Good Product Team VS Bad Product Team：好的产品团队和糟糕的产品团队

I’ve had the extremely good fortune to be able to work with many of the very best technology product teams in the world. People creating the products you use and love every day. Teams that are literally changing the world.

我非常幸运能够与世界上许多非常好的技术产品团队一起工作。人们创造了你每天使用和喜爱的产品。真正改变世界的团队。

I’ve also been brought in to try to help with companies that are not doing so well.Startups racing to get some traction before the money runs out. Larger companies struggling to replicate their early innovation. Teams failing to continuously add value to their business. Leaders frustrated with how long it takes to go from idea to reality. Engineers exasperated with their product managers.

我也被请来帮助那些做得不太好的公司。创业公司竞相在资金耗尽前获得一些牵引。大公司很难复制他们早期的创新。团队不能持续地为他们的商业增加价值。领导们对从想法到现实所需的时间感到沮丧。工程师们对他们的产品经理很恼火。

What I’ve learned is that there is a profound difference between how the very best product companies create technology products, and the rest. And I don’t mean minor differences. Everything from how the leaders behave, to the level of empowerment of teams, to how the organization thinks about funding, staffing and producing products, down to how product, design and engineering collaborate to discover effective solutions for their customers.

我学到的是，最好的产品公司和其他公司在如何创造技术产品之间存在着深深的差异。我指的不是微小的差异。从领导者的行为，到团队授权的水平，到组织如何考虑资金、人员配备和产品生产，再到产品、设计和工程如何协作，为客户发现有效的解决方案。

With a grateful nod to Ben Horowitz’s classic Good Product Manager/Bad Product Manager, for those that have not yet had the opportunity to participate in, or observe a strong product team up close, in this article I wanted to try to give you a glimpse into some of the important differences between strong product teams and weak teams:

向本.霍洛维茨经典的《好的产品经理/糟糕的产品经理》点头称谢，对于那些尚未有机会参与，或近距离的观察一个强大的产品团队的读者来说，在本文中，我想尝试让你大致 了解在强大的产品团队和弱小的产品团队之间有哪些重要的差异：

• Good teams have a compelling product vision that they pursue with a missionary-like passion.  

• 好的团队有令人信服的产品愿景，他们会以传教士般的热情去追求。

• Bad teams are mercenaries.

• 糟糕的团队则是雇佣兵。

• Good teams get their inspiration and product ideas from their objectives (e.g. OKR’s), from observing customers struggle, from analyzing the data customers generate from using their product, and from constantly seeking to apply new technology to solve real problems.  

• 好的团队从他们的目标（例如OKR），从观察客户的艰难，从分析客户使用他们的产品产生的数据，以及从不断寻求应用新技术来解决实际问题中获得灵感和产品想法。

• Bad teams gather requirements from sales and customers.

• 糟糕的团队从销售和客户那里收集需求。

• Good teams understand who each of their key stakeholders are, they understand the constraints that these stakeholders operate in, and they are committed to inventing solutions that work not just for users and customers, but also work within the constraints of the business.

• 好的团队了解他们的每个关键利益相关者是谁，他们了解这些利益相关者运作的约束条件，他们致力于发明不仅适用于用户和客户，而且适用于商业约束条件的解决方案。

• Bad teams gather requirements from stakeholders.

• 糟糕的团队从利益相关者那里收集需求。

• Good teams are skilled in the many techniques to rapidly try out product ideas to determine which ones are truly worth building.  

• 好的团队善于使用多种技术来快速尝试产品想法，以确定哪些是真正值得构建的。

• Bad teams hold meetings to generate prioritized roadmaps.

• 糟糕的团队会召开会议来生成优先化的路线图。

• Good teams love to have brainstorming discussions with smart thought-leaders from across the company.  

• 好的团队喜欢与来自全公司的头脑聪明的思想领袖进行头脑风暴讨论。

• Bad teams get offended when someone outside their team dares to suggest they do something.

• 当团队外的人胆敢建议他们做某事时，糟糕的团队会感觉被冒犯。

• Good teams have product, design and engineering sit side-by-side, and embrace the give and take between the functionality, the user experience and the enabling technology.  

