Conventional user growth is all along the first curve, trying to keep the business growing and ALTV improving. But this growth cannot go on forever and sooner or later it will stall and eventually decline. Therefore, enterprises need to find the second curve of business, can achieve sustained growth after the original business decline. With the second curve, the growth center has to continue to do what it's good at, and continue to grow along the second curve. But how do you grow without a second curve? In order to do user growth without the second curve, it is necessary to build a qualified growth platform, must not sit and wait for the arrival of the second curve, but to actively explore the second curve. In fact, this is not only true for growth managers. As Christensen argues in The Innovator Gene, innovation should be the responsibility of everyone in an enterprise, and there should be many well-organized innovation teams. Although the CEO, strategic planning team, strategic investment team or specific business team of an enterprise may participate in the exploration of the second curve, but the growth platform is particularly suitable for the exploration of the second curve. Because the exploration of the second curve is not without thresholds, it requires the exploration team to have strong discovery skills. User growth teams tend to have higher discovery skills than other teams.

Discovery skills can be divided into five specific skills: connecting, asking, observing, communicating, and experimenting. To connect is to connect things that seem to be separate. As mentioned earlier, LTV enhancement across lines of business naturally requires the user growth team to connect individual businesses and find some innovative combinations. A lot of great ideas come particularly easily at the intersection of technology and art, and as I mentioned earlier, user growth is itself a mix of technology and art. Asking questions is the process of seeking answers. An important part of the user growth team is to analyze large amounts of data and find the reasons behind the data appearance, business scenarios, user psychology, etc. In my team, I generally advocate that BI staff should adopt the 5 why working method invented by Taichi Ohno of Toyota when facing data [illustration]. On more than one occasion I have heard the head of the BI team tell me how much the 5 why approach has helped him. Christensen in The Innovator Gene also mentions using the 5 why method to ask questions. To observe is to pay attention to the world around you, to see how things work, to find things that you can optimize or patterns that you can learn from. In the process of user growth, we should carefully observe the interaction process between users and products, immerse the user experience, and find the links that can be optimized. The user's perception is always right, and the reason they perceive things we didn't expect is because we didn't do a good job. Having an immersive view of the user experience can help the user growth team gain inspiration for growth. Networking is about being exposed to ideas from different disciplines and fields. As I'll discuss later in the section on "User Growth Team Member Capability Model,"

the ideal user growth talent is interdisciplinary and requires experience or knowledge in multiple areas. At the same time, to do a good job of user growth, the user growth team should also communicate with the relevant teams in different industries or other companies. Experimentation is to validate an idea by creating a product prototype or testing environment. This is consistent with the nature of doing user growth, which is to trade the redundancy of testing (experimentation) for the certainty of growth. The whole user growth team works on a lot of testing. We should use the humanistic way of thinking to discover the test points, and use the rigorous analysis of science and technology to verify the test results. To sum up, an important mission of the growth platform is to explore the second curve. Because of the nature of their work and the ability of their people, growth platforms are best suited for this type of disruptive innovation exploration.

Conventional user growth is all along the first curve, trying to keep the business growing and ALTV improving. But this growth cannot go on forever and sooner or later it will stall and eventually decline. Therefore, enterprises need to find the second curve of business, can achieve sustained growth after the original business decline. With the second curve, the growth center has to continue to do what it's good at, and continue to grow along the second curve. But how do you grow without a second curve? In order to do user growth without the second curve, it is necessary to build a qualified growth platform, must not sit and wait for the arrival of the second curve, but to actively explore the second curve. In fact, this is not only true for growth managers. As Christensen argues in The Innovator Gene, innovation should be the responsibility of everyone in an enterprise, and there should be many well-organized innovation teams. Although the CEO, strategic planning team, strategic investment team or specific business team of an enterprise may participate in the exploration of the second curve, but the growth platform is particularly suitable for the exploration of the second curve. Because the exploration of the second curve is not without thresholds, it requires the exploration team to have strong discovery skills. User growth teams tend to have higher discovery skills than other teams.

Discovery skills can be divided into five specific skills: connecting, asking, observing, communicating, and experimenting. To connect is to connect things that seem to be separate. As mentioned earlier, LTV enhancement across lines of business naturally requires the user growth team to connect individual businesses and find some innovative combinations. A lot of great ideas come particularly easily at the intersection of technology and art, and as I mentioned earlier, user growth is itself a mix of technology and art. Asking questions is the process of seeking answers. An important part of the user growth team is to analyze large amounts of data and find the reasons behind the data appearance, business scenarios, user psychology, etc. In my team, I generally advocate that BI staff should adopt the 5 why working method invented by Taichi Ohno of Toyota when facing data [illustration]. On more than one occasion I have heard the head of the BI team tell me how much the 5 why approach has helped him. Christensen in The Innovator Gene also mentions using the 5 why method to ask questions. To observe is to pay attention to the world around you, to see how things work, to find things that you can optimize or patterns that you can learn from. In the process of user growth, we should carefully observe the interaction process between users and products, immerse the user experience, and find the links that can be optimized. The user's perception is always right, and the reason they perceive things we didn't expect is because we didn't do a good job. Having an immersive view of the user experience can help the user growth team gain inspiration for growth. Networking is about being exposed to ideas from different disciplines and fields. As I'll discuss later in the section on "User Growth Team Member Capability Model,"

the ideal user growth talent is interdisciplinary and requires experience or knowledge in multiple areas. At the same time, to do a good job of user growth, the user growth team should also communicate with the relevant teams in different industries or other companies. Experimentation is to validate an idea by creating a product prototype or testing environment. This is consistent with the nature of doing user growth, which is to trade the redundancy of testing (experimentation) for the certainty of growth. The whole user growth team works on a lot of testing. We should use the humanistic way of thinking to discover the test points, and use the rigorous analysis of science and technology to verify the test results. To sum up, an important mission of the growth platform is to explore the second curve. Because of the nature of their work and the ability of their people, growth platforms are best suited for this type of disruptive innovation exploration.