Most lists of growth hacking techniques are lists of things that worked for other companies, in other markets, at other times.
Dropbox’s referral programme worked because storage was the product, so giving away more of it cost almost nothing and increased switching costs. Airbnb’s Craigslist integration worked because Craigslist had an exploitable gap and a decade later it does not. Hotmail’s email signature worked in 1996. Copying any of these is copying a conclusion without the reasoning that produced it.
This article covers the techniques that still work in 2026, the ones that have stopped and why, and the method for finding the ones specific to your product. The method is the part that matters, because every technique below has a shelf life.
Disclosure: GrowthRocks is a growth hacking agency. We run this method for clients. We are also telling you how to do it yourself, which is the honest trade for your attention.
Why techniques expire
Every growth technique follows the same curve. Someone finds an underpriced channel or an exploitable behaviour. It works disproportionately well. It gets written up. Everyone copies it. The channel prices in, the platform closes the gap, or users habituate. It stops working.
The implication is uncomfortable and important: any technique widely published enough for you to read about it is usually past its peak. By the time a tactic has a blog post, it has competition.
This is not an argument against learning them. It is an argument for understanding why each one worked, so you can recognise the same structural condition somewhere it has not been exploited yet.
Techniques that still work in 2026
1. Activation redesign
The highest-return work available to most companies, and consistently the most neglected.
Take the users you already acquire and improve the percentage who reach the moment your product becomes useful. Not signup, not first login. The moment of actual value: the first file shared, the first report generated, the first message sent.
Why it still works: it is not a channel, so it cannot saturate. It is bounded by your product, not by a market. And a 10% activation improvement compounds against every future acquisition dollar, whereas a 10% acquisition improvement is a one-time gain.
How to run it: instrument the funnel from signup to your value moment, find the biggest single drop, and test one change against it. Then repeat. Most companies find their largest drop somewhere they had never measured.
2. Product-led loops
Any mechanic where using the product exposes the product to a non-user. Shared documents, public profiles, embeds, collaborative invitations, exported artefacts with a footer.
Why it still works: distribution is built into the product rather than purchased, so cost per acquisition falls as usage rises rather than climbing with competition.
The constraint: it only works if your product has a genuine multi-user or public artefact. Bolting a referral programme onto a single-player product does not create a loop, it creates a discount.
3. Being the source AI systems cite
New, and currently underpriced, which is exactly the condition that makes a technique work.
AI Overviews now appear on roughly half of all Google queries, and AI Mode is the default search experience. Being cited in those answers is becoming a distribution channel in its own right. Most companies have not started measuring it, which means the competition is thin.
The technique: publish things that cannot be synthesised from the rest of the index. Original data, first-hand experiments, named expert positions on contested questions. Structure it for extraction with a direct answer in the first 50 words. Build entity clarity through schema and consistent profiles.
We have covered what AI Mode changes in detail separately.
4. Original data as a distribution asset
Run a survey, publish benchmarks from your own operations, analyse a dataset only you have. Then let other people cite it.
Why it still works, and works better than it did: as content volume explodes, original numbers become scarcer relative to commentary. Links and citations flow to primary sources because there is no alternative source to link to.
The requirement is genuine data. A survey of 60 respondents presented as an industry study is a technique that has also expired.
5. Narrow positioning
Not a growth tactic in the usual sense, but it outperforms most of them.
Being the obvious choice for a specific, narrow audience beats being an option for a broad one. It reduces your acquisition cost because the message converts harder, it improves retention because the product fits better, and it makes word of mouth work because the audience knows each other.
Most companies resist this because narrowing feels like shrinking the market. It is the most reliable lever we see and the one founders argue about most.
6. Lifecycle and churn interception
Behavioural triggers based on what users do rather than calendar-based sequences. Detecting the behaviour that precedes churn and intervening before it.
Why it still works: it operates on revenue you have already earned, so it does not compete for attention in an auction with anyone.
7. Community and category creation
Slow, hard to fake, and durable. Building or convening the audience rather than renting access to it through a platform.
