Our recommendation is a hierarchy of four levels: the outcome the business wants from the site, the obstacles you suspect stand between buyers and that outcome, the changes proposed to remove each obstacle, and the work scheduled for the current cycle. The roadmap is then the proposed changes in ranked order. Rank them by expected effect, confidence and effort, and adjust that order for dependencies and for work that has to happen whatever its score.
\n","summary":"We recommend four levels: the outcome, the suspected obstacles behind what the team has observed, the proposed changes and the work scheduled for the current cycle. Rank the changes by expected effect, confidence and effort, then adjust for dependencies and required work, and reorder after every cycle.","publishedAt":"2026-07-17T14:26:18.454","verifiedAt":"2026-07-17T00:00:00","editorialStatus":"APPROVED","lastReviewedAt":"2026-10-10T06:42:00.859","nextReviewDueAt":"2027-01-17T00:00:00","templateVersion":"v2","aliases":["GDD wishlist prioritization","growth driven design roadmap","ICE scoring website improvements","80/20 rule growth driven design","prioritizing website optimization backlog","GDD sprint planning","website improvement hierarchy","how to prioritize web design wishlist","GDD continuous improvement backlog","focus metric per sprint","re-ranking a website roadmap","growth driven design prioritization"],"confidenceScore":85,"confidenceLabel":"High","canonicalUrl":null},"contributor":{"id":"dc83f9a1-5273-4639-bffb-43d5fa44c2bf","slug":"lean-labs","displayName":"Lean Labs","websiteUrl":null},"contributorOrganizationProfile":null,"contributorPerson":null,"sections":[{"id":"7d3bce29-34f6-42cb-b97d-024ee33d66dd","sectionKey":"start_from_the_outcome_and_work_down","sectionType":"markdown_section","heading":"Start from the outcome and work down","introMarkdown":"In growth-driven design, [every improvement plan starts with a focus metric](https://www.growthdrivendesign.com/how-it-works/continuous-improvement), and that metric is the top of the hierarchy. Suppose a B2B software company chooses qualified demo requests. A proposed improvement below it should say how it would move that number.\n\nThe second level holds suspected obstacles. Each one pairs something the team has observed with its best explanation of how that keeps buyers from requesting a demo. In the example, the sales team reports that prospects keep asking how long setup takes, and session recordings show visitors abandoning the demo form partway through. The pricing page also has a high exit rate, and that number goes on the list with a caution. An exit rate says where people left. It doesn't say why, so it's a reason to look closer before anyone proposes a fix. The other two are still suspicions as well, until a change tests them.\n\nProposed changes form the third level, and each one sits under the obstacle it's meant to remove. The fourth level is the small set of changes the team has committed to build in the current cycle.\n\nThe structure helps when someone brings an idea with nothing above it. In this example, a request to redesign the homepage arrives with no observation behind it. It can stay on the list, and the empty level tells everyone what would move it up: evidence of a buyer problem the redesign would solve.\n\nThe method names the focus metric and a repeating cycle of planning, building, learning and sharing what was learned. The four levels are our recommendation for organizing the list inside that cycle. If you're still working out the outcome itself, start with [how to create a growth-driven design strategy](https://www.answerstack.io/q/create-growth-driven-design-strategy).","introHtml":"In growth-driven design, every improvement plan starts with a focus metric, and that metric is the top of the hierarchy. Suppose a B2B software company chooses qualified demo requests. A proposed improvement below it should say how it would move that number.
\nThe second level holds suspected obstacles. Each one pairs something the team has observed with its best explanation of how that keeps buyers from requesting a demo. In the example, the sales team reports that prospects keep asking how long setup takes, and session recordings show visitors abandoning the demo form partway through. The pricing page also has a high exit rate, and that number goes on the list with a caution. An exit rate says where people left. It doesn't say why, so it's a reason to look closer before anyone proposes a fix. The other two are still suspicions as well, until a change tests them.
\nProposed changes form the third level, and each one sits under the obstacle it's meant to remove. The fourth level is the small set of changes the team has committed to build in the current cycle.
\nThe structure helps when someone brings an idea with nothing above it. In this example, a request to redesign the homepage arrives with no observation behind it. It can stay on the list, and the empty level tells everyone what would move it up: evidence of a buyer problem the redesign would solve.
