into a newsletter about growth hacking, I couldn't help but resonate with some of the concepts discussed. These aren't new ideas—many of you have probably pondered them before—but they remain as relevant as ever. The central question is: Does anyone or any company really have "it" when it comes to growth? And, more importantly, should there even be a dedicated growth team within an organization?

Does "It" Really Exist?

In the world of business, particularly within the Product-Led Growth framework, there's often a search for that elusive "it"—the secret sauce that propels a company to exponential growth. But does "it" actually exist? Or is growth a more nuanced and complex process that requires a tailored approach?

At HighAltitude, we firmly believe in tailor-made solutions. However, this doesn't mean we're reinventing the wheel every time we engage with a potential client. Instead, it's about understanding that while the principles of growth may be universal, their application should be unique to each company's specific context. But this leads to another pressing question: Should there be a dedicated growth team, or should growth be a responsibility shared across the entire organization?

To Growth Team or Not to Growth Team?

The debate over whether there should be a growth team often boils down to the question of mandate. Who has the authority to make decisions when there are differing opinions on growth strategies? Is it the CEO? The CPO? The CMO? Or should everyone within the organization be a growth champion? Conversely, should there be voices of resistance to ensure that growth is balanced and sustainable?

The idea of integrating a growth team into the broader organization is not straightforward. Some argue that a specialized team can drive focused efforts, while others believe that growth should be an organization-wide mindset, with everyone contributing to and benefiting from it. There's also the question of metrics—how do we truly measure success? Is it by deliverables, or is it by how empowered people feel within the organization?

Lessons from the Extremes: Growth Gone Right and Wrong

Growth Gone Too Far: WeWork

WeWork is a prime example of a company that grew too fast, too soon. Driven by a vision to "elevate the world’s consciousness," the company rapidly expanded globally, often ignoring the fundamentals of sustainable business growth. The result was a spectacular rise followed by an equally spectacular fall. The WeWork saga highlights the dangers of unchecked growth and the importance of balancing ambition with reality.

Growth Stagnation: Kodak

On the flip side, Kodak serves as a cautionary tale of a company that failed to grow when it had the chance. Once a dominant player in the photography industry, Kodak was slow to adapt to the digital revolution. Its reluctance to innovate and embrace change led to its eventual decline. The lesson here is that growth isn't just about expansion—it's also about evolution and the willingness to embrace new opportunities.

Tying It Back to Product-Led Growth (PLG)

Both of these examples tie back to the principles of Product-Led Growth. In a PLG framework, the product itself is the primary driver of growth, with a focus on delivering value to users at every stage. For companies like WeWork, a more measured approach to product development and market expansion could have mitigated the risks of over-expansion. For Kodak, a stronger commitment to innovating the product could have kept the company relevant in a rapidly changing market.

At HighAltitude, we advocate for a balanced approach to growth—one that recognizes the need for tailor-made solutions while also adhering to proven principles. Whether or not a growth team is necessary depends on the unique needs and goals of the organization. What’s essential is a clear vision, a commitment to sustainable, resilient growth, and a willingness to adapt to change.

Conclusion: The Growth Journey

The journey of growth is never one-size-fits-all. It’s a complex, dynamic process that requires both strategic planning and adaptability. Whether through a dedicated growth team or an organization-wide effort, the goal should always be to foster sustainable, balanced growth that aligns with the company's long-term vision.

So, does anyone really have "it"? Perhaps the real secret is acknowledging that there is no single answer—only the right approach for your unique situation.