5 organizations and 14 metrics that make PLG work
There is an explosion of articles focusing on the popularity of the PLG growth model, analyses of company valuation, and quite a bit written about growth metrics for this new model.
But I want to parse the problem a bit differently, focusing not only on the goals an aspiring PLG company should set at each stage of the sales cycle... but also on how to organize delivery of a successful PLG product. IMO, these are the real keys to PLG success.
Most Important: How to *Organize* for Successful PLG Execution
I’ve found that most PLG articles stop at this point. But to be successful and designing and executing on the strategy, the company has to think and act in new ways. And that means core organizations need to be structured specifically in a PLG-related fashion.
Consider that the product itself needs to be designed so it’s more easily adopted and onboarded; that it needs to be instrumented differently so as to track speed bumps in the customer journey; that it generates triggers when it’s time to send-in the ‘big guns” to close large deals.
At least 5 organizations need to be part of this company-wide effort, and each should be accountable to the overall PLG/DLG plan. Leaders of these 5 organizations must choose which PLG metrics they can impact, and be willing to adjust/experiment/adapt to improve.
Full article published on LinkedIn
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