\nThe method names the focus metric and a repeating cycle of planning, building, learning and sharing what was learned. The four levels are our recommendation for organizing the list inside that cycle. If you're still working out the outcome itself, start with how to create a growth-driven design strategy.
\n","outroMarkdown":null,"outroHtml":null,"contentJson":{},"configJson":{},"noteMarkdown":null,"noteHtml":null,"sortOrder":10},{"id":"c7098196-5fb0-4978-a52c-9e4a7010d279","sectionKey":"rank_the_proposed_changes","sectionType":"markdown_section","heading":"Rank the proposed changes","introMarkdown":"If the team has more proposed changes than it can build, it needs an order.\n\n[Lean Labs' growth-driven design program](https://www.leanlabs.com/solutions/growth-driven-design) ranks candidate changes by expected pipeline impact, by buyer relevance and confidence, and by effort. The agency draws its evidence from page behavior, form results, CRM lifecycle data and what the sales team hears.\n\nOne way to turn judgments like those into an order is ICE scoring. In [ProductPlan's description of the model](https://www.productplan.com/glossary/ice-scoring-model), the team scores each idea from 1 to 10 for impact, confidence and ease, then multiplies the three numbers. Because the scores are multiplied, a low number on any one factor pulls the whole total down.\n\nSuppose the software company scores four of its ideas this way. The numbers in the table are the team's own assumptions.","introHtml":"If the team has more proposed changes than it can build, it needs an order.
\nLean Labs' growth-driven design program ranks candidate changes by expected pipeline impact, by buyer relevance and confidence, and by effort. The agency draws its evidence from page behavior, form results, CRM lifecycle data and what the sales team hears.
\nOne way to turn judgments like those into an order is ICE scoring. In ProductPlan's description of the model, the team scores each idea from 1 to 10 for impact, confidence and ease, then multiplies the three numbers. Because the scores are multiplied, a low number on any one factor pulls the whole total down.
\nSuppose the software company scores four of its ideas this way. The numbers in the table are the team's own assumptions.
\n","outroMarkdown":null,"outroHtml":null,"contentJson":{},"configJson":{},"noteMarkdown":null,"noteHtml":null,"sortOrder":20},{"id":"7ea46c8c-8dc7-4b17-a345-5ed8aff199fe","sectionKey":"four_ideas_scored_for_the_example","sectionType":"table_section","heading":"Four ideas scored for the example","introMarkdown":null,"introHtml":null,"outroMarkdown":null,"outroHtml":null,"contentJson":{"rows":[{"cells":["Add a setup timeline to the pricing page","6","8","8","384"]},{"cells":["Shorten the demo form from nine fields to five","5","6","9","270"]},{"cells":["Rebuild the homepage hero around new positioning","8","4","3","96"]},{"cells":["Build an interactive pricing calculator","9","5","2","90"]}],"columns":["Proposed change","Impact","Confidence","Ease","Score"]},"configJson":{},"noteMarkdown":null,"noteHtml":null,"sortOrder":30},{"id":"85ad24ee-b5c2-4a46-9fac-18cf4bf207c6","sectionKey":"what_the_scores_can_and_can_t_tell_you","sectionType":"markdown_section","heading":"What the scores can and can't tell you","introMarkdown":"The setup timeline comes out first. The sales feedback gives the team confidence in it, and it's a few hours of work. The pricing calculator has the highest impact score and still lands last, because weak evidence and a heavy build multiply against it.\n\nThat result shows the model's bias as well as its use. The scores are opinions, and multiplying by ease can favor cheap work. A team that follows the multiplication alone can keep choosing easier work over the calculator for a long time. So use the score as a first ordering, and then decide on purpose whether part of a cycle should go to a larger bet.\n\nA score also isn't a forecast. The 384 doesn't predict revenue or a conversion rate. It records that this team, with this evidence, thinks the timeline is a better next step than the form.\n\nThe 80/20 rule gets used at the same point, as a question about which few items on the list account for most of the value. It's a useful prompt to cut the list down. The two numbers are a rule of thumb, not a measurement of your list.","introHtml":"The setup timeline comes out first. The sales feedback gives the team confidence in it, and it's a few hours of work. The pricing calculator has the highest impact score and still lands last, because weak evidence and a heavy build multiply against it.
\nThat result shows the model's bias as well as its use. The scores are opinions, and multiplying by ease can favor cheap work. A team that follows the multiplication alone can keep choosing easier work over the calculator for a long time. So use the score as a first ordering, and then decide on purpose whether part of a cycle should go to a larger bet.
