If business growth is affected in order to reduce risks, the project will encounter resistance from many business departments during the advancement process. More importantly, there are many factors that affect risk. After a cycle, whether the risk finally decreases or increases, it is not very clear how it is related to the project team. For example, an unexpected epidemic has caused an increase in overdue rates.
How will the value of the project team be reflected? There are no such problems when doing revenue-increasing projects, and it is easier to form synergies with business FR Numbers departments. When building a growth team, the most critical thing is value output. It is very important to choose the entry point. This is the first key point I share. Team formation The project team was quickly established with the support of senior leaders.
The composition of the team at that time was as follows: Growth Manager At that time, department leaders were in charge. Since we were a mixed team across functional lines, the person in charge of growth must be of a high enough level to be able to push things forward in many cases. Not only that, the project team at that time also held regular weekly meetings with the general manager to ensure that the growth team minimized obstacles and progressed smoothly during the work advancement process.