• 好的团队会让产品、设计和工程齐头并进，在功能、用户体验和实现技术之间互谅互让。

• Bad teams sit in their respective functional areas, and ask that others make requests for their services in the form of documents and scheduling meetings.

• 糟糕的团队坐在各自的职能区域，让其他人以文件和会议安排的形式向他们提出服务请求。

• Good teams are constantly trying out new ideas in order to innovate, but doing so in ways that protect the revenue and protect the brand.

• 好的团队会不断尝试新想法以创新，但这样做是为了保护收益和品牌。

• Bad teams are still waiting for permission to run a test.

• 糟糕的团队仍在等待运行测试的许可。

• Good teams insist they have the skill sets on their team necessary to create winning products, such as strong interaction design.  

• 好的团队坚持认为他们拥有创造成功产品所必需的技能，比如强大的交互设计。

• Bad teams don’t even know what interaction designers are.

• 糟糕的团队甚至不知道交互设计师是什么。

• Good teams ensure that their engineers have time to try out the discovery prototypes every day so that they can contribute their thoughts on how to make the product better.  

• 好的团队会确保他们的工程师每天都有时间尝试发现原型，这样他们就可以为如何使产品变得更好贡献自己的想法。

• Bad teams show the prototypes to the engineers during sprint planning so they can estimate.

• 糟糕的团队会在整个sprint计划期间向工程师展示原型，以便他们进行评估。

• Good teams engage directly with end-users and customers every week, to better understand their customers, and to see the customer’s response to their latest ideas.  

• 好的团队每周都直接与最终用户和客户接触，以更好地了解他们的客户，并看到客户对他们最新想法的反应。

• Bad teams think they are the customer.

• 糟糕的团队认为他们就是客户。

• Good teams know that many of their favorite ideas won’t end up working for customers, and even the ones that could will need several iterations to get to the point where they provide the desired outcome.  

• 好的团队知道，他们喜欢的许多想法最终不会为客户工作，甚至包括那些可能需要多次迭代才能达到所需结果的想法。

• Bad teams just build what’s on the roadmap and are satisfied with meeting dates and ensuring quality.

• 糟糕的团队只构建路线图上的内容，满足于会议日期并确保质量。

• Good teams understand the need for speed and how rapid iteration is the key to innovation, and they understand this speed comes from the right techniques and not forced labor.  

• 好的团队理解所需的速度，以及迭代是创新的关键，他们理解这种速度来自正确的技术，而不是强迫劳动。

• Bad teams complain they are slow because their colleagues are not working hard enough.

• 糟糕的团队会抱怨他们很慢，因为他们的同事工作不够努力。

• Good teams make high-integrity commitments after they’ve evaluated the request and ensured they have a viable solution that will actually work for the customer and the business.  

• 好的团队在评估了请求并确保他们有一个切实可行的解决方案，能够为客户和商业工作之后，会做出高度完整性的承诺。

• Bad teams complain about being a sales-driven company.

• 糟糕的团队抱怨自己是一个以销售为导向的公司。

• Good teams instrument their work so that they can immediately understand how their product is being used and make adjustments based on the data.  

• 好的团队将他们的工作整合起来，以便他们能够立即了解他们的产品是如何被使用的，并根据数据做出调整。

• Bad teams consider analytics and reporting a “nice to have.”

• 糟糕的团队认为分析和报告是一件“很好的事情”。

• Good teams integrate and release continuously, knowing that a constant stream of smaller releases provides a much more stable solution for their customers.  

• 好的团队不断地集成和发布，他们知道不断的小版本为他们的客户提供了更加稳定的解决方案。

• Bad teams test manually at the end of a painful integration phase and then release everything at once.

• 糟糕的团队在痛苦的集成阶段结束时手动测试，然后一次性发布所有内容。

• Good teams obsess over their reference customers.  

• 好的团队痴迷于他们的参考客户。

• Bad teams obsess over competitors.

• 糟糕的团队会被竞争对手所困扰。

• Good teams celebrate when they achieve a significant impact to the business (outcome).  

• 好的团队会在他们在获得重大商业（结果）效果时庆祝。

• Bad teams celebrate when they finally release something (output).

• 糟糕的团队会在最终发布某样东西（输出）时庆祝。