How a 35.000+ global corporate uses the growth hacking mindset to get to real results.
The word growth hacking often gets associated with start-ups. However, large corporations and organisations can also benefit from applying the growth hacking mindset. I talked to Gunter Blanckaert, Global Head of Marketing Technology at Philips Lighting, about how he uses the growth hacking methodology in a corporation with more than 35.000 employees.
Gunter: “Being lean and mean in a large organisation isn’t always easy. The majority of large organisations have a heritage of fixed processes and organisational structures. These are often not adapted to the new way of working and thinking and they often causes delays in the execution of digital projects. A good example is the collaboration between marketing and IT: traditionally these are two separate departments with separate objectives and budgets. But in my opinion they should work more closely together and represent the same objectives. Only this way the a corporate can truly be lean and mean!”
“Our approach is to start small and systematically spread the ‘lean virus’ among colleagues. When you start with small projects and you can quickly show results to colleagues and the management, people are more easily convinced. Within the global digital Philips Lighting team we officially started using the growth hacking methodology in the beginning of 2016 and now you can already see that it is becoming the standard way of working around here”
What’s your advice for other corporates who want to adopt the growth hacking mindset?
“Dare to learn from others and let the experts guide you and your company. Creating a climate of intrapreneurship is a must. We provided a place where teams can meet without having to worry about internal structures and processes”
“We offer the possibility of growth hacking within existing structures (and not starting new ‘growth hacking teams’). Our Data Analyst, UX expert, Product Owner and IT Manager all work in separate teams. They each have their projects and they make sure these projects get the right internal attention too.”
“That last one is often forgotten about.. Once you’ve started growth hacking, make sure your growth hacking activities get enough visibility within the company: write newsletters, inform the senior management and don’t forget your close colleagues too. Make sure you use visual content and link the growth hacking impact to the team’s and company’s objectives. Only that way, everybody will get on board.”
Which growth hacking projects have you already done within Philips Lighting?
“Our website is globally present and we’re in touch with many different clients who each have their own specific needs in both B2C and B2B. It’s very important to detect their needs and to find an answer to their question or problems. That is why we are currently running a project in which we look at multiple user flows on our website. Based on data, we can determine on how we will optimise both conversion and UX. We have already achieved significant successes through data analysis and A / B testing.”
Has the overall mindset changed within Philips Lighting?
“Absolutely! We now organize hackathons for large projects. We also put a lot of focus in creating the right teams with the right skillsets.
Also working towards an MVP rather than a finished product or service and not thinking in boxes or departments, are positive changes we owe to the growth hacking mindset.”
Do you have any advice for companies who want to start growth hacking?
- Customer Experience and Customer Centricity: today customers use digital channels to find solutions to their problems. As an organisation, use all data and user interactions to uncover consumer issues and to find ways to solve them.
- Keep it small and simple: try to divide large projects into smaller ones with own KPI’s, that way, you can easily measure progress and switch if necessary.
- Find the people with the right mind, skillset and tools: That to me is key to generate speed and impact for your organisation.