korrents

What Albert Cheng thinks about innovation

@albert-cheng · 26 positions · 0 changes of mind

Head of growth at Chess.com, previously growth and monetization lead at Grammarly and Duolingo and a product manager at Google.

Albert Cheng did not write this page.

We collected these quotes from things they published elsewhere, and every quote links to where it was said. They have no account here and have not endorsed this site. Quotes are word for word; the short line under each one is our own restatement, not their wording. Their own site. Is this you? Claim it or ask us to remove it. Or tell us what is wrong here.

3 dated positions, 2025, in their own words. Our reading of what Albert Cheng has said — not written or endorsed by them.

3 positions so far — this page is not yet offered to search engines.

  1. Our readingA growth team that only explores turns scattershot, and one that only exploits saturates — the job is to keep oscillating between the two.

    Their wordsIf you do too much exploration, you can have your team feel a little bit too scattershot, just trying a 100 different random ideas. What's the through line? What's the strategy? How do you pattern match, you know, successes across them? And if you do too much in exploitation, which is often the MMO of growth teams, it can lead to this like saturation and stagnation where you're just locally maximizing a thing.

    ↗Finding hidden growth opportunities in your product | Albert Cheng (Duolingo, Grammarly, Chess.com)youtube.com 1st of 26 in this recording

  3. Our readingA rising share of statistically insignificant experiments is the signal that a team has exploited an area too far and should go back to exploring.

    Their wordsAnd if I'm starting to see like more and more experiments that are not statistically significant, that may be a signal to me to say, okay, we might have kind of tried to exploit a little bit too far. Like there might not be as much juice to squeeze.

    ↗Finding hidden growth opportunities in your product | Albert Cheng (Duolingo, Grammarly, Chess.com)youtube.com 4th of 26 in this recording

  5. Our readingSteady experimentation is what a growth team controls, but the step changes come from outside waves the company did not create and would be foolish to ignore.

    Their wordsAnd it's like the growth experimentation is more the the the slow and steady or fast and steady, I should say, uh approach where you're just continually iterating. You're making the product experience better, but then every so often, right, there's a big wave that comes in. you can quadruple your, you know, registrations overnights and yeah, you'd be a fool not to take advantage of that.

    ↗Finding hidden growth opportunities in your product | Albert Cheng (Duolingo, Grammarly, Chess.com)youtube.com 16th of 26 in this recording