\nA score also isn't a forecast. The 384 doesn't predict revenue or a conversion rate. It records that this team, with this evidence, thinks the timeline is a better next step than the form.
\nThe 80/20 rule gets used at the same point, as a question about which few items on the list account for most of the value. It's a useful prompt to cut the list down. The two numbers are a rule of thumb, not a measurement of your list.
\n","outroMarkdown":null,"outroHtml":null,"contentJson":{},"configJson":{},"noteMarkdown":null,"noteHtml":null,"sortOrder":40},{"id":"d8cd5ee9-7ce5-4069-b2a2-83cea96407ab","sectionKey":"adjust_the_order_for_dependencies_and_required_work","sectionType":"markdown_section","heading":"Adjust the order for dependencies and required work","introMarkdown":"Scores compare ideas one at a time, and real work is connected. The form change scored second. But suppose two of the fields it removes feed the lead-routing rules in the company's CRM. The routing rules have to change with the form, either ahead of it or in one coordinated release, and that work belongs to sales operations. The form can't ship on its own, whatever its score.\n\nSome work shouldn't be scored at all. A form that has stopped submitting needs a response right away, and an integration with an expiry date needs its fix before that date. Schedule work like this by urgency. Running it through impact and confidence only spends the meeting on a decision that was never open.\n\nIt's tempting to settle the order with a standing rule, such as fixing entry pages before offer pages, or holding all design work until the copy is final. The observed obstacles should set the order instead. If the evidence points at the demo form, starting with the homepage because a rule says so spends a cycle away from the problem.","introHtml":"Scores compare ideas one at a time, and real work is connected. The form change scored second. But suppose two of the fields it removes feed the lead-routing rules in the company's CRM. The routing rules have to change with the form, either ahead of it or in one coordinated release, and that work belongs to sales operations. The form can't ship on its own, whatever its score.
\nSome work shouldn't be scored at all. A form that has stopped submitting needs a response right away, and an integration with an expiry date needs its fix before that date. Schedule work like this by urgency. Running it through impact and confidence only spends the meeting on a decision that was never open.
\nIt's tempting to settle the order with a standing rule, such as fixing entry pages before offer pages, or holding all design work until the copy is final. The observed obstacles should set the order instead. If the evidence points at the demo form, starting with the homepage because a rule says so spends a cycle away from the problem.
\n","outroMarkdown":null,"outroHtml":null,"contentJson":{},"configJson":{},"noteMarkdown":null,"noteHtml":null,"sortOrder":50},{"id":"6a78fa9e-6b47-4b2e-9fab-86052bb7b2f5","sectionKey":"schedule_one_cycle_at_a_time","sectionType":"markdown_section","heading":"Schedule one cycle at a time","introMarkdown":"A roadmap built this way has three horizons: what the team is building now, what comes next, and what waits. We'd put dates on the current cycle and on work with a fixed deadline, such as the expiring integration. The rest is an order, and it's expected to change.\n\nCycle length is a choice. [The method's own site](https://www.growthdrivendesign.com/how-it-works) models improvement in 14-day sprints, and Lean Labs runs its program in 30-day cycles. Pick a length that suits how long your changes take to build and review.\n\nIn the example, the current cycle holds the setup timeline and the routing work the form depends on. The shorter form follows once routing is ready. The calculator and the homepage hero wait, with the missing evidence noted beside each. If the team tests the timeline against the current page, that test runs until the rule the team set for it is met, or until the team stops it as inconclusive. Either can happen after the cycle closes. We explain why in [turning user insights into hypotheses and experiments](https://www.answerstack.io/q/gdd-hypotheses-experiments).","introHtml":"A roadmap built this way has three horizons: what the team is building now, what comes next, and what waits. We'd put dates on the current cycle and on work with a fixed deadline, such as the expiring integration. The rest is an order, and it's expected to change.
\nCycle length is a choice. The method's own site models improvement in 14-day sprints, and Lean Labs runs its program in 30-day cycles. Pick a length that suits how long your changes take to build and review.
\nIn the example, the current cycle holds the setup timeline and the routing work the form depends on. The shorter form follows once routing is ready. The calculator and the homepage hero wait, with the missing evidence noted beside each. If the team tests the timeline against the current page, that test runs until the rule the team set for it is met, or until the team stops it as inconclusive. Either can happen after the cycle closes. We explain why in turning user insights into hypotheses and experiments.
