Primary recommendation (sharp + timely):

“Don’t Automate Chaos: Why Most AI Transformations Fail”

Alternatives (more/less provocative):

1. “Rocket Boosters on Paper Planes: The AI Implementation Trap”
2. “AI Isn’t the Problem—Your System Is”
3. “Agentic AI, Real Risk: How to Avoid Scaling Dysfunction”
4. “The 80% AI Failure Rate: What Leaders Keep Missing”
5. “AI Transformation ≠ IT Project: The Systems Approach”

Episode summary (listing copy)

Companies are spending thousands — even millions — on AI. And then… confusion. Worse outcomes. More complexity. More opacity. Sometimes, real reputational or legal blowback.

In this episode of How to Build a Growth System, Colin and Chris unpack why so many AI rollouts are failing to deliver measurable value — and why the “race to AI” is pushing organisations into a dangerous pattern: automating broken systems.

Drawing on widely reported failure rates (including claims that ~80% of organisations see no measurable positive impact), they argue the core issue isn’t the model, the vendor, or whether GenAI “works.” It’s that leaders are treating AI like just another tool rollout, when it’s actually a business transformation problem.

The conversation explores:

1. Why AI often becomes “a rocket booster on a paper aeroplane”
2. How agentic AI can amplify risk when goals, rules, and context are unclear
3. Real-world cautionary tales (including public failures like AI drive-thru ordering and misguided regulatory chatbots)
4. The systemic causes behind bad outcomes: broken processes, contradictory information environments, weak governance, and unclear ownership
5. Why “move fast and break things” becomes far more dangerous with autonomous systems
6. The missing ingredient: systems education at the executive level

And crucially, they outline what to do instead: treat AI as a transformation programme, understand and redesign the underlying system first, and only then layer intelligent automation on top — with governance that enables speed through clarity, not just legal risk mitigation.

The takeaway is simple: AI can be a force multiplier — but only for organisations with foundations solid enough to multiply what works, not what’s broken.

In this episode of How to Build a Growth System, Colin and Chris go one level deeper, exploring the signals underneath the dashboard and how to turn them into feedback loops that make your business faster, smarter, and harder to knock off course.

They break down feedback loops in plain language: a loop isn’t a metric you monitor — it’s a signal that reliably triggers action and creates learning. From thermostats and sweating to customer reviews and churn, feedback loops are operating in every business whether you harness them or not.

You’ll learn:

1. What feedback loops are (and why they’re the “control wiring” of the organisation)
2. The difference between reinforcing loops (that compound change) and balancing loops (that restore stability)
3. Why “flywheels” are only part of the story — and how loops interact across teams
4. How qualitative “quiet signals” (call transcripts, support themes, community chatter) can be better leading indicators than headline metrics
5. A practical way to audit your loops using signal → insight → decision → action and the hidden killer: latency
6. Common failure modes: listening too slowly, too much noise, and dead loops with no ownership
7. Why acting faster isn’t always better — and how overreacting can create oscillations and unintended side effects

The big takeaway: if you want dashboards that truly help, start treating them as gauges of the loops that drive behaviour, not a wall of numbers. Tune into the right signals, assign ownership, and build operational rhythms that turn feedback into action — at the right speed.

In this conversation, Colin and Chris explore the dysfunctions caused by poorly designed dashboards in organizations. They discuss how metrics can mislead teams into believing they are successful while the reality is quite different. Through examples like the Royal Bank of Scotland, they illustrate the dangers of metric fixation and the importance of designing dashboards that reflect true performance. The discussion emphasizes the need for a cultural shift towards valuing truth and learning over mere numbers, and offers practical advice for revenue leaders on creating effective dashboards that drive meaningful outcomes.

Takeaways

1. Dashboards often misrepresent reality, leading to false success.
2. Metric fixation can create a culture of gaming the system.
3. Siloed dashboards can cost businesses over a trillion dollars annually.
4. Goodhart's Law highlights the dangers of tying metrics to compensation.
5. Effective dashboards should have counter metrics to prevent gaming.
6. Shared ownership of metrics can reduce departmental silos.
7. AI can help refine metrics but doesn't replace the need for good design.
8. Cultural change is necessary to prioritize learning over gaming.
9. Identifying toxic dashboards is crucial for organizational health.
10. A minimum viable dashboard should focus on a few key metrics.

Chapters

00:00 The Dashboard Dilemma

02:05 The Illusion of Success

06:36 The Cost of Metric Fixation

09:53 Goodhart's Law and Its Consequences

14:30 From Good Intentions to Dysfunction

21:00 Identifying Toxic Dashboards

23:55 The Dashboard Dilemma

27:36 Designing Effective Dashboards

33:00 Shared Metrics and Collaboration

35:00 The Role of AI in Metrics

38:15 Practical Advice for Revenue Leaders

43:52 Cultural Shifts in Metrics Management

In this episode of How to Build a Growth System, Colin and Chris unpack the concept of growth debt — the organisational equivalent of technical debt — and why it may be costing scaling companies 20–30% of their revenue without anyone realising.

Starting with Stripe’s finding that a third of developer time is lost to technical debt, the conversation zooms out to show how similar dynamics play out across people, processes, systems, and culture. The result? Teams working harder than ever, yet delivering less. Strategy that looks great on slides but never quite lands. And organisations that slow down just as they try to accelerate.

Through a real-world SaaS case study, Chris explains how a well-intentioned attempt to speed up sales created cascading failures across customer success, marketing, onboarding, and data — a textbook example of growth debt compounding over time.

The episode explores:

1. What growth debt actually is (and why it’s more dangerous than technical debt)
2. How complexity, context switching, and tool sprawl erode performance
3. The warning signs leaders miss — from stalled strategy execution to rising churn
4. Why throwing more tools, people, or budget at the problem usually makes it worse
5. Practical ways to surface, measure, and start paying down growth debt before it becomes existential

The key takeaway? Sustainable growth isn’t about moving faster everywhere — it’s about knowing where to slow down, reducing complexity, and designing systems that still work when you double in size.

If you’ve ever felt like your organisation is running at full speed but getting nowhere, this episode will help you see why — and what to do next.

In this episode, Chris and Colin argue they’re something else entirely.

Silos aren’t caused by people failing to work together — they’re the natural output of the systems those people are working in.

Through real-world examples, systems thinking, and practical tools, this episode breaks down:

1. why smart, well-intentioned teams still end up working at cross-purposes
2. how organizational structure quietly overpowers individual intent
3. and what leaders can actually do to diagnose and fix the real causes of siloed behavior.

