Product Passion

Product Passion

产品激情

One topic I’ve never written explicitly about is the need for product passion. I’ve referenced it at the top of the list of traits for good product leaders, but it’s easy to take this for granted especially since the people I surround myself with professionally are generally very passionate about products.

我从来没有明确写过一篇关于需要产品激情主题的文章。我曾经提到过这是好的产品领导人所具有的顶级特质,但是这很容易被理解成是理所当然的,因为我自己和周围的一些专业人士通常都是对产品非常具有激情的。

However, lately our industry has seen a resurgence of what I’ll call “product frenzy.” I hesitate to use the term “bubble” because I’m not sure if it is or not, but certainly there is a form of frenzy going on with people starting product companies at an incredible pace – more than I remember in the late 1990’s.

然而,近来我们的行业看上去在我称为的“产品狂热”上有所复苏。我犹豫用“泡沫”这个词语,因为我不确定它是还是不是,但是确实有一种狂热的形式以难以置信的速度在人们当中发生-超过我记忆中的1990年代。

In the late 1990’s we had many people coming to Silicon Valley to try to get rich quick. They didn’t care what they were working on as long as they thought could flip it quickly for big profits.

在1990年代,我们有很多人来到硅谷并试图快速致富。他们不在乎去做什么,只要他们认为能够快速获得巨大的收益。

While I think there is some of that going on again now, I am seeing a different sort of problem, that is fueled largely, but not exclusively, by the new mobile market.

然而我认为现在又在朝那个方向发展,我看到了不同种类的问题,那就是在很大程度上起到了推波助澜的作用,无独有偶,就是在新兴的移动市场。

Instead of trying to build a company around a vision, many people are essentially equating building a mobile app with building a company. Build a great app, people will love it, someone will buy us.

不是围绕远景努力去构建一个公司,而是许多人本质上是把构建一个移动应用等同于创建一个公司。构建一个伟大的应用,人们就会喜欢它,人们就会向我们购买。

Essentially the table stakes for starting a company have dropped. It can cost very little to build a mobile app. Of course, a few of these apps are impressive while most are not, but that’s not really my point in this article. Here I wanted to talk about the difference between those that are pursuing a vision where the app is but one step, and those are just chasing their latest app idea.

本质上讲,一家初创公司的table stakes就已经减少了。花费了很少去构建一个移动应用。当然,这些应用当中的一些是令人印象深刻的,当然大部分不是,但是这不是在这篇文章中我真正的观点。在这儿,我想探讨两者中的不同,一些是追求新的应用视角而不只是一步,一些仅仅是追求他们最新的应用想法。

Let’s consider three recent startups:

让我们思考三个最近的创业者:

– Read It Later indeed has a very successful mobile app, but founder Nate Weiner is in hot pursuit of a much bigger prize; to be the leader in the space of content shifting – being able to read your favorite content on whatever device you want, whenever you want to view it, online or offline.

– Read It Later事实上是一个非常成功的移动应用,但是创建者Nate Weiner在穷追不舍一个更大的奖赏;成为在空间中内容变化的领导者-在你想要的无论什么设备中,当你无论什么时候想浏览它,在线或是离线的时候,能够阅读你收藏的内容。

– Flipboard has created one of the best original apps for the iPad, but founder Mike McCue views this as but a step along the way of reinventing how we interact with and consume media.

– Flipboard为iPad创建了一个最好的原始的应用,但是创建者Mike McCue认为这只是我们重构交互和消费媒体的一步。

– Lytro may not yet have a mobile app, but founder Ren Ng’s new generation of digital camera technology is not just trying to create a cool new consumer device, but rather to redefine an entire industry.

– Lytro依然没有一个移动应用,但是创建者Ren Ng的新一代数码相机技术不只是试图创建一个很酷的消费设备,而是定义一个全新的行业。

These are but three examples of founders of product companies that are pursuing their passions.  Not with the view of turning a quick app that makes some easy money, but rather they set out on this journey well aware that it’s going to take many years of hard work to build out their vision of the future.

这只不过时产品公司创建者追求他们激情的三个例子。他们并不是形成一个快速的应用,挣一些容易的钱,而是他们踏上这条路,就清楚的意识到,要通过多年的努力来构建关于未来发展的前景。

Let me contrast this with the six different “startup founders” I met with in just the past few weeks that were all just trying to come up with an app that people liked enough to actually install on their phone. In each case I asked them what they were really trying to achieve with their app and mostly I got confused looks in response.

让我们与我曾经在过去几个星期里遇到的六个不同的“创业者”做个对比,他们只是设法提供给人们一个足够喜欢的应用来安装到他们的手机里。在各种情况下,我问他们这些应用期望想达到什么,我几乎被反馈搞的有些迷惑了。

It’s possible that our industry will evolve to be more like the feature movie industry. Lots of people create apps, a few make it big, and the audience just moves from one blockbuster to another. The casual online games industry is working largely like that now. But even there the best companies are working to create larger ecosystems and not just point games.

很有可能我们的行业特征会进化成更像电影行业。大多数人在创建应用,一些人做大,观众则是从一个轰动转到另一个轰动。偶然的网络游戏行业现在很大。但是即使是最好的公司正在创建一个较大的生态系统,也不仅仅是点的游戏。

If you believe as I do that creating great product companies is a marathon rather than a sprint (albeit a marathon where we’re running 5-minute miles) then to keep the team and your customers motivated for the duration, you need to be pursuing a dream worth getting excited about and staying excited about.

如果你相信我创建一个伟大的产品公司是一次马拉松而不是短距冲刺(虽然我们只能跑5分钟距离的马拉松),那么就让你的团队和客户在整个时期内保持活力,你需要追求值得兴奋的梦想和保持这种情绪。

I’ve been using startups as the example here but the same holds true for larger companies. If you’re trying to create major new sources of revenue for your company, you need to have a vision that is compelling to people not just for a few months but for several years. You need to show your team, your execs and your stakeholders that you have a longer-term vision, and you must demonstrate the passion required to get the rest of your company excited.

在这里,我一直用初创公司作为案例,但是这同样适用于较大的公司。如果你正在试图为你的公司构建主要的新的收入来源,你需要有一个引入注目的的远景,不是几个月,也不是几年。你需要展示给你的团队,你的高层和你的利益相关者一个长期的愿景,你必须证明这种所需的激情而使你整个公司为之兴奋。

Getting them excited and keeping them excited is a big part of the product leader’s job, and is known as product evangelism. In an upcoming article I’ll talk about the techniques we have for product evangelism, but they all start with a sincere passion for products that solve real problems.

让他们兴奋并保持是产品领导者工作中很大的一个部分,这被称为是产品传道。在我后续的文章里,我将探讨我们产品传道的方法,但是他们都必须对产品有一种解决现实问题的真诚的激情作为开始。

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