How should Product Marketers work with Growth marketers in terms of KPIs, boundaries, north star metrics, activities?

Good question. And admittedly it's been a minute since I've worked with a growth team so my answer might be 2-3 years outdated. But I think if you're in product marketing and you're lucky enough to have an adacent growth team, first of all, partner with them. Doubt it'll feel natural at first, but that team can be a major advantage to product marketing because it gives PMM the time to work elsewhere in the org on other problems (customer and prodcut fit, user and feature fit, etc). Also growth teams usually work in shorter term projects, while product marketing is hopefully building an org that owns responsibilities long term (sales enablement, product messaging, positioning, etc). Growth can skate out a head, test ideas and bring product marketing super valuable insights that'll make their work smarter. Lets be honest, product marketers have to make a lot of assumptions in the work they do (small teams, less time to test, no budget, etc). Growth usually has the opposite problem, a nice budget, time to test but no or fuzzy long term ownership within the org. That makes for a good working partnerships between the two teams. So not an exact answer to KPIs, metrics, activties, but my recommendation would be set up a way to implement growth into testing and data and product marketing to own traditional product marketing responsibilities, see how that fits within the org. KPIs wil come later. 

Product marketers and growth marketers should work closely together to ensure that their efforts are aligned towards achieving the company's goals. Here are some ways they can work together effectively:

1. Establish shared KPIs: Product marketers and growth marketers should agree on shared KPIs that reflect the company's objectives. For example, they may track metrics such as user acquisition, conversion rates, or revenue. This ensures that both teams are working towards the same goals.

2. Define boundaries: Product marketers and growth marketers should clearly define their respective roles and responsibilities. For example, product marketers may focus on positioning, messaging, and competitive analysis, while growth marketers may focus on acquisition channels, retention, and optimization. This ensures that each team is able to focus on its core strengths without overlapping or interfering with the other.

3. Identify North Star Metrics: Product marketers and growth marketers should identify a North Star Metric, which is a key metric that reflects the success of the company as a whole. This helps ensure that both teams are working towards a shared vision of success.

4. Coordinate activities: Product marketers and growth marketers should coordinate their activities to ensure that they are working towards the same goals. For example, product marketers may create messaging and positioning for a new product launch, while growth marketers may create a marketing campaign to drive awareness and acquisition. By working together, they can ensure that their efforts are complementary and that they are maximizing the impact of their activities.

Overall, the key to success for product marketers and growth marketers working together is to ensure that they are aligned in terms of their goals, metrics, and activities. By working together, they can create a powerful force that drives growth and success for the company.

Ideally you are aligned with Growth (and Product) on your north star metric/KPI -- e.g. we're trying to drive more pipeline in xyz segment; increase acquisitions through our free trial/paid motion; reduce churn by driving deeper adoption/usage of xyz feature; increase LTV with upsell/cross-sell.

From there, I'd map out your overall strategy and assign clear owners/KPIs to each component of the strategy. Growth marketers are amazing partners because they have tons of insights into different tests on what's working and what's not with different customer cohorts. By partnering with these teams, you can get insights into different key messages, asset types, use cases, and offers to see what is most resonant. If certain parts of your strategy aren't working, what else might you need to do to change course?

I've found these partners are experts in experimentation models and activation channels -- leverage their insights! PMM can help fuel their programs with insights into potential new ways to reach your ICP; new persona to engage; new narratives or use cases to try; and much more.