Who should own activation: product, growth, or customer success?
The short answer
One team owns the number and everyone else owns an input. In practice the growth team should own activation because they can ship changes to the signup path and the lifecycle emails, which is where most of the leverage sits. But account-level activation, the moment a whole team rather than one user starts working in your product, is usually customer success work and needs its own owner. The failure mode to watch for is activation becoming a shared goal, which means nobody wakes up responsible for it. Put it in a company level objective so it cannot be traded away in a planning meeting, then name one person, and give them the ability to change the product rather than only the emails around it.
Go deeper, your way
4 hand-picked resources, 1 India-specific, 4 link-checked. Pick how you want to dig in.
🎧 Podcast
✓ Link checkedFreeIntermediate
Why we picked it
The funnel audit method Hila describes here is the single most useful thing to run in your first month on a PLG team, and hearing her talk through it is faster than reading a framework.
Why we picked it
Goes past the single aha metric to a three stage model (setup, aha, habit) with Apollo.io and Appcues case studies, plus the failure modes: no retention correlation, and changing the metric every quarter.
Why we picked it
Built from interviews with 12 growth leaders, and it argues hard against the thing most founders want to do, which is hire a Head of Growth as a shortcut. Hire the builder, match them to your bottleneck.
Why we picked it
Product leaders from Razorpay, Byju's, Swiggy, Flipkart and ShareChat on data-driven onboarding and growth team structure. Indian scale, Indian constraints, in their own words.
