The setting up of a growth workstream was proposed by community members in our last governance working group call. Our go-to-market strategy is currently being developed and goes hand in hand with product development in pursuit of product/market fit. We need to agree on a strategy and then explore treasury funded initiatives.
A brief introduction of myself as a working group and core team member. My parents named me Nassar and then I grew up and started building digital platforms and marketplaces. I’ve joined Radicle to focus on adoption, partnerships, and growth. We’re working on a number of initiatives already and are keen to use this workstream to bring a broader range of strategic thinking into the mix.
The Radicle Treasury is a community owned and governed pool of capital that can be used to develop and grow the Radicle network and community. Using the financial firepower provided by the treasury, Radicle’s community of tokenholders can propose, vote on, and implement initiatives that make Radicle a core piece of internet infrastructure. - source
The Radicle foundation has also set out it’s objectives and strategy for 2021 (link), which we should use as a way to focus treasury initiatives. One of the key objectives in this strategy is focused on adoption (a pre-cursor to growth):
Get every DAO in the world using Radicle adoption - The objective here is for more and more decentralized communities to use Radicle on a frequent basis for community-critical operations. This could take the form of using Radicle as an active mirror for their Github/Gitlab projects, using Radicle orgs for organization management and releases or funding their operations through Radicle (which will be possible later this year when Radicle-funding officially launches).
The growth workstream should focus around this project wide objective and strategise to achieve it.
Our framework for GTM must consider two key variables that dramatically influence what will work for us:
- How the Radicle project is structured - Independent teams launching products targetting different segments with different pain points/value add.
- Current stage of pre meaningful adoption - GTM market at this stage in development of a product is pretty challenging as growth initiatives are deeply interdependent with product development.
Challenge of supporting independent teams launching products targeting different segments with different pain points/value add. Each team feeds into one another’s work, but is currently also operating with it’s own assumptions on target users and usecases.
Active segment and usecase focus:
- Alt-client + Upstream teams are working to get adoption from DAOs that want decentralised code collab infrastructure
- Funding team is working to get adoption from open source projects wanting to raise funding from crypto people
- Link team is working to get adoption from developers that want a new development workflow/methodology inspired by mailing lists
Product input is currently coming from a few key channels and being developed iteratively based on user and market insight.
- Build for yourself - teams are building what they want themselves
- Dogfooding - core team testing and input
- Handful of early alpha users playing with what’s been built
- Proposition testing - Define propositions for partners and have the sign-up to the most compelling one to try get early signal on product assumptions.
We probably need a framework for this given the current divergent nature of product development. Do we embrace the broad number of usecases with teams working on all sorts of experiments or do we take a more narrow strategic hypothesis driven approach?
Also, we need to think about priority sequencing given team interdependence. Teams should prioritise roadmaps based on organisational objectives and then team objectives. How is this currently being coordinated? Foundation builds org wide objectives and reviews team ones? Is that also done on a roadmap prioritisation level?
In networked products a large % of the effort is bringing together the right set of complimentary users that want to interact with one another. We need to proactively identify who we believe these are for each product and then bring together a minimum amount of each type to have new behaviours emerge.
Particularly when this is a multi-sided network, it requires a lot of narrowly targeted onboarding to ensure sufficiently value is added to each side. This makes it hard to launch broad usecases targeting different segments at the same time.
HOFFMAN: A network isn’t simply a web of users. It’s a launching pad for more robust communication, deeper trust, and greater understanding. New behaviors emerge as they grow accustomed to one another in this unfamiliar new venue. And that’s when the true value of the network first comes into view.
If there’s one thing Ev wishes he could tell his younger self, it’s about this emergent power of the network. EV WILLIAMS: “It’s about the network. The value is in the network, the value is not in the software that the Internet enables, the value is in the network, because there are so many implications of that.”
Working through onboarding flows right now to get clear picture on what it will take to onboard, activate (aha moment), and retain (ongoing engagement).
- Acquisition - Manual BD prior to having bottomed out initial pipeline and targets
- Activation - focus only on on-boarding at this stage and start building and testing thesis for activation.
- Retention - This needs to be a result of on-going non-financial value via product market fit.
We will look at building and operationalising a sales and marketing system that is suitable to a DAO driven both by core and community contribution. At this stage pre-PMF stage we need to be laser focused on initiatives that drive adoption.
Our strategy should focus on targeting one segment at a time with both product features and growth activities being prioritised around activating a segment before moving to the next one.
- showing interest - downloading upstream
- fully onboarded
- activated/retention - still using past onboarding split into cohorts. number of users still using at end of week 1 or two. after being successfully on-boarded - 60-80% is target. (ref)
- PMF score - % very disappointed if shut down.
The objectives, framework, and tactics within that framework can be challenged and iterated on together. Once we have this infrastructure in place for the growth workstream we can discuss initiatives that require treasury funding such as rewards for those that adopt. Keen to get feedback in comments below and then once we’re aligned perhaps the next step is for us to put a initiative proposal template together for more formal proposals.