# The Growth Lab Team (GLT)

The **Growth Lab Team** (GLT) is the cross-functional team inside the company that owns the [2Y3X Roadmap](https://2y3x.com/agents/method/2y3x-roadmap/). It is the locus of company change during the 2Y3X programme.

## Who is in it

Three to seven people. Felix's specific recommendation:

- **The founder or CEO.** Always.
- **The head of the largest revenue-generating function** (usually client services or delivery).
- **The head of new business or sales.**
- **The head of operations or finance.**
- **One or two rising stars** from outside the existing leadership team.

The GLT is intentionally **not the same as the existing leadership team**. It is picked for change-making capacity. Some senior people make excellent operators but indifferent change-makers, and vice versa.

## What it does

- Owns the **Strategy Map** as a living artefact, reviewed annually.
- Owns the **2Y3X Roadmap** as a living artefact, reviewed quarterly.
- Allocates each task to a single accountable owner.
- Meets **weekly for one hour** to review progress, surface blockers and re-allocate as needed.
- Runs a **monthly progress update** with training.
- Runs the **quarterly Roadmap forward-planning session** (one day).

## The weekly check-in

The weekly check-in is the heartbeat of the programme. Standard agenda:

1. Round-the-room status on each in-flight task.
2. Cross-segment dependencies that need attention.
3. Blockers needing decisions or resource.
4. Brief tactical commitments for the coming week.

Felix is clear that the weekly check-in is **one hour, not three**. If it is running long, that is a signal that the tasks are too vaguely defined or the ownership is unclear.

## How tasks land back in the business

The GLT *designs* a process; it does not *own* the process forever. Once a Roadmap task moves through Implement, ownership is handed off to the head of the relevant department (head of sales for the weighted pipeline; HR director for the hiring process; head of IT for a CRM rollout). That head then owns the process for ongoing improvement and reporting.

## The risk: the Pied Piper

> "*I've had brilliant people who disagreed with my vision and leadership so violently that they became a 'Pied Piper', turning entire departments against the company's leadership.*"
> — Chapter 3

A GLT seat in the hands of someone whose values diverge from the company's direction is the single most dangerous appointment a founder can make. The GLT is the team that will shape the next version of the company; the people in it have to be the people you want shaping it.

## See also

- [Chapter 3 — People](https://2y3x.com/agents/book/scale-at-speed/chapter-3-people/)
- [Chapter 8 — Bringing It Together](https://2y3x.com/agents/book/scale-at-speed/chapter-8-bringing-it-together/)
- [Meeting rhythms](https://2y3x.com/agents/method/meeting-rhythms/)