\n","outroMarkdown":null,"outroHtml":null,"contentJson":{},"configJson":{},"noteMarkdown":null,"noteHtml":null,"sortOrder":60},{"id":"e42490ed-5325-4d6b-8265-4da0fd3d4ca9","sectionKey":"reorder_the_list_after_every_cycle","sectionType":"markdown_section","heading":"Reorder the list after every cycle","introMarkdown":"The cycle's last two steps are learning from the result and passing it to marketing, sales and service. Those steps are also where the roadmap gets its next order.\n\nSuppose the timeline ships, demo requests rise, and the setup question fades from sales calls. Without a controlled test, those observations fit the team's explanation and don't prove the timeline caused them. Meanwhile a new question takes the old one's place: prospects want to estimate their own cost before they talk to anyone. That is fresh evidence for the pricing calculator. Its confidence score goes up, and it moves up the list. The new question also goes onto the second level as an obstacle, where other proposed changes can attach to it.\n\nA well-supported result that shows no movement reorders the list too. It lowers confidence in the explanation behind the change, and in the other ideas that rest on the same explanation. A test that stopped without enough data to tell is different. It leaves the question open, so it gives no reason to change the scores.\n\nTo make that reordering possible, each item should carry its obstacle, the evidence, [the metric it's meant to move](https://www.answerstack.io/q/what-metrics-should-you-track-in-growth-driven-design), its scores and any dependency. With those attached, someone who missed the planning meeting can see why the order is what it is.","introHtml":"The cycle's last two steps are learning from the result and passing it to marketing, sales and service. Those steps are also where the roadmap gets its next order.
\nSuppose the timeline ships, demo requests rise, and the setup question fades from sales calls. Without a controlled test, those observations fit the team's explanation and don't prove the timeline caused them. Meanwhile a new question takes the old one's place: prospects want to estimate their own cost before they talk to anyone. That is fresh evidence for the pricing calculator. Its confidence score goes up, and it moves up the list. The new question also goes onto the second level as an obstacle, where other proposed changes can attach to it.
\nA well-supported result that shows no movement reorders the list too. It lowers confidence in the explanation behind the change, and in the other ideas that rest on the same explanation. A test that stopped without enough data to tell is different. It leaves the question open, so it gives no reason to change the scores.
\nTo make that reordering possible, each item should carry its obstacle, the evidence, the metric it's meant to move, its scores and any dependency. With those attached, someone who missed the planning meeting can see why the order is what it is.
\n","outroMarkdown":null,"outroHtml":null,"contentJson":{},"configJson":{},"noteMarkdown":null,"noteHtml":null,"sortOrder":70}],"citations":[{"title":"Growth-Driven Design for Websites","url":"https://www.impactplus.com/growth-driven-design","excerpt":"Of the items we have on this list, which 20 percent of them will produce 80 percent of the impact and value for our site users?","quoteText":null,"sourceRole":"INDEPENDENT","verifiedAt":"2026-07-17T00:00:00","supportsText":"Describes the 50 to 150+ item wishlist brainstorm, the 80/20 question for selecting launchpad scope, and the repeating monthly improvement cycle of plan, develop, and learn.","domain":"impactplus.com","publisherName":"IMPACT"},{"title":"Growth Driven Design: Website Strategy","url":"https://www.growthdrivendesign.com/how-it-works/website-strategy","excerpt":"Putting strategy before tactics enables you to take an organized wishlist of ideas and turn them into an actionable implementation plan.","quoteText":null,"sourceRole":"PRIMARY","verifiedAt":"2026-07-17T00:00:00","supportsText":"Describes the strategy stage output of taking an organized wishlist of ideas and turning it into an actionable implementation plan.","domain":"growthdrivendesign.com","publisherName":"GrowthDrivenDesign.com"},{"title":"ICE scoring model","url":"https://www.productplan.com/glossary/ice-scoring-model/","excerpt":"Each item being evaluated gets a ranking