This is a diagnostic-first conversation focused on fixing systems, not blaming people.

What you’ll learn in this episode

1. Why silos form even when everyone is competent and motivated (Hint: structure beats intent, every time.)
2. The difference between people problems and system problems — and how to tell which one you’re actually dealing with.
3. Why “alignment meetings” rarely create alignment and often make the underlying issues worse.
4. How Conway’s Law shows up in customer experience (your org chart leaks into your product).
5. Why coordination costs rise exponentially as organizations scale — and what that means for growth teams.
6. How to spot systemic friction including misaligned goals, unclear ownership, broken handoffs, and siloed data.
7. Value Stream Mapping, explained simply and why it’s one of the most powerful tools for diagnosing growth friction.
8. A concrete lead management example showing how hours of delay and wasted effort can be eliminated with better system design.
9. The role of shared goals, shared context, and incentives in breaking silos sustainably.
10. Practical advice you can apply this week without mapping your entire organization or launching a transformation program.

In this episode, Colin and Chris explore the concept of self-organization as a superpower for B2B growth. They discuss the paradox of agility versus control, the impact of bureaucracy on innovation, and the cultural biases that lead to over-control in organizations. Through the metaphor of a bowling lane, they illustrate the importance of clear purpose and boundaries in enabling teams to self-organize effectively. The episode also features a case study on Burt's Org, a healthcare company that successfully implemented self-organizing teams, leading to improved outcomes. The conversation concludes with practical advice for leaders on fostering self-organization within their teams.

Chapters

00:00 Introduction to Growth Systems

02:48 The Paradox of Agility and Control

05:50 The Impact of Control on Innovation

08:39 Cultural Bias Towards Control

10:31 The Bowling Lane Metaphor for Purpose

12:53 Case Study: Burt's Org and Self-Organization

15:42 Implementing Self-Organization in Teams

17:41 Final Thoughts on Control and Growth

Keywords

B2B growth, self-organization, agility, control, innovation, management, organizational design, growth systems, leadership, team dynamics

The conversation also highlights the risks associated with mastery silos and skills decay, advocating for a more holistic approach to knowledge transfer and development within organisations.

In this episode, Chris and Colin discuss the importance of managing intellectual capital within organisations, emphasising the need for active management to prevent skills decay. They explore the role of feedback loops in knowledge management and how embedding AI mastery is crucial for future organisational success.

The conversation also delves into the concept of collective mastery and networked intelligence, highlighting the significance of cultural fit in hiring practices. Finally, they touch on the future of intellectual capital and the integration of AI in organisational processes.

00:00 Understanding Mastery in Growth Systems

06:01 The Role of Psychological Safety

14:05 Dimensions of Mastery

20:10 Breaking Down Mastery Silos

24:29 Addressing Skills Decay

27:36 Managing Intellectual Capital

30:12 Feedback Loops in Knowledge Management

34:37 Embedding AI Mastery in Organizations

41:15 Collective Mastery and Networked Intelligence

48:38 The Future of Intellectual Capital and AI

The speakers share cautionary tales of incentive mismanagement and explore the nuances of fixed versus variable compensation in driving desired behaviours. In this conversation, Chris and Colin delve into the complexities of sales incentives, discussing how to structure them effectively to drive desired behaviours and outcomes. They explore the pitfalls of traditional incentive systems, the importance of aligning incentives with long-term goals, and the need for adaptability in incentive plans.

The discussion highlights the significance of measuring inputs and outputs, the dangers of gaming the system, and the role of both financial and non-financial incentives in motivating sales teams.

00:00 Understanding Incentives in B2B Growth

03:02 The Impact of Compensation Structures

05:58 Short-Term vs Long-Term Incentives

08:56 Feedback Loops in Incentive Systems

12:08 Misalignment of Values and Incentives

15:00 Cautionary Tales of Incentive Mismanagement

17:58 Balancing Fixed and Variable Compensation

24:54 Transforming Sales Incentives

30:37 The Gaming of the System

32:51 Designing Adaptive Incentive Systems

39:53 Long-Term vs Short-Term Incentives

45:41 Final Thoughts on Incentives

Best practices for effective collaboration are explored, emphasising the need for shared purpose and operational rhythm. The episode also addresses the significance of asynchronous communication in reducing meeting overload and enhancing productivity. This conversation explores the evolving nature of collaboration in the workplace, emphasizing the importance of asynchronous communication, the balance between synchronous and asynchronous work, and the impact of AI agents on teamwork.

The speakers discuss how effective communication strategies can enhance productivity and decision-making, while also addressing the challenges posed by static frameworks in dynamic environments. They delve into the rise of AI agents, their role in augmenting human capabilities, and the need for governance and explainability in AI workflows. The discussion concludes with a reflection on the future of work and the necessity of adapting collaboration practices to incorporate AI technologies.

00:00 Understanding Collaboration in Growth Systems

07:11 Identifying Collaboration Pitfalls

12:11 Best Practices for Effective Collaboration

20:52 Designing Operational Rhythm for Collaboration

25:51 The Role of Asynchronous Communication

32:36 Enhancing Collaboration Through Asynchronous Communication

35:56 Balancing Synchronous and Asynchronous Work

44:11 The Rise of AI Agents in Collaboration

57:59 Navigating the Future of Work with AI

Ultimately, the episode underscores the importance of understanding the informal networks and true power dynamics that exist within organisations. In this conversation, Colin and Chris explore the complexities of authority within organisations, particularly in the context of mission-based teams and the growth team operating system. They discuss the importance of understanding informal authority structures, the management of cross-functional teams, and the need for clear governance to ensure effectiveness.

The conversation also delves into how authority evolves during crises and the significance of scenario planning to prepare for potential disruptions. Ultimately, they emphasise the need for organisations to be agile and adaptable, fostering a culture that can respond to changes and challenges effectively.

00:00 Understanding Authority in Organisations

06:35 Balancing Centralisation and Decentralisation

16:26 Feedback Loops and Organisational Health

22:54 Shadow Authority and Informal Networks

30:44 Mapping Authority Structures

33:01 Managing Mission-Based Squads

41:11 Authority in the Growth Team Operating System

47:11 Navigating Authority During Crises

54:54 Building Agile Organisations

The conversation emphasises the necessity of understanding the real workings of an organisation to improve efficiency and effectiveness in growth strategies. In this conversation, Chris and Colin explore the complexities of integrating technology into organisational processes, emphasising the importance of aligning strategies with real-world execution. They discuss the risks of over-engineering solutions without proper understanding and the necessity of stakeholder buy-in for successful implementation.

