Self disrupt for growth by Skyscanner's Rebecca Moore
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Rebecca Moore discusses Skyscanner's approach to achieving growth across the EMEA markets by emphasizing the importance of innovation, adaptability, and a growth mindset. The company focuses on organizing teams into tribes and squads for effective execution and rapid iteration, while ensuring that growth is everyone's responsibility. Key strategies include maintaining cultural alignment, refining organizational structures, and learning from failures to scale efficiently.
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Self disrupt for growth by Skyscanner's Rebecca Moore
- 1. Self-disrupt for Growth Rebecca Moore | Director of Growth, EMEA
- 2. My journey
- 3. Europe, Middle East and Africa Markets Tribes People
- 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 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
- 19. Squads andTribes AMERICAS GROWTH APAC GROWTH EMEA GROWTH Automate and scale Localise and win in the market CENTRAL GROWTH
- 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. 1 2 3 4 5 6 7 8 9 10 11 12 Monthly Iterations 2 Cycles - 50% improvement 1 cycle - 25% improvement
- 26. 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 Weekly Iterations 2 Cycles - 50% improvement 1 cycle - 25% improvement
- 27. 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 101105109113117121125129133137141145149153157161165169173177181185189193197201205209213217221225229233237241245249253257 Daily Iterations 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. TheT-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 Dwec
- 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
- 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
- 44. Trains
- 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 • 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
- #2: 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.
- #3: 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.
- #4: 134 markets, TTV ÂŁ209bn
- #5: 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
- #53: 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