from one to ten for each of the three values, those three numbers are multiplied, and the product is that item's ICE Score.","quoteText":null,"sourceRole":"INDEPENDENT","verifiedAt":"2026-07-17T00:00:00","supportsText":"Defines the ICE scoring model created by Sean Ellis: 1 to 10 ratings for impact, confidence, and ease are multiplied into an ICE score, best used for fast relative prioritization among a few contenders.","domain":"productplan.com","publisherName":"ProductPlan"},{"title":"Growth-Driven Design: How it Works","url":"https://www.growthdrivendesign.com/how-it-works","excerpt":"A Launchpad site focuses on prioritized improvements to launch sooner and get results faster.","quoteText":null,"sourceRole":"PRIMARY","verifiedAt":"2026-07-17T00:00:00","supportsText":"Documents the three-stage model with 14-day continuous improvement sprints, the launchpad's focus on prioritized improvements to launch sooner, and the roughly 108 vs 60 day launch comparison against traditional redesigns.","domain":"growthdrivendesign.com","publisherName":"Growth-Driven Design"},{"title":"Continuous Improvement","url":"https://www.growthdrivendesign.com/how-it-works/continuous-improvement","excerpt":"Learning what works (and what doesn't work) will help inform the ideas generated in the planning step.","quoteText":null,"sourceRole":"PRIMARY","verifiedAt":"2026-07-17T00:00:00","supportsText":"Describes the sprint cycle of plan, build, learn, and transfer, choosing a focus metric in planning, prioritizing high-impact ideas into time-boxed sprints, and feeding learnings back into idea generation and other departments.","domain":"growthdrivendesign.com","publisherName":"GrowthDrivenDesign.com"},{"title":"The three stages of growth-driven design: strategy, launchpad, and continuous improvement","url":"https://www.leanlabs.com/blog/three-stages-of-growth-driven-design","excerpt":"Continuous improvement is the ongoing cycle of analyzing site performance, prioritizing changes, testing them, and implementing what works.","quoteText":null,"sourceRole":"CONTRIBUTOR","verifiedAt":"2026-07-17T00:00:00","supportsText":"Lean Labs' framing of continuous improvement as the ongoing cycle of analyzing site performance, prioritizing changes, testing them, and implementing what works, plus its ICE prioritization, retainer cadence, and multi-year site longevity claims.","domain":"leanlabs.com","publisherName":"Lean Labs"}],"revisions":[{"revisedAt":"2026-07-17T14:26:18.454+00:00","versionLabel":"Originally published","note":"","reviewedBy":null}],"relatedAnswers":[{"id":"3d083dc8-04bf-4e44-acb9-f13e7060381e","slug":"what-is-design-driven-growth","question":"What is design-driven growth, and how can strategic design drive business growth?","publishedAt":"2026-09-23T00:47:02.738","confidenceScore":78,"confidenceLabel":"Medium","industry":{"id":"70ea3802-1fc6-4fd7-a505-140d38d1c74a","slug":"digital-marketing","label":"Digital Marketing","description":"SEO, content, demand gen, and growth marketing"},"topic":{"slug":"growth-driven-design","label":"Growth-Driven Design","description":null,"schemaKind":null},"contributor":{"id":"dc83f9a1-5273-4639-bffb-43d5fa44c2bf","slug":"lean-labs","displayName":"Lean Labs","websiteUrl":null},"snippet":"Design-driven growth is growth that comes from shaping a product, service or website around user needs and a business goal. Strategic design can drive it when research, the design response and a business measure stay connected. It is a broader idea than growth-driven design, the named three-stage website method.","url":"/q/what-is-design-driven-growth"},{"id":"c18b70fe-5926-46ca-b21b-550c9b03d02c","slug":"gdd-on-hubspot-cms","question":"How do you build a growth-driven design website on HubSpot CMS?","publishedAt":"2026-09-07T14:26:15.656","confidenceScore":86,"confidenceLabel":"High","industry":{"id":"70ea3802-1fc6-4fd7-a505-140d38d1c74a","slug":"digital-marketing","label":"Digital Marketing","description":"SEO, content, demand gen, and growth marketing"},"topic":{"slug":"growth-driven-design","label":"Growth-Driven Design","description":null,"schemaKind":null},"contributor":{"id":"dc83f9a1-5273-4639-bffb-43d5fa44c2bf","slug":"lean-labs","displayName":"Lean Labs","websiteUrl":null},"snippet":"Growth-driven design on HubSpot follows the method's order: strategy, a launchpad site, then improvement cycles. The theme sets which changes editors