The dialogue highlights the significance of pilot programs, cultural resistance to change, and the strategic application of automation to enhance workflows while avoiding common pitfalls.

00:00 Understanding Workflows in Growth Systems

05:12 The Complexity of Documenting Processes

09:59 Identifying Friction Points in Workflows

15:05 Mapping Current Processes for Improvement

19:52 Optimizing Interconnections and Interfaces

24:55 Designing Achievable Workflows

26:18 Integrating Technology for Process Improvement

32:00 Bridging the Strategy to Reality Gap

36:31 The Importance of Pilot Programs

39:21 Cultural Resistance to Process Adoption

43:11 Strategic Automation in Workflows

In this conversation, Chris and Colin explore the evolving landscape of technology in growth teams, emphasising the importance of RevOps in making informed technology decisions. They discuss the challenges posed by the proliferation of tools, context switching, and cognitive load on employees. The conversation highlights the need for democratization of technology use within organizations and the potential of AI to streamline processes and reduce the burden of managing multiple applications. Ultimately, they advocate for a human-centered approach to technology integration in order to enhance productivity and collaboration.

00:00 Introduction to B2B Growth Systems

01:50 Understanding Infrastructure in Growth Systems

06:33 The Role of Feedback Loops in Tech Stacks

09:49 Centralisation vs. Local Autonomy in Tech Decisions

15:28 The Rise of Shadow IT and AI

22:43 Emerging Capabilities in Technology

29:29 Collaborative Ownership of Infrastructure Decisions

32:32 The Role of RevOps in Technology Decisions

38:01 Empowering Teams with Technology

40:16 The Proliferation of Tools and Context Switching

47:29 Cognitive Load and Decision Fatigue

52:24 Addressing Tool Tribalism and Fragmentation

56:04 The Future of AI in Reducing Context Switching

In this conversation, Chris and Colin explore the dynamics of mission-based teams, emphasising the importance of decision-making, accountability, and psychological safety. They discuss how to align purpose within teams and the significance of individual contributors in fostering a culture of continuous growth and mastery. The dialogue also touches on the need for a systems-oriented culture that encourages individuals to see beyond their immediate tasks and understand their role within the larger organisational framework.

00:00 Understanding Organisational Structure

03:04 The Role of Purpose in Structure

05:57 The Accountability Chart vs. Org Chart

09:08 Navigating Formal and Informal Structures

12:08 Balancing Standardisation and Autonomy

14:52 Cross-Functional Collaboration and Mission-Based Teams

29:42 The Importance of Decision-Making in Mission-Based Teams

32:43 Aligning Purpose and Accountability in Teams

36:15 The Dynamics of Team Structure and Composition

39:46 Fostering Psychological Safety and Mutual Understanding

42:30 The Role of Individual Contributors in Team Success

49:05 Building a Systems-Oriented Culture

The conversation highlights the need for both internal and external alignment of resources to achieve desired outcomes and the ethical implications of resource allocation in relation to company values. The hosts also challenge the traditional view of resource accumulation, advocating for a leverage-based approach to maximise efficiency and effectiveness in achieving strategic objectives.

In this conversation, Chris and Colin explore the evolving landscape of resource allocation in businesses, particularly in the context of technological advancements and market dynamics. They discuss the implications of Google's maturation as a company, the importance of agile resource management, and the human factors that influence organizational effectiveness. The dialogue emphasizes the need for a resource-conscious culture, the role of leadership in managing resources, and the significance of measuring resource effectiveness beyond financial metrics.

00:00 Introduction

01:04 Understanding Resources in Growth Teams

05:23 The Importance of Resource Allocation

12:15 Internal vs External Resource Alignment

21:25 Aligning Resources with Purpose and Values

23:01 Resource Accumulation vs. Resource Leverage

31:33 The Evolution of Google and Market Dynamics

34:09 Resource Allocation Strategies in Business

37:41 The Human Element in Resource Management

40:40 Creating a Resource-Conscious Culture

47:03 Velocity in Resource Reconfiguration

50:34 Leadership's Role in Resource Management

57:04 Measuring Resource Effectiveness

In this conversation, Chris and Colin explore the complexities of metric selection and its impact on organizational behavior. They discuss the importance of understanding both positive and negative spirals that metrics can create, the interplay between different metrics, and the significance of data transparency. They emphasize the need for narratives behind metrics to provide context and meaning, and how defining success through metrics can shape organizational performance. The discussion highlights the potential pitfalls of relying solely on metrics without considering their broader implications.

00:00 Introduction to Metrics and Measurables

01:09 Linking Strategy to Metrics

03:43 The Role of Metrics in Purpose

05:35 Metrics as System Drivers

10:41 Cautionary Tales: The Wells Fargo Example

11:59 The Misleading Nature of Data

17:39 The Problem with MQLs

19:32 Leading, Lagging, and Lurking Indicators

23:18 The Importance of a Balanced Measurement Strategy

27:06 Reinforcing Loops in Metrics

29:36 System Failures and Metric Selection

32:13 Positive and Negative Spirals in Metrics

36:08 The Interplay of Metrics and Organizational Behavior

40:38 Nonlinear Effects of Metrics on Brand and Morale

43:36 The Importance of Data Transparency

50:25 Narratives Behind Metrics

55:01 Defining Success Through Metrics

In this conversation, Chris and Colin delve into the intricacies of strategy, emphasising the importance of integrating execution with strategic planning. They discuss the pitfalls of treating strategy as a static document and advocate for a dynamic approach that includes regular reflection and adaptation. The conversation highlights the significance of trade-offs in strategy, the necessity of giving teams permission to innovate, and the value of feedback loops in optimizing performance. They also explore methods for testing strategies, such as red teaming and scenario planning, to ensure robust strategic frameworks.

00:00 Understanding Strategy in Growth Teams

02:59 The Importance of Unclustering

05:58 Fractal Nature of Strategy

08:51 Defining Good Strategy

11:52 Why Strategies Fail

14:54 The Role of Purpose in Strategy

30:03 Integrating Strategy with Execution

40:20 Planning vs. Execution: The 90-Day Cycle

51:03 Testing and Validating Strategy

The conversation also highlights how individual values can influence organisational culture and the importance of values during times of stress. In this conversation, Chris and Colin explore the critical role of organisational values, especially during times of stress and change. They discuss how values can be tested under pressure, the importance of alignment between declared and lived values, and the need for flexibility in adapting values over time.

