Organising with data

Johan Henkow

WHY NOW?

GLOBAL HEALTH IS RIGHT NOW IN A STATE OF MASS

CONFUSION

We want to help people all over the world

establish and maintain healthy habits.

WHY WE GO TO WORK

We motivate people and help them make better choices, forge good habits and guide them on their journey to a better lifestyle and

finally a great overall quality of life.

Life Coaching from Your Pocket

WHAT WE ARE BUILDING

41wonderful

and talentedcolleges

14different

nationalities

4.5out of fiveApp store

rating

50/50gender split

among employees

12million

members

3great

friends:Apple,

Google and Samsung

81%femaleusers

Why am I here?

We used to view the business as two parts, intake and product, where intake worked with clear conversion

CPM Click

Paid install

Reg Product

Marketing/BD

Everything else

Organic install

We then used data to identify conversions through the entire business, and assigning metrics to each

Paying users

Free user

CPM Click Paid install Reg

Organic install

Paid retention

- CTR- Channel

mix- CPC

- ASO - Onboarding

- K-factor/Virality

- 7 day retention- CR to paying

- Churn

- Long term retention

The current organisation is built around these conversions, and the teams are assigned to move the metrics

Team 1 Team 2 Team 3 Team 4

• 7 Day retention • 7 day CR• 2nd month

retention• Churn rate

The classical way of organising

Mobile Development Backend Development Business Analysis Design

Project

• Teams should be able to handle all assignments within the team

• Full stacked teams increase speed and output

• Empowers the team to be autonomous and to be accountable in much clearer way Backend Developer

Analytics

Designer

Mobile Developer

Fullstack teams increase speed and output and allows for empowerment and accountability

Using objectives and key results to ensure team focus on company goals

• Increase day 7 retention from X to Y

Key ResultsObjective

Make our users fall in love with the Lifesum app the first week

• Shorter goal periods to increase focus and feedback

• Define most relevant metrics to work with during the period

• Keep teams or mix it up (suggest to keep teams in the beginning to avoid confusion)

• Forces the organization to focus on most important areas

A B

We were too scared to do all at once - so we did an organisational A/B test

• We did not do this in a single blow• Perfect time for an organisational AB-

test• We created one team, ran it for 3

months and measured the effects• Test resulted in full roll-out

As a small organisation, we’ve seen fantastic results. Harder for bigger companies but everyone should strive to be fast

+ 20%• With smaller teams we have increased output with almost

20% measuring deliverables for each release• Small organisations need to be fast, big organisation should

at least strive for it• Set good prerequisites to be agile and adaptable (as most

organisations talk about but rarely achieve )

Trying to generalise something that will be different for everyone…

1. Identify key conversions and metrics for your business2. Build teams and organise around these 3. Create teams that are full stacked 4. Give mandate to succeed and fail5. Use short goal periods with clear measurable goals (e.g. OKR)6. Iterate on the key metrics, should you change what is most

important now

Thank you!