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We talk more about frameworks than experiments
Frameworks help only until they replace action. Cap the time spent on planning, commit to running a set number of experiments each month, and judge the team on what it learned, not on the quality of its documents.
We talk more about frameworks than experiments
Problem
The team can explain every growth framework. It runs very few experiments.
Meetings are full of models, matrices and prioritization scores. Documents get longer and more polished, but the number of things actually tested stays low.
Planning has become the work.
Insight
A framework is only useful if it leads to a test.
Planning feels productive and carries no risk. Experiments expose the team to being wrong, which is exactly why they are where the learning happens.
A simple target, such as a number of experiments per month, keeps the balance honest.
How we approach it
We move the team's effort from planning to testing.
- We limit planning to a short, fixed slot each cycle.
- We set a monthly experiment target and track it openly.
- We review what each test taught the team, whatever its result.
The frameworks stay, and the experiments finally happen.
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