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2022
02-14

关于中国产品经理的 2022年,有一个好消息,一个坏消息

春节刚过,我就斋戒沐浴,建坛做法,为产品经理们卜了一卦。

卦象显示我们将面临一个好消息,一个坏消息。

按照正常的流程,我先来说一下这个好消息。

好消息就是:

薪资要涨一些,职位要多一些,满意度要高一些。

卦象显示如下:

在美国,产品经理依然位列全美最好的50个职位的前10,见下图:

当然,位列前10也不是无缘无故的,薪资的不断提升,职位需求量的不断增加以及职位满意度的持续提升,均构成了产品经理这个职位成为最好职位之一的关键要素。

尽管在最好的职位中排第十,但我们如果拿企业内经常用来和产品经理比较的职位相比,就会发现,产品经理也是不落下风。

只有职位需求量的绝对增长值少一些,但这也恰恰说明,产品经理并不是一个“数量型”的职位,而是一个“质量型”的职位,一个企业内的产品经理不在“多”,而在“精”。

虽然和经常比较的职位相比,产品经理有高有低,但是,如果从大家最关心的薪资来看,产品经理就把这些职位甩出了好几条街,可以排到全美最好职位中的第九,而那几个职位开车都赶不上。

如果我们再排除排名第一的精神疾病专家,内科医生和税务经理这仨和企业没啥关系的职位,那么,产品经理在企业职位中,薪资排名则是第六。

如果我们再仔细分析,那么,产品经理则是企业中中层业务管理岗中排名第一的。

作为一名现实的产品经理,和产品经理要面对的现实,90%的产品经理第一思考要素就是薪资,我们又不是不食人间烟火的圣人,把薪资放到第一位再正常不过了。

我卜出来的卦就是这样,2022年,这绝对是一个好消息。

好消息说完,那就该说这个坏消息了。

坏消息就是:

好吧,我承认,这是美国同行的事,和我们没有关系!

不过,接下来的文章就和全世界的产品经理有关系了。

一篇给产品经理打打鸡血的译文


A great product manager isn’t just a product manager – they’re the CEO of their product.

一个伟大的产品经理不仅仅是一个产品经理——他们是产品的CEO


On any given day, a product manager needs to display a diverse range of skills and attributes which are normally associated with a high-flying CEO than the often-thankless role.

在任何一天,产品经理都需要展现出各种各样的技能和品质,这通常是一个雄心勃勃的CEO所需要的,而不是一个常常吃力不讨好的角色。

They need to be:

它们需要

Great at selling a vision; a strategy whiz; a leader; a domain expert; customer-driven; a data analytics ninja; a thought-leader; a research expert; a marketing guru; an influencer; keen negotiator; an able partner; a pricing expert; a business modeller; a crafter of engaging presentations; an engager; an agile development evangelical; a sales force; support; a user experience shepherd; and a software development practitioner.

善于推销愿景;战略奇才;一个领导者;领域专家;以客户为驱动的;数据分析忍者;一个思想领袖;一个研究专家;一个营销大师;一个影响者;敏锐的谈判者;一位能干的伙伴;一个定价专家;一个业务分析员;一个吸引人的演讲的制造者;一个连接器;一个敏捷开发的信徒;一个销售主力;支持者;用户体验导师;软件开发从业者。

That’s all before lunch on most days.

在大多数日子里,这是午餐前的全部内容。

The sheer diversity of roles and responsibilities undertaken by the standard product manager makes it one of the toughest roles in a business. That’s because the real role of a product manager is to be a leader.

标准产品经理所承担的角色和责任的多样性使其成为业务中最棘手的角色之一。这是因为产品经理的真正角色是领导者。

The Way Product Managers Lead

产品经理的领导方式

The primary role of a product manager is to create a strong vision for their product, aligning this vision with the boarder company objectives.

产品经理的主要角色是为他们的产品创造一个强有力的愿景,并使这个愿景与公司的目标保持一致。

Everybody’s got an opinion on what a product should be – but a great product manager is able to sell a unifying message based off research, data and – let’s face it, some gut instinct.

每个人对产品应该是什么都有自己的看法,但一个伟大的产品经理能够基于研究、数据和——让我们现实点,还有一些直觉,来销售统一的信息。

Teams need to understand what they’re doing and how this contributes to the health of the business. If they can’t join the dots, then you’re losing the opportunity for the teams to innovate.

团队需要了解他们正在做什么,以及这如何有助于业务的健康发展。如果他们不能把点连接起来,那么你就失去了团队创新的机会。

It’s why product managers play such a vital role in the success or failure of development teams. The most productive teams are the ones that really understand the problem that needs solving and what success looks like. They then break the work up into smaller chunks and continuously test and learn so they’re going in the right direction. A great product manager can bring the team on that journey, connect them with the customer and empower them to think outside the box.

这就是为什么产品经理在开发团队的成败中扮演着如此重要的角色。最有效的团队是那些真正理解需要解决的问题和成功是什么样子的团队。然后他们把工作分成更小的部分,不断地测试和学习,这样他们就朝着正确的方向前进。一个优秀的产品经理可以带领团队走上这条道路,将他们与客户联系起来,让他们能够跳出固有的思维模式。

For example, solving the problem doesn’t always need to be solved by writing code. In fact, the most successful projects we’ve worked on included a solution which involved a combination of product, service, and support.

