Methodology
We treat growth as a sequence of constraints rather than a set of channels. The work is to find the one currently binding, remove it, and then find the next, because effort spent anywhere else does not move the outcome.
Methodology
Most growth programmes are organised by channel: someone owns search, someone owns paid, someone owns content.
That structure guarantees that every channel is worked on continuously, whether or not any of them is the actual constraint.
The alternative is to ask what specifically is preventing growth right now. Sometimes it is visibility: nobody finds you. Sometimes visibility is fine and the site does not convert. Sometimes both are fine and enquiries are answered too slowly to close. These require entirely different work, and only one of them is limiting at a time.
That framing changes what a plan looks like. Rather than a schedule of deliverables across every channel, it is a stated hypothesis about the constraint, the work that would remove it, and the measure that would show whether it worked. When the measure moves, the constraint has usually moved too.
It also changes reporting. We report against the constraint we said was binding, including when the evidence says we were wrong. A programme that cannot report being wrong is one where nobody will find out for a long time.
We treat growth as a sequence of constraints rather than a set of channels. The work is to find the one currently binding, remove it, and then find the next, because effort spent anywhere else does not move the outcome.
Everything above is how we say we work. Thirty minutes on a real problem is the fastest way to find out whether it is also how we behave — and it costs you nothing to check.