The conversation emphasises the necessity of embedding values into the organisational structure and practices to ensure they are lived out daily. They conclude by reflecting on the deep structural role of values in shaping organizational identity and guiding behaviour.

00:00 Understanding Values in B2B Growth

03:09 The Role of Values in Company Culture

05:56 Values and the Growth Team Operating System

09:02 The Impact of Values on Employee Satisfaction

11:48 The Reality vs. Aspiration Gap in Values

15:07 The Emergence of Individual Values

18:07 Values Under Pressure: True Colours of Organisations

25:19 Navigating Organisational Values Under Stress

29:54 Flexibility and Employee Well-Being

32:48 The Importance of Alignment in Values

35:08 Evolving Values Through Feedback

38:05 Embedding Values in Organisational Structure

44:24 Summarising the Role of Values in Organisations

In this episode of The Growth System, Colin and Chris delve into the foundational concept of purpose within the Growth Team Operating System. They explore how purpose serves as the cornerstone of organisational structure, guiding decision-making, fostering resilience, and enabling self-organisation. The discussion emphasises the importance of a clearly articulated purpose that aligns with the organisation's goals and adapts to changing contexts. Through various examples, including the case of Lego, they illustrate how a strong purpose can drive strategic differentiation and navigate crises effectively, ultimately shaping the identity and direction of the organisation.

Takeaways

• Purpose is the foundation of the growth team operating system.
• A strong purpose aligns the organisation towards common goals.
• Purpose acts as a guiding principle for decision-making.
• Mental models help embed purpose within the organisation.
• Purpose creates resilience in the face of challenges.
• Clear purpose aids in navigating crises effectively.
• Purpose can drive strategic differentiation in the market.
• Organisations must continuously listen to signals from the environment.
• Purpose is dynamic and should evolve with the organisation.
• A well-defined purpose can prevent misalignment and confusion.

00:00 Introduction to the Growth Team Operating System

02:48 Understanding Purpose in Systems

06:06 The Role of Purpose in Organisational Structure

08:47 Purpose as a Guiding Principle

11:57 Mental Models and Self-Organisation

14:57 Purpose and Organisational Resilience

17:54 Navigating Change with Purpose

20:54 Purpose in Times of Crisis

23:59 Purpose and Strategic Differentiation

27:00 The Dynamic Nature of Purpose

29:56 Final Thoughts on Purpose

Takeaways

• A business operating system is essential for predictable operations.
• Defining your operating system allows for optimisation and improvement.
• Purpose and measurables are critical components of an operating system.
• Values directly influence how work is accomplished in an organisation.
• Innovation is key to continuous improvement in business processes.
• Feedback loops help maintain balance and guide systems towards goals.
• All dimensions of an operating system are interconnected.
• A strong operating model can significantly increase revenue growth.
• Understanding the difference between strategy and tactics is crucial.
• Cybernetics provides insights into how systems self-regulate. Creating a structure for self-regulation is essential in organisations.
• Everything within an organisation is interrelated and impacts overall functioning.
• Guardrails are necessary to guide decision-making processes.
• Self-organisation can lead to productive outcomes if managed correctly.
• Emergent operating systems can result in misalignment if not properly structured.
• Breaking down silos is crucial for organisational efficiency and alignment.
• Innovation should be integrated into the operating system for effective transformation.
• Socio-technical alignment is key to driving innovation within teams.
• Cultivating a learning organisation is vital for ongoing growth and adaptation.
• Distributing authority empowers individuals to contribute to continuous improvement.

Chapters

00:00 Introduction to Business Operating Systems

04:47 Defining the Business Operating System

09:48 The Importance of Purpose and Strategy

14:59 Exploring Values and Operations

19:51 Dimensions of a Growth Team Operating System

25:12 The Role of Feedback and Cybernetics in Systems

30:11 Conclusion and Future Episodes

27:12 The Importance of Self-Regulation

30:11 Guardrails for Decision-Making

32:22 Understanding Emergent Operating Systems

35:28 Breaking Down Silos for Alignment

36:53 Empowering Innovation in Organisations

43:15 Cultivating a Learning Organisation

In this episode, Colin and Chris discuss the critical importance of sales and marketing alignment in B2B growth. They explore the concept of self-organisation within teams, share personal stories that highlight the pitfalls of superficial alignment, and delve into the financial implications of misalignment, which cost businesses in the us alone up to a trillion dollars annually. The conversation emphasises the need for shared goals and holistic thinking to overcome siloed practices and achieve true alignment, ultimately driving organisational success and enhancing customer experience. In this conversation, Chris and Colin discuss the critical need for alignment between sales and marketing teams in B2B organisations. They emphasise the importance of shared goals, effective time horizons for goal setting, and the establishment of a robust operating system to facilitate collaboration. The discussion also highlights the concept of self-organisation within teams, advocating for a cultural shift that prioritises long-term alignment over short-term wins. The episode concludes with reflections on the systemic nature of misalignment and the necessity for organisations to redefine their values and operational principles to foster a culture of growth and innovation.

Takeaways

• Sales and marketing alignment is essential for driving growth.
• Self-organisation within teams can enhance alignment.
• Superficial alignment does not lead to meaningful results.
• Misalignment can cost businesses a trillion dollars annually.
• Only a small percentage of sellers find MQLs valuable.
• Goal conflict arises from siloed thinking in organisations.
• Shared goals are crucial for effective collaboration.
• Short-term targets can hinder long-term success.
• Holistic thinking can resolve misalignment issues.
• The financial benefits of alignment are significant. Sales and marketing should operate as a unified team.
• Shared goals can bridge the gap between teams.
• A North Star metric helps align efforts.
• Monthly targets may hinder long-term success.
• An effective operating system is essential for growth.
• Self-organisation enables teams to adapt and innovate.
• Misalignment is a cultural issue, not just tactical.
• Values alignment fosters a culture of trust.
• Tactical autonomy empowers teams to pivot effectively.
• Collaboration is crucial for achieving shared objectives.