Why it still works: no intermediary can reprice it, deprecate the API, or change the algorithm.
The honest caveat: this takes 12 to 24 months and most companies abandon it at month four.
Techniques that have stopped working
Content volume plays. Publishing forty articles a month to blanket long-tail keywords. Two reasons this died: AI can produce four hundred, and AI Overviews now answer the long-tail queries directly. The informational long tail that this technique harvested has been substantially absorbed.
Growth hacks that depend on platform gaps. Scraping a marketplace, exploiting an open API, automating outreach at volume. Platforms close these and increasingly litigate them. The half-life is now months.
Aggressive email and connection automation. Deliverability systems and platform enforcement have caught up. The residual effect on your domain reputation frequently outlasts the campaign.
Generic referral programmes. “Give 10, get 10” bolted onto a product with no natural sharing behaviour. Users noticed. Conversion on these has fallen steadily.
Vanity-metric growth. Optimising signups, followers or downloads without a retention denominator. Never worked, was merely easier to hide before attribution improved. Our vanity metrics post covers the specifics.
Copying case studies directly. The Dropbox and Airbnb examples remain instructive as reasoning and useless as instruction.
How to find the techniques specific to your product
This is the actual answer to “which growth hacking techniques should I use”.
Step 1. Map your funnel and find the largest leak. Acquisition, activation, retention, referral, revenue. Measure each. Almost every company we work with is convinced the problem is acquisition, and in roughly half of cases the largest leak is activation.
Step 2. Work on the leak, not the interesting stage. The biggest constraint gets the effort, even when it is unglamorous. Onboarding copy is less exciting than a viral campaign and usually worth more.
Step 3. Write a falsifiable hypothesis. “If we do X, metric Y improves by Z within N weeks.” If you cannot write it in that form, you have an idea rather than an experiment, and you will not be able to tell afterwards whether it worked.
Step 4. Run the smallest test that could disprove it. Not the full build. The cheapest version that produces a real signal. A landing page before the feature. A manual process before the automation.
Step 5. Measure honestly and kill fast. Most experiments fail. That is the design. The failure mode to avoid is keeping a losing test alive because someone is attached to it.
Step 6. Document what failed and keep it. Negative results close off expensive directions permanently. Six months later, the log of what did not work is more useful than the list of what did.
Step 7. Run the loop weekly. Rate of learning is the metric that matters. A team running four cheap experiments a week beats a team running one expensive one a quarter, even at a worse hit rate.
We use AARRR to structure this, mostly because it forces attention onto the stages after acquisition.
Frequently asked questions
What are growth hacking techniques? Methods for growing a product through cheap, fast experiments rather than sustained campaign spend, applied across acquisition, activation, retention, referral and revenue. In practice the durable ones are activation redesign, product-led loops, original data, narrow positioning and lifecycle intervention.
Do growth hacking techniques still work in 2026? The method works. Specific tactics expire, usually within months of being widely published, because the channel prices in or the platform closes the gap. The value is in running the experiment loop, not in copying a list.
What is the most effective growth hacking technique? For most companies, improving activation: the percentage of acquired users who reach the point where the product becomes useful. It cannot saturate, and it compounds against every future acquisition dollar.
How is growth hacking different from marketing? Marketing executes across channels. Growth hacking runs experiments to determine which levers work at all, extends past acquisition into retention, and assumes the answer is unknown at the start.
How many growth experiments should we run? Several small ones per week once instrumentation is in place. Most will fail. Rate of learning matters more than hit rate.
Can growth hacking work without a product-market fit? No. Experiments optimise something that already works at small scale. Before product-market fit, the constraint is the product, and no experiment programme fixes that.
What tools do I need? Analytics you trust, an experiment log, and a way to ship changes weekly. The last one is the real constraint. Companies fail at this from release cycles, not from tooling.
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Theodore has 20 years of experience running successful and profitable software products. In his free time, he coaches and consults startups. His career includes managerial posts for companies in the UK and abroad, and he has significant skills in intrapreneurship and entrepreneurship.
