Rebecca Moore — Self-Disrupt for Growth (Turing Fest 2018)

To unlock growth, a business needs to continually (re)organise and (re)educate itself, across the disciplines of product, marketing and engineering. This presentation will talk through what we have done to continually organise and educate for growth at Skyscanner, and share the resulting learnings, successes, fails, tips and techniques.

Transcript

1. Self-disrupt for Growth Rebecca Moore | Director of Growth, EMEA
2. My journey
3. Europe, Middle East and Africa 19 2 65 Markets Tribes People
4. What is Skyscanner?
5. 30 languages 1k employees 50 nationalities 10 offices circa
6. QUESTION 2 What is growth? QUESTION 1 What is the goal?
7. Exponential & healthy growth Website & mobile unique monthly visitors
 (in millions) December 2004 April 2018 70m+ *data sourced from Google Analytics
8. Northern Star Total Ticket Value
9. Who is responsible for Growth?
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
15. Where do I start?
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 and Tribes 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
19. Squads and Tribes AMERICAS GROWTH APAC GROWTH EMEA GROWTH Automate and scale Localise and win in the market CENTRAL GROWTH
20. Alignment Autonomy Command and Control Directionless micro management Localised agility without scale, Agility and exponential scale
21. Alignment Autonomy Command and Control Directionless micro management Localised agility without scale, Agility and exponential scale
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
25. Monthly IteraEons 1 2 3 4 5 6 7 8 9 10 11 12 2 Cycles - 50% improvement 1 cycle - 25% improvement
26. Weekly IteraEons 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 2 Cycles - 50% improvement 1 cycle - 25% improvement
27. Daily IteraEons 1 5 9 13 17 21 25 29 33 37 41 45 49 53 57 61 65 69 73 77 81 85 89 93 97 101 105 109 113 117 121 125 129 133 137 141 145 149 153 157 161 165 169 173 177 181 185 189 193 197 201 205 209 213 217 221 225 229 233 237 241 245 249 253 257 2 Cycles - 50% improvement 1 cycle - 25% improvement 1000X Difference
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
30. The T-shaped digital marketing framework
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
33. Growth mindset, Carol Dweck
34. The cost of change
35. Impact
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
40. Alignment Autonomy Command and Control Directionless micro management Localised agility without scale, Agility and exponential scale
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
42. Alignment Autonomy Command and Control Directionless micro management Localised agility without scale, Agility and exponential scale
43. Email, push SEO CRM New verticals SEM Referral App Product level zeros
44. Trains
45. Ferries White Label
46. Arabic app
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 • The T-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; “The Toyota Way” (Jeffrey Liker) • Growth mindset; “Mindset” (Carol Dweck) • Strategy and Alignment; McKinsey 3 Horizons Full blog detailing this presso bit.ly/disruptforgrowth