Chapters

00:00 Introduction to B2B Growth and Alignment

02:12 The Importance of Self-Organisation in Teams

06:11 Understanding Alignment: A Personal Story

10:02 The Size of the Prize: Financial Implications of Misalignment

15:56 Identifying the Root Causes of Misalignment

21:59 The Role of Shared Goals in Achieving Alignment

27:47 Aligning Sales and Marketing for Success

33:15 The Importance of Time Horizons in Goal Setting

36:32 Building an Effective Operating System

42:09 Fostering Self-Organisation in Teams

49:25 Cultural Shifts for Long-Term Alignment

In this episode of The Growth System, Colin and Chris discuss the critical aspects of planning for B2B growth in 2025. They explore the importance of setting realistic revenue targets, the need for effective modelling, and the significance of shared goal setting between sales and marketing teams. The conversation really emphasises the necessity of strategic positioning in a competitive market and the foundational elements required for successful planning, including people, processes, data, and technology. As always, we encourage listeners to embrace complexity using a systems thinking approach and focus on metrics that drive success.

Takeaways

• Planning is a crucial process for B2B growth.
• Revenue targets should be realistic and achievable.
• Modelling helps in understanding the path to targets.
• Shared goal setting fosters alignment between teams.
• Strategic positioning is essential in a competitive market.
• Understanding customer acquisition costs is vital.
• Effective planning requires a holistic view of the business.
• People, processes, data, and tech are foundational elements.
• Don't shy away from complexity; it's manageable with systems thinking.
• Start and end planning discussions with the numbers.

Chapters

00:00 New Year, New Beginnings

01:05 The Importance of Planning

06:01 Understanding Revenue Targets

11:59 Modeling for Success

17:55 Goal Setting and Alignment

23:51 Strategic Positioning in a Competitive Market

29:57 Foundations for Effective Planning

36:01 Final Thoughts on Planning

In this episode, Colin and Chris delve into the complexities and challenges surrounding Account-Based Marketing (ABM). They discuss the declining perception of ABM, the misconceptions that lead to its ineffective implementation, and the necessary mindset shifts organisations must adopt to succeed. The conversation highlights the importance of alignment between sales and marketing, the need for patience in seeing results, and the critical role of account selection in ABM strategies. Through a systems thinking lens, they explore how to navigate these challenges to unlock the true potential of ABM. This conversation delves into the intricacies of Account-Based Marketing (ABM), emphasising its significance as a relationship-building strategy rather than just a marketing tactic. The speakers discuss the importance of organisational readiness, the need for aligned goals between sales and marketing, and the complexities of measuring success in ABM initiatives. They also explore compensation models for sales teams engaged in ABM, the potential opportunity costs of focusing on select accounts, and the broader perspective that ABM should encompass. The discussion concludes with actionable solutions for implementing ABM effectively and the necessity of a long-term investment approach.

Takeaways

• ABM is often misunderstood and misapplied in organizations.
• A mindset shift is crucial for successful ABM implementation.
• Measurement issues hinder the effectiveness of ABM strategies.
• Scalability remains a significant challenge for ABM initiatives.
• ABM should be viewed as a long-term strategic initiative, not a quick win.
• Sales and marketing alignment is essential for ABM success.
• Account selection is critical to the effectiveness of ABM campaigns.
• Patience is necessary to see the results of ABM efforts.
• Not every account is unique; personalisation should be strategic.
• Organisations often struggle with the execution of ABM due to lack of expertise. ABM is fundamentally about building and expanding relationships within target accounts.
• Organisational readiness is essential before initiating an ABM strategy.
• Success in ABM requires a well-aligned sales and marketing team with common goals.
• Compensation models for sales teams may need to change to reflect ABM efforts.
• Focusing on a limited number of accounts can raise concerns about opportunity costs.
• ABM should be integrated into all marketing efforts, not just direct outreach.
• Long-term investment and patience are crucial for ABM success.
• Measurement frameworks must adapt to the unique metrics of ABM.
• Branding plays a significant role in the effectiveness of ABM campaigns.
• Alignment across the organisation is key to overcoming ABM challenges.

Chapters

00:00 Introduction to ABM and Its Challenges

06:57 Understanding the Flaws in ABM Implementation

14:00 The Mindset Shift Required for ABM Success

18:57 Execution Issues in ABM Strategies

28:07 The Importance of Account Selection in ABM

33:43 The Value of Account-Based Marketing

34:53 Organizational Readiness for ABM

37:12 Measuring Success in ABM

40:56 Compensation Models in ABM

43:06 Opportunity Cost of Focus in ABM

47:17 The Broader Perspective of ABM

52:24 Quickfire Solutions for Effective ABM

59:25 Long-Term Investment in ABM

01:03:07 Final Thoughts on ABM Success

In this episode of The Growth System, Colin and Chris delve into the complexities of non-human systems, particularly focusing on tech stacks in B2B growth. They discuss the overwhelming number of SaaS applications available, the challenges posed by disconnected data, and the significant costs associated with these inefficiencies. The conversation highlights the importance of data-driven decision-making in sales and marketing, the impact of legacy technology, and the consequences of decentralised tech spending. Ultimately, they emphasise the need for a more integrated approach to technology in organisations to enhance efficiency and drive growth. In this conversation, Chris and Colin explore the challenges organisations face due to disconnection in their tech stacks and the role of enterprise architects in addressing these issues. They emphasise the importance of reimagining processes for effective automation and the transformative power of integration platforms like iPaaS. The discussion highlights the need for a systems thinking approach to create immersive value and enhance customer journeys, ultimately advocating for a strategic framework that prioritises process design over mere automation.

Takeaways

• Most businesses use a vast number of SaaS applications, leading to disconnected data.
• Disconnected data creates significant challenges in understanding the prospect journey.
• Data-driven decision-making is crucial for acquiring and retaining customers.
• Organizations can lose up to 60% of their working day on disconnected systems.
• Technical debt is a growing concern, with significant budgets allocated to fixing outdated technology.
• Decentralized tech spending leads to a lack of cohesive strategy in tech stack management.
• Automation opportunities are often overlooked due to departmental silos.
• The economic impact of disconnection in tech stacks is substantial.
• Legacy technology complicates integration and modernization efforts.
• A systems thinking approach is essential for effective tech stack management. Disconnection in organizations leads to significant operational challenges.
• Enterprise architects play a crucial role in providing a holistic view of systems.
• Centralizing automation can significantly improve organizational efficiency.
• Integration and automation should be viewed as complementary, not interchangeable.
• A systems thinking approach can unlock new opportunities for innovation.
• Reimagining processes is essential for maximizing the benefits of automation.
• iPaaS serves as a catalyst for transforming B2B ecosystems.
• AI should be integrated thoughtfully to enhance user-centric solutions.
• Organizations must shift their mindset to view tech stack fragmentation as a sign of ill health.
• Effective governance and centers of excellence can empower teams without burdening IT.