例如,解决问题并不总是需要通过编写代码来解决。事实上,我们做过的最成功的项目包含了一个涉及产品、服务和支持的解决方案。

When a Solution isn’t a Solution

当一个解决方案不是一个解决方案的时候

The leadership role a great product manager takes on presents a unique set of issues – and opportunities for mistakes. One of the biggest temptations a product manager can make is to jump straight into how a problem presented to them is going to be solved. This can result in a feature list that loses the context of the problem.

一个伟大的产品经理所扮演的领导角色会带来一系列独特的问题——以及犯错的机会。产品经理最容易犯的一个错误就是直接跳到问题如何解决。这可能在特征列表中导致丢失问题的背景。

It’s an easy trap to fall into, because quite often the customer will jump into solution mode as well. For example, in the accounting world, bank feeds are a common feature which automates the data entry of transactions from the bank statement – but that wasn’t always the case.

这是一个很容易落入的陷阱,因为客户通常也会跳入解决方案模式。例如,在会计领域中,银行反馈是一个常见的特征,它自动从银行对账单中输入交易数据——但情况并非总是如此。

We heard from customers that they needed entry fields to be defaulted, tabbing orders changed, focus placed on a certain place on the screen so they could key transactions faster. If we had focused on implementing all those changes, rather than understanding the root problem then perhaps the huge time savings delivered through automated bank feeds would not exist. It’s about understanding the problem that needs to be solved, and linking the problem back to business objectives.

我们从客户那里听说,他们需要默认输入字段,更改订单标签,将焦点放在屏幕上的某个位置,这样他们就可以更快地键入交易。如果我们专注于实现所有这些更改,而不是理解根本问题,那么通过自动银行反馈节省的大量时间可能就不存在了。它是关于理解需要解决的问题,并将问题与业务目标联系起来。

A great way we avoid jumping into solution mode is to use the ‘five whys’ approach to getting to the real problem. For example:

避免陷入解决模式的一个好方法是使用“五个为什么”的方法来解决真正的问题。例如:

“I want the account number on the expense screen defaulted” – why?

“我希望费用屏幕上的账号是默认的”——为什么?

“Because having to enter this every time is slow” – why?

“因为每次进去都很慢”——为什么?

“Because I enter all transactions from the bank statement every day, taking hours” – why?

“因为我每天从银行对账单中输入所有的交易,要花好几个小时”——为什么?

“Because I need to complete my quarterly BAS”—why?

“因为我需要完成每季度的BAS”——为什么?

“Because it’s mandated from the ATO.”

“因为这是ATO的强制要求。”

This approach enables you to zero in on the real problem which in this case was the amount of time it is taking me to complete my BAS every quarter. Presented with this problem, the teams will think very differently about the solution.

这种方法让你能够专注于真正的问题,即每个季度完成BAS所需的时间。面对这个问题,团队会以非常不同的方式思考解决方案。

It’s About Priorities

它是关于优先级的

Linking back to the business objectives is critical – as it’s this linkage that helps create alignment and prioritises the identified problem. Much like a CEO, the real challenge for a product manager is how to sort and prioritise a huge list of potential problems which need solving.

链接回业务目标是至关重要的——因为正是这种链接有助于创建一致性和确定问题的优先级。和CEO一样,产品经理面临的真正挑战是如何对一大堆需要解决的潜在问题进行分类和排序。

A good product manager needs to make sure the focus is on the thing that will make the biggest difference for the customer and at the same time achieve business objectives. Then it’s about making sure the rest of the organisation is aligned to those priorities.

一名优秀的产品经理需要确保专注于对客户产生最大影响的事情,同时实现业务目标。然后就是要确保组织的其他成员与这些优先事项保持一致。

Before any problem can be prioritised you first need to prioritise the business objectives and then making sure that everyone is aligned to these priorities. Each idea can then be ranked against how it contributes to the high-level objectives. It’s how well a product manager can prioritise that dictates how easy or hard it is to get buy-in from the organisation.

在确定任何问题的优先级之前,您首先需要确定业务目标的优先级,然后确保每个人都与这些优先级保持一致。然后,每个想法可以根据它对高级目标的贡献进行排名。产品经理的优先级决定了获得组织认可的难易程度。

From that point, it’s about delivering the solution – but it shouldn’t end there. The hard truth is that no matter how much work you do upfront you will constantly learn more as you begin developing the solution. You want to ‘fail fast’, meaning you want to know if you are going in the wrong direction as early as possible and before you have invested too much development.

从这一点出发,我们需要提供解决方案——但这不应该就此结束。残酷的事实是,无论你前期做了多少工作,在你开始开发解决方案时,你都会不断地学到更多。你想要“快速失败”,这意味着你想要尽早知道自己是否在错误的方向上,在你投入太多开发之前。

If a product manager gets caught up in thinking that simply delivering the product features means the job is done, it can have unintended consequences. These can range from teams not understanding why they’re delivering a certain product through to creating a disconnect between the delivery teams and the customer.

如果产品经理认为简单地交付产品特征就意味着工作已经完成,那么可能会产生意想不到的后果。这些问题包括团队不理解他们为什么要交付特定的产品,以及在交付团队和客户之间造成脱节。

Invariably, a product manager’s job is only notionally about delivering product. It’s much more about understanding the problem, aligning several teams around it, understanding how the delivery contributes to the business and prioritising tasks. It’s why product managers aren’t product managers – they’re CEOs of their product.

产品经理的工作通常只是概念上的交付产品。它更多的是关于理解问题,围绕它调整几个团队,理解交付如何对业务做出贡献,以及任务的优先级。这就是为什么产品经理不是产品经理——他们是产品的首席执行官。


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