Antoine Le Nel

than what we're achieving. So I think it's... If you never set targets that can be hit, does it not just lead to bad morale? At the end of the day, you know, between the way this works and the way Google does OKRs, you know, where we know, I mean, OKRs, I mean, you know, the theory about OKRs, you should always be around 70, 80% of achievement. It's the same thing, you know.

than what we're achieving. So I think it's... If you never set targets that can be hit, does it not just lead to bad morale? At the end of the day, you know, between the way this works and the way Google does OKRs, you know, where we know, I mean, OKRs, I mean, you know, the theory about OKRs, you should always be around 70, 80% of achievement. It's the same thing, you know.

than what we're achieving. So I think it's... If you never set targets that can be hit, does it not just lead to bad morale? At the end of the day, you know, between the way this works and the way Google does OKRs, you know, where we know, I mean, OKRs, I mean, you know, the theory about OKRs, you should always be around 70, 80% of achievement. It's the same thing, you know.

So you need to be ambitious, but realistic.

So you need to be ambitious, but realistic.

So you need to be ambitious, but realistic.

Reaching 80% of your target, that's good. You said there about kind of making sure that you're not the cow that gets eaten from behind. How do you do meetings with the growth team? What does that look like? Is it like a weekly brainstorm where like you throw shit at the wall and get creative? How does that look in terms of the ideation amongst the growth team?

Reaching 80% of your target, that's good. You said there about kind of making sure that you're not the cow that gets eaten from behind. How do you do meetings with the growth team? What does that look like? Is it like a weekly brainstorm where like you throw shit at the wall and get creative? How does that look in terms of the ideation amongst the growth team?

Reaching 80% of your target, that's good. You said there about kind of making sure that you're not the cow that gets eaten from behind. How do you do meetings with the growth team? What does that look like? Is it like a weekly brainstorm where like you throw shit at the wall and get creative? How does that look in terms of the ideation amongst the growth team?

Yeah, well, we have a very, it's extremely standardized, extremely processed. We work on weekly cycles. In the growth team, we have, I think it's 20, 25 different teams, you know. 25 different teams? Yeah, because we work as a matrix, you know, so you have the channel people, and then you have the local people, and all of those are teams, you know.

Yeah, well, we have a very, it's extremely standardized, extremely processed. We work on weekly cycles. In the growth team, we have, I think it's 20, 25 different teams, you know. 25 different teams? Yeah, because we work as a matrix, you know, so you have the channel people, and then you have the local people, and all of those are teams, you know.

Yeah, well, we have a very, it's extremely standardized, extremely processed. We work on weekly cycles. In the growth team, we have, I think it's 20, 25 different teams, you know. 25 different teams? Yeah, because we work as a matrix, you know, so you have the channel people, and then you have the local people, and all of those are teams, you know.

And then we run, so I run weekly business review for all those teams. So I meet all the teams every week. And those are mostly, so obviously we review numbers, but it's more like problem solving sessions. You know, we bring a problem and we try to solve it together. And then they have a week, they solve it. And then we reiterate the week after, we reiterate, we reiterate.

And then we run, so I run weekly business review for all those teams. So I meet all the teams every week. And those are mostly, so obviously we review numbers, but it's more like problem solving sessions. You know, we bring a problem and we try to solve it together. And then they have a week, they solve it. And then we reiterate the week after, we reiterate, we reiterate.

And then we run, so I run weekly business review for all those teams. So I meet all the teams every week. And those are mostly, so obviously we review numbers, but it's more like problem solving sessions. You know, we bring a problem and we try to solve it together. And then they have a week, they solve it. And then we reiterate the week after, we reiterate, we reiterate.

I think the power of very short cycles is that there's no time wasted in presenting in the sense that if you had a meeting only once a month and so on, you would actually spend, I mean, we know how teams are, you know, they spend the last two, three days just preparing the presentation for the exec. It's a waste of time. Such bullshit.

I think the power of very short cycles is that there's no time wasted in presenting in the sense that if you had a meeting only once a month and so on, you would actually spend, I mean, we know how teams are, you know, they spend the last two, three days just preparing the presentation for the exec. It's a waste of time. Such bullshit.

I think the power of very short cycles is that there's no time wasted in presenting in the sense that if you had a meeting only once a month and so on, you would actually spend, I mean, we know how teams are, you know, they spend the last two, three days just preparing the presentation for the exec. It's a waste of time. Such bullshit.

While when you run it every week, I mean, they're not preparing the meetings. So you just start the meeting, say, okay, so where are we at? And so on, you know, you prepare a lot less, you know, the meeting and you just bring the JIRA board and you just bring the dashboard and you just look at it and then you just try to solve the problem, you know, with no specific preparation.

While when you run it every week, I mean, they're not preparing the meetings. So you just start the meeting, say, okay, so where are we at? And so on, you know, you prepare a lot less, you know, the meeting and you just bring the JIRA board and you just bring the dashboard and you just look at it and then you just try to solve the problem, you know, with no specific preparation.