Chapters

00:00 Introduction to Non-Human Systems and Tech Stacks

04:56 The Challenges of Disconnected Data

10:03 The Cost of Disconnection in Organizations

15:07 Data-Driven Decision Making in B2B Sales

19:53 Legacy Technology and Technical Debt

24:47 Decentralization of Tech Spending and Its Impacts

28:52 Understanding Disconnection in Organizations

32:22 The Role of Enterprise Architects

41:58 Reimagining Processes for Automation

49:27 The Power of Integration Platforms

53:50 Creating Immersive Value through Systems Thinking

In this episode, Colin and Chris explore the traditional budgeting process and its limitations, emphasising the need for a systems thinking approach. They discuss how conventional budgeting practices often yield unrealistic numbers, create silos within organisations, and focus excessively on cost control rather than fostering growth. The conversation highlights the importance of aligning budgeting with organisational health and strategic vision, and suggests innovative solutions such as agile budgeting and decentralised decision-making to enhance effectiveness and adaptability. This conversation explores innovative approaches to budgeting, emphasising agile methodologies, rolling forecasts, and value-driven strategies. The speakers discuss the importance of fostering communication across departments, balancing efficiency with adaptability, and the role of technology and data in modern budgeting practices. They also highlight the significance of aligning budgets with company vision and values, and the potential of predictive modeling to enhance decision-making processes.

Takeaways

• Traditional budgeting methods are often unrealistic and ineffective.
• Budgeting should reflect an organisation's health and priorities.
• The budgeting process creates competitive silos rather than collaboration.
• Budgeting is often viewed as a cost-control exercise rather than a growth enabler.
• Measurement myopia leads to neglect of intangible factors like morale and innovation.
• The annual budgeting cycle is inflexible and outdated.
• Decentralised budgeting can foster collaboration and responsiveness.
• Organisations need to pivot quickly to market changes with agile budgeting.
• Budgeting decisions have far-reaching consequences across departments.
• A systems thinking approach can improve budgeting outcomes. Agile budgeting fosters better communication and understanding across departments.
• Rolling forecasts allow for more responsive budgeting based on current realities.
• Data-driven insights should guide budgeting decisions for better outcomes.
• Value-driven budgeting aligns resources with corporate strategy and priorities.
• Balancing efficiency with adaptability is crucial for resilience in budgeting.
• The 70-20-10 model encourages innovation and flexibility in budget allocation.
• Empowering individuals to make decisions enhances organisational agility.
• Zero-based budgeting helps eliminate unnecessary expenses and promotes accountability.
• Aligning budgets with company vision ensures strategic coherence.
• Predictive modelling can mitigate risks associated with budgeting changes.

Chapters

00:00 Rethinking Budgets: A Systems Approach

11:48 The Challenges of Traditional Budgeting

24:06 The Impact of Budgeting on Organizational Health

33:56 Innovative Budgeting Solutions for Growth

35:37 Fostering Communication Across Departments

36:06 Agile Budgeting: Navigating the Journey

38:01 Rolling Forecasts and Data-Driven Insights

39:52 Value-Driven Budgeting: Aligning Resources with Strategy

40:53 Balancing Efficiency and Adaptability

41:56 Innovation in Budgeting: The 70-20-10 Model

44:06 Empowerment and Holistic Thinking in Budgeting

45:00 The Importance of Flexibility in Budgeting

46:57 Zero-Based Budgeting: A Fresh Perspective

49:10 Strategic Alignment in Budgeting

51:09 R&D and Innovation: Budgeting for the Future

52:06 Best Practices for Agile Budgeting

53:05 Feedback Mechanisms and Transparency

55:57 Technology and Data in Modern Budgeting

58:12 Aligning Budget with Company Vision

01:00:00 Predictive Modeling in Budgeting

In this episode of The Growth System, Colin and Chris delve into the complexities of sales targets within the B2B landscape. They explore the purpose of sales targets, the process of setting them, and the often arbitrary nature of these targets. The conversation highlights the negative impact of sales targets on performance, the short-term focus they create, and the bad behaviours they can encourage among sales teams. Additionally, they discuss the relationship between sales targets and compensation plans, emphasising the need for a more holistic approach to sales performance measurement. In this conversation, Colin and Chris explore the complexities of sales targets, emphasising the need for a systematic approach to goal setting. They discuss the pitfalls of a revenue-focused mindset, the importance of customer success, and the detrimental effects of aggressive sales tactics on employee well-being and customer relationships. The dialogue culminates in a call for a more holistic view of performance metrics, advocating for a shift from traditional sales targets to a focus on systematic processes that drive sustainable growth.

Takeaways

• Sales targets are often arbitrary and not based on reality.
• The process of setting sales targets is typically reverse engineered from desired outcomes.
• Sales targets can create a short-term focus that hampers long-term growth.
• Sales targets may lead to bad behaviors among salespeople, such as discounting.
• There is a disconnect between sales targets and actual market conditions.
• Sales targets are entrenched in the culture of B2B sales but may need reevaluation.
• Compensation plans should align with long-term goals rather than just hitting targets.
• Sales targets can negatively impact profitability and brand reputation.
• Sales teams often focus on net new logos at the expense of existing accounts.
• A systems thinking approach is necessary for effective sales target setting. Revenue focus can overshadow the importance of customer success.
• Sales targets often neglect the full spectrum of revenue sources.
• A systematic view of sales targets can reveal underlying issues.
• Aggressive sales tactics can lead to employee burnout and turnover.
• Longer sales cycles require different approaches to goal setting.
• Customer satisfaction improves when aggressive targets are removed.
• Sales targets should align with the overall business strategy.
• Setting process-focused goals can drive better outcomes.
• Understanding the history of sales targets can inform better practices.
• A holistic view of performance metrics is essential for growth.

