Growth can mean different things in different orgs. In some orgs, a growth person owns acquiring new users (with performance marketing or ads, and so forth). In other orgs, growth helps with proposing and testing different growth levers (e.g., an invite-a-friend option in-app, adding signup-for-free CTAs to collaboration opportunities such as an email a Calendly meeting invitee receives). Sometimes, growth owns the lifecycle marketing from signup to first-time user experience in app to emails and in-app messages weeks after the user signups. Growth product marketing generally helps with one or more of the above. At InVision, I helped with all of the above.I recommend getting your feet wet in growth PMM by offering to share a KPI with a department/staffer helping with one of the above. For example, you could go to whomever is in charge of acquiring new free users and offer to share a KPI (perhaps write social-ad copy) of theirs for the upcoming quarter. You could go to a product manager owning in-app growth levers (invite-a-friend call to action button) and offer to help with some customer research around what they're doing. Approach your email manager and offer to help test various experiments around the initial emails a new sign-up receives.
Growth Product Marketing is an emerging role, especially impactful at companies that have a strong Growth Product arm. As a Growth PMM, you should be mapped to a Growth Product team and support the team in the same ways that a traditional PMM does. As a Growth PMM you’ll be working closely with the Growth Product team on experiments, tests, and research to improve user metrics. As a point of distinction, I wouldn’t expect a Growth PMM to be doing a ton of “big launches” for core products.
To demonstrate expertise in Growth PMM, I would lean into your ability to analyze data to understand opportunities for growth and pair that with your deep understanding of the customer. You’ve got to be data-driven, understand the fundamentals of experimentation, and have solid marketing channel performance chops. That's what will set you apart in Growth PMM.
Traditional Product Marketing and Growth Product Marketing should be complementary functions. When done successfully, a Growth Product Marketing team will be more focused on rapid experimentation and growing user engagement metrics, and less focused on product development and product launches. And vice-versa for the traditional PMM team. Both teams will still engage in consumer insights, research, analytics, and planning activities equally.
That said, both teams will likely do all the activities listed above, but the mix of those activities will look different.
I'd propose something like this.