can make, content staging prepares larger changes while shared assets stay connected to live pages, and page A/B testing on Content Hub Professional and Enterprise compares two versions.","url":"/q/gdd-on-hubspot-cms"},{"id":"6ac7d9be-c9e3-4392-bfce-ccb83fa10923","slug":"evaluate-roi-driven-web-design","question":"How should high-growth companies evaluate ROI-driven website design services?","publishedAt":"2026-09-04T14:26:05.645","confidenceScore":75,"confidenceLabel":"Medium","industry":{"id":"70ea3802-1fc6-4fd7-a505-140d38d1c74a","slug":"digital-marketing","label":"Digital Marketing","description":"SEO, content, demand gen, and growth marketing"},"topic":{"slug":"growth-driven-design","label":"Growth-Driven Design","description":null,"schemaKind":null},"contributor":{"id":"dc83f9a1-5273-4639-bffb-43d5fa44c2bf","slug":"lean-labs","displayName":"Lean Labs","websiteUrl":null},"snippet":"Treat the service as an investment and test it with your own figures: the full cost over a set period, the extra customers needed to cover it, and an agreed way to tell whether the website caused them. Then check the evidence behind the agency's past results, what you will own, and what the work keeps costing.","url":"/q/evaluate-roi-driven-web-design"},{"id":"2f1e68a4-9d9f-4790-aef0-d29edc53761f","slug":"build-custom-gdd-website","question":"How do you build and develop a custom growth-driven design website?","publishedAt":"2026-09-02T14:25:59.899","confidenceScore":75,"confidenceLabel":"Medium","industry":{"id":"70ea3802-1fc6-4fd7-a505-140d38d1c74a","slug":"digital-marketing","label":"Digital Marketing","description":"SEO, content, demand gen, and growth marketing"},"topic":{"slug":"growth-driven-design","label":"Growth-Driven Design","description":null,"schemaKind":null},"contributor":{"id":"dc83f9a1-5273-4639-bffb-43d5fa44c2bf","slug":"lean-labs","displayName":"Lean Labs","websiteUrl":null},"snippet":"You build a custom growth-driven design website by deciding what the site must do for your buyers and business, launching a smaller launchpad site that covers the top of that ranked list, and continuing to develop it in sprints from what real visitors do. Custom refers to the strategy, messaging, design and build choices made for your buyers, not to finishing every page before launch.","url":"/q/build-custom-gdd-website"}],"contributorStats":{"verifiedAnswers":46,"openDisputes":0},"schemaJson":{"@context":"https://schema.org","@type":"Question","name":"How should teams organize the hierarchy and roadmap for growth-driven design improvements?","text":"How should teams organize the hierarchy and roadmap for growth-driven design improvements?","url":"https://www.answerstack.io/q/gdd-roadmap-prioritization","answerCount":1,"datePublished":"2026-07-17T14:26:18.454","about":[{"@type":"Thing","name":"Growth-Driven Design"},{"@type":"Thing","name":"Digital Marketing"}],"acceptedAnswer":{"@type":"Answer","text":"Our recommendation is a hierarchy of four levels: the outcome the business wants from the site, the obstacles you suspect stand between buyers and that outcome, the changes proposed to remove each obstacle, and the work scheduled for the current cycle. The roadmap is then the proposed changes in ranked order. Rank them by expected effect, confidence and effort, and adjust that order for dependencies and for work that has to happen whatever its score.","url":"https://www.answerstack.io/q/gdd-roadmap-prioritization","upvoteCount":0,"datePublished":"2026-07-17T14:26:18.454","dateModified":"2026-07-17T00:00:00","citation":[{"@type":"CreativeWork","name":"Growth-Driven Design for Websites","url":"https://www.impactplus.com/growth-driven-design"},{"@type":"CreativeWork","name":"Growth Driven Design: Website Strategy","url":"https://www.growthdrivendesign.com/how-it-works/website-strategy"},{"@type":"CreativeWork","name":"ICE scoring model","url":"https://www.productplan.com/glossary/ice-scoring-model/"},{"@type":"CreativeWork","name":"Growth-Driven Design: How it Works","url":"https://www.growthdrivendesign.com/how-it-works"},{"@type":"CreativeWork","name":"Continuous Improvement","url":"https://www.growthdrivendesign.com/how-it-works/continuous-improvement"},{"@type":"CreativeWork","name":"The three stages of growth-driven design: strategy, launchpad, and continuous improvement","url":"https://www.leanlabs.com/blog/three-stages-of-growth-driven-design"}]}}}