Chapters

00:00 Introduction to Sales Targets and Systems Thinking

03:03 The Purpose and Nature of Sales Targets

06:09 The Process of Setting Sales Targets

08:50 The Arbitrary Nature of Sales Targets

12:12 The Impact of Sales Targets on Sales Performance

14:55 Short-Term Focus and Its Consequences

18:01 Sales Targets and Bad Behaviors

21:10 The Relationship Between Sales Targets and Compensation Plans

23:49 Conclusion and Future Considerations

30:05 The Revenue Focus Dilemma

33:05 Systems Thinking in Sales Targets

40:59 Rethinking Sales Targets

49:54 The Case for Systematic Goal Setting

In this episode of The Growth System, Colin and Chris delve into the critical role of metrics in B2B growth, emphasising the need for careful consideration in their application. They discuss the potential dangers of misguided metrics, illustrated through real-world examples like Wells Fargo and the Cobra Effect. The conversation highlights the importance of aligning metrics with long-term strategic goals, advocating for a balance between quantitative and qualitative measures. The hosts also explore how to create a culture focused on customer delight, ensuring that metrics serve as tools for achieving broader organisational objectives rather than becoming the end goal themselves. In this conversation, Chris and Colin explore the complexities of organisational metrics, decision-making, and the importance of aligning goals across departments. They discuss the need for a culture of psychological safety to empower employees in customer service roles, the dangers of short-termism in goal setting, and the significance of understanding feedback loops within complex systems. The discussion also highlights various systems archetypes that can lead to complacency and misalignment, ultimately stressing the importance of a long-term vision for sustainable organisational health.

Takeaways

• Metrics can have harmful side effects if not carefully managed.
• Goodhart's Law illustrates the pitfalls of over-relying on metrics.
• The Cobra Effect shows how well-intentioned metrics can backfire.
• Qualitative metrics can provide deeper insights than purely quantitative ones.
• Setting goals with a long-term focus increases chances of success.
• Decoupling inputs and outputs helps in understanding performance issues.
• Customer delight should be a holistic goal, not just a metric.
• Cultural values can drive better outcomes than strict metrics.
• Metrics should be tools for strategy execution, not the strategy itself.
• Creating a culture of psychological safety enhances customer focus. Empowering employees leads to better customer service outcomes.
• Psychological safety fosters a culture of customer positivity.
• Long-term measurement of outputs is crucial for success.
• Goal conflict often arises from siloed departmental metrics.
• Composite metrics can obscure true organisational health.
• Negative feedback loops can lead to business collapse.
• Understanding feedback loops is essential in systems thinking.
• Causal loop diagrams can visualise complex interactions.
• Metrics should support strategic objectives, not overshadow them.
• A long-term vision is vital for operational health.

Chapters

00:00 The Importance of Metrics in B2B Growth

02:59 Understanding the Dangers of Misguided Metrics

06:13 The Cobra Effect: Unintended Consequences of Metrics

09:06 Metrics as Tools for Strategy Execution

12:01 The Role of Qualitative Metrics in Business

14:56 How to Set Effective Metrics

18:05 Creating a Culture of Customer Delight

27:03 Empowering Decision-Making in Customer Service

29:14 The Importance of Holistic Goal Alignment

32:45 Understanding Organizational Complexity and Feedback Loops

36:33 Systems Thinking: Archetypes and Their Implications

41:55 Metrics: Tools for Good or Forces for Evil?

43:30 Long-Term Vision vs. Short-Term Metrics

In this episode of The Growth System, Colin and Chris delve into the organisational trap of 'set and forget' processes, particularly in the context of automation. They discuss the mindset issues that lead to complacency in organisations, the importance of process discovery, and the need for a systems thinking approach to optimise processes. The conversation highlights the challenges of reductionism in process design and emphasises the necessity for holistic optimisation and democratisation of automation resources. Practical steps for continuous improvement are also outlined, providing listeners with actionable insights to enhance their organisational processes. In this conversation, Chris and Colin delve into the intricacies of systems mapping and process improvement. They discuss the importance of understanding interconnections within systems, the need for continuous improvement, and the significance of stakeholder collaboration. The dialogue emphasises a holistic approach to process design, focusing on flexibility, leverage points, and the emergent behaviour of systems. The speakers advocate for a mindset shift from siloed thinking to cross-functional collaboration to drive meaningful change and optimise overall system performance.

Takeaways

• Organisations often fall into a 'set and forget' mindset.
• A task mindset limits the potential for process improvement.
• Complacency and lack of urgency hinder transformation efforts.
• Discovery of processes is often neglected in organisations.
• 80% of automation opportunities go unidentified.
• Processes should be viewed as dynamic parts of a system.
• Feedback loops are crucial for process optimisation.
• Reductionism can obscure the bigger picture in process design.
• Holistic optimisation is necessary to avoid unintended consequences.
• Democratising automation resources can accelerate improvement efforts. System form can take many forms, including API connections and human interactions.
• Understanding the function of interconnections is key to process design.
• Mapping systems requires recognising dependencies and contingencies.
• Emergent behaviour of systems must be analysed for true performance insights.
• Continuous improvement should not lead to constant changes without understanding the impacts.
• Whole system optimisation is crucial for effective process improvement.
• Flexibility in processes allows for adaptation as business needs evolve.
• Identifying leverage points can maximise the impact of automation efforts.
• Cross-functional collaboration enhances understanding and efficiency in processes.
• A human-centred approach to process design is essential for meaningful change.

Chapters

00:00 Introduction to the Set and Forget Trap

02:56 Mindset and Complacency in Organizations

06:02 The Importance of Process Discovery

08:50 Systems Thinking and Feedback Loops

12:03 The Role of Automation in Process Improvement

15:07 Challenges of Reductionism in Process Design

18:07 The Need for Holistic Process Optimization

20:58 Democratization of Automation Resources

24:03 Practical Steps for Continuous Improvement

28:39 Understanding Interconnections in Systems

31:51 Reimagining Processes Through Systems Mapping

33:18 Continuous Improvement and Information Access

36:36 Whole System Optimization

38:31 Building Flexibility into Processes

40:45 Identifying Leverage Points for Automation

42:47 Cross-Functional Collaboration for Process Improvement

In this episode of The Growth System, Colin and Chris explore the phenomenon of shiny object syndrome in B2B companies, discussing how organisations can be seduced by new trends and technologies that may not align with their core competencies. They analyse Cisco's acquisition of the Flip video camera and GE's ambitious Predix platform, highlighting the strategic missteps and failures that resulted from a lack of purpose-driven strategy and poor decision-making frameworks. The conversation emphasises the importance of systems thinking in navigating complex business environments and avoiding costly mistakes.

Takeaways

• Shiny object syndrome can lead to strategic failures.
• Purpose-driven strategy should guide decision-making.
• Cisco's acquisition of Flip was a significant misstep.
• GE's Predix platform struggled due to complexity.
• Companies must align new initiatives with core competencies.
• Bounded rationality can cloud decision-making.
• Effective goal setting is crucial for success.
• Agility is essential for internal startups.
• Information sharing helps teams stay on track.
• Systems thinking is vital for managing complexity.

Chapters

00:00 Navigating Shiny Object Syndrome in B2B

04:05 Cisco's Flip Video Camera Acquisition: A Cautionary Tale

22:17 GE's Predix: Ambition Meets Reality

34:31 Bridging the Strategy to Execution Gap

In this episode, Colin and Chris delve into the critical issue of sales and marketing alignment within B2B organisations. They explore the superficial nature of many alignment efforts, the significant costs associated with misalignment, and the impact of buyer journeys on organisational performance. The conversation emphasises the importance of technology, organisational culture, and clear goals in achieving true alignment. They also discuss the systems view of misalignment, identifying sources of the problem, and strategies for driving alignment, ultimately highlighting the need for a culture of collaboration and effective communication.

Takeaways

• Sales and marketing alignment is often superficial.
• Misalignment can cost organisations significantly.
• The buyer journey is complex and often misunderstood.
• Technology can help bridge the gap between teams.
• Organisational culture plays a crucial role in alignment.
• Misalignment often starts at the board level.
• Clear goals and metrics are essential for alignment.
• Removing goal conflict can enhance performance.
• Access to timely information is critical for decision-making.
• A culture of collaboration is necessary for true alignment.

Sound Bites

"What does real sales and marketing alignment look like?"

"Superficial alignment masks a deeper disconnect."

"Misalignment costs money and opportunity."

Chapters

00:00 Understanding Sales and Marketing Alignment

03:07 The Cost of Misalignment

05:54 The Impact of Buyer Journeys

08:51 The Role of Technology in Alignment

12:04 The Importance of Organizational Culture

14:58 Identifying Sources of Misalignment

17:56 The Systems View of Misalignment

20:49 Strategies for Driving Alignment

24:02 The Role of Goals and Metrics

27:04 Leveraging Information for Better Decisions

29:54 Creating a Culture of Collaboration

32:49 Final Thoughts on Alignment

In this episode, Colin and Chris delve into the contentious topic of Marketing Qualified Leads (MQLs), exploring their definition, origins, and the myriad issues they present in B2B organisations. They discuss the friction between sales and marketing teams, the identity crisis of MQLs, and the systemic problems that arise from poorly defined metrics. The conversation shifts towards potential solutions, emphasising the importance of a clear qualification framework, the need for alignment between sales and marketing, and the value of layering data to create more meaningful MQLs. The episode concludes with key takeaways and a call to action for organisations to rethink their approach to MQLs.

Takeaways

• MQLs often create friction between sales and marketing teams.
• There is no universal definition of an MQL, leading to confusion.
• Not all MQLs are created equal; some are more valuable than others.
• The relationship between sales and marketing is crucial for growth.
• MQLs can become a vanity metric if not properly defined.
• A clear qualification framework is essential for effective MQLs.
• Layering data can enhance the quality of MQLs.
• Organizations should measure MQLs at an account level, not just contact level.
• Setting realistic targets can prevent manipulation of MQL metrics.
• Content strategy should align with MQL definitions to ensure quality leads.

Sound Bites

"Do MQLs get a bad rap?"

"MQLs often feel like the front line of battle."

"MQLs are the corporate equivalent of a sports day medal."

Chapters

00:00 The MQL Debate Begins

03:02 Defining MQLs and Their Origins

06:14 The Problems with MQLs

09:03 The Identity Crisis of MQLs

12:02 The Relationship Between Sales and Marketing

15:04 Exploring Solutions to MQL Issues

21:12 The Importance of Qualification Frameworks

24:06 Layering Data for Better MQLs

29:59 Final Thoughts and Key Takeaways

In this inaugural episode of The Growth System podcast, hosts Colin and Chris delve into the concept of systems thinking and its critical relevance to B2B growth. They explore what constitutes a system, the importance of understanding systems in organisational contexts, and how systems thinking can provide valuable tools for growth professionals. The discussion also clarifies the distinctions between systems thinking, systems dynamics, and systems engineering, emphasising the necessity of a holistic approach to navigate the complexities of modern business environments.

Takeaways

• Systems thinking is essential for understanding B2B growth.
• A system is defined by its interconnected elements and emergent properties.
• Growth teams often operate as subsystems within larger organizational systems.
• Understanding systems can help identify and solve organizational inefficiencies.
• Reductionism can hinder effective problem-solving in complex systems.
• Systems thinking provides a framework for navigating business complexities.
• The distinction between systems thinking and systems dynamics is crucial for application.
• Systems engineering focuses on the development of non-human systems.
• Holistic views are necessary to align the purposes of different subsystems.
• The podcast aims to explore practical applications of systems thinking in real-world scenarios.

Chapters

00:00 Introduction to Systems Thinking in B2B Growth

03:22 Defining Systems and Their Importance

07:30 The Relevance of Systems Thinking for Growth Professionals

14:02 Distinguishing Systems Thinking from Related Concepts

24:46 Conclusion and Future Topics

In this episode of The Growth System podcast, hosts Colin and Chris introduce their focus on B2B growth through a systems thinking lens. They discuss the need for a new podcast, the importance of understanding systems thinking, and the organisational challenges faced by growth teams. The conversation highlights the significance of alignment between sales and marketing, and the potential pitfalls of neglecting systems thinking in business operations.

Takeaways

• The podcast aims to explore B2B growth through systems thinking.
• Systems thinking can reveal surprising solutions to common challenges.
• Understanding what constitutes a system is crucial for growth teams.
• The discussion will include both the merits and drawbacks of MQLs.
• Sales and marketing alignment is a recurring theme in growth discussions.
• Cautionary tales of systems thinking failures will be shared.
• The hosts promise practical solutions to organizational issues.
• Metrics and process design will be key topics in future episodes.
• Listeners are encouraged to engage with the content and apply insights.
• The podcast will launch on October 1st, focusing on systems thinking.

Chapters

00:00 Introduction to The Growth System Podcast

02:04 Understanding Systems Thinking

04:03 Exploring Organizational Challenges

05:52 The Importance of Alignment in Growth Teams

Keywords

B2B growth, systems thinking, growth teams, organizational challenges, alignment, metrics, process design, marketing, sales