《伟大产品背后的那些伟大的女性产品经理(V)》–ADOBE CREATIVE CLOUD–Lea Hickman:改变是痛苦的,但必须改变!

It is worth noting that so far, all of these product managers demonstrated exceptional results as individual contributor product managers — no Director or VP titles.

值得注意的是,到目前为止,所有这些产品经理都是独立贡献者形式的产品经理-没有总监或副总裁头衔-的身份展示了出色的结果。

For startups or smaller companies, often all it takes is a strong product team with a strong product manager, but in larger companies, in truth it usually takes more than that. It takes strong product leadership, in the best sense of the word, including providing a compelling product vision and strategy.

对于初创公司或小公司来说,通常只需要一个强大的产品团队和一个强大的产品经理,但对于大公司来说,实际上需要的远不止这些。它需要强大的产品领导能力,从最好的角度来说,包括提供引人注目的产品愿景和战略。

One of the absolute hardest assignments in our industry is to try to cause dramatic change in a large and successful company. It’s actually easier in many ways if the company is in serious trouble and they are feeling big pain, because that pain can be used to motivate the change.

在我们这个行业中,最困难的任务之一就是在一个大的、成功的公司里尝试引起巨大的变化。

在很多方面,如果公司陷入严重的困境,并且他们感到巨大的痛苦时,事情会变得更容易,因为这种痛苦可以用来激励变革。

But of course great companies want to disrupt themselves before they’re disrupted by others.The difference between Amazon, Netflix, Google, Facebook and the legions of large but slowly dying companies is usually exactly that, product leadership.

但是,当然,大公司想在被别人扰乱之前,先把自己搞得一团糟。亚马逊(Amazon)、Netflix、谷歌、Facebook和众多规模庞大、但正在慢慢消亡的公司之间的区别,通常就是产品领导力。

The story I’d like to tell you about here is of a product leader, Lea Hickman. In the year 2011, Lea was leading product for Adobe’s Creative Suite.

我想告诉你们的是一个产品领导者,Lea Hickman。在2011年,Lea是Adobe Creative Suite的领导者。

She had helped Adobe to build a very large and successful business for itself – on the order of $2B in annual license revenue – with its desktop–based Creative Suite.

她帮助Adobe公司建立了一个非常大、成功的业务——以每年2亿美元的许可证收入为基础——以桌面为基础的创意套件。

But Lea knew the market was changing, and the company needed to move from the old desktop-centric, annual upgrade model, to a subscription-based model supporting all the devices designers were now using – including tablets and mobile in all their many form factors.

但是Lea知道市场正在变化,公司需要从旧的桌面中心,年度升级的模型,转移到一个基于订阅的模型,支持设计师们现在所有使用的所有设备,包括平板电脑和移动设备。

More generally, Lea knew that the upgrade model was pushing the company to take the product in directions that were not good for Adobe customers and not good in the long-term for Adobe either.But change of this magnitude – revenue from Creative Suite was roughly half of Adobe’s overall $4B in annual revenue – is brutally hard.

更普遍的是,Lea认识到升级模式正在推动公司将产品推向对Adobe客户不利、对Adobe长期不利的方向。但这种规模的变化——来自Creative Suite的收入大约是Adobe全年总收入40亿美元的一半——是极其艰难的。

Realize that every bone and muscle in the corporate body works to protect that revenue, and so a transition of this magnitude means pushing the company far outside it’s comfort zone – finance, legal, marketing, sales, technology – few in the company would be left untouched.

要意识到,公司身体里的每一根骨头和每一块肌肉都在起作用,以保护公司的收入。因此,如此规模的转变意味着要把公司远远推到它的舒适区之外——金融、法律、市场营销、销售和技术——公司中很少有人会置身事外。

You can start with the typical concerns:

你可以从典型的关注点开始:

The finance staff was very worried about the revenue consequences of moving from a license model to a subscription model.

财务人员非常担心从许可证模型转移到订阅模型的收入后果。

The engineering teams were worried about from moving from a two-year release train model to continuous development and deployment.Especially while assuring quality. They were also concerned that responsibility for service availability was now going to be much higher.

工程团队担心从两年的发布培训模型过渡到持续的开发和部署。特别是确保质量。他们还担心,服务可用性的责任现在将更高。

There were also big concerns on the sales side, it was expected that this transition would change the way the Creative Suite products were actually sold. Rather than a large reseller channel, Adobe would now have a direct relationship with their customers. While many people at Adobe generally looked forward to this aspect, the sales organization knew that this was very risky in that if things didn’t work out well, the channels would probably not be very forgiving.

在销售方面也存在很大的担忧,预计这种转变将改变创意套装产品的实际销售方式。Adobe将不再是一个大型经销商渠道,而是与客户建立直接关系。虽然Adobe的许多人一般都期待这方面的内容,但销售组织知道这是非常危险的,因为如果事情不顺利,渠道可能不会很宽容。

And don’t underestimate the emotional changes – to both customers and sales staff – of moving from “owning software” to “renting access”.

不要低估客户和销售人员从“拥有软件”到“租赁访问”的情感变化。

With over a million customers of the existing Creative Suite, Lea understood the technology adoption curve, and that there would be a segment of the customer base that would strongly resist a change of this magnitude. Lea understood that it’s not just about whether the new Creative Cloud would be “better,” it would also be different in some meaningful ways, and some people would need more time to digest this change than others.

拥有超过100万的现有创意套件的客户,Lea理解技术的导入曲线,并且有一部分客户会强烈抵制如此巨大的变化。Lea认为,这不仅仅是关于新的创意云是否会“更好”,它在某些有意义的方面也会有所不同,有些人需要更多的时间来消化这种变化。

Realize also that the Creative Suite is, as the name implies, a suite of integration applications – 15 major ones and many smaller utilities. So this meant that not just one product had to transform, but the full suite needed to transform, which dramatically increased the risk and complexity.

还可以认识到,creativesuitesuite是一套集成应用程序,包括15个主要的应用程序和许多较小的实用程序。这就意味着不止一个产品需要转换,而是整个套件需要转换,这极大地增加了风险和复杂性。

It is any wonder that most companies refuse to tackle something of this magnitude?

难怪大多数公司都拒绝解决这么大的问题?

Lea knew she had a tough job in front of her and her teams. She realized that in order for all of these inter-related pieces to be able to move together in parallel, she needed to very clearly articulate a compelling vision of the new whole as greater than the sum of the parts.

Lea知道她和她的团队面前有一份艰难的工作。她意识到,为了让所有这些相互关联的部分能够并行地移动,她需要非常清楚地表达出一种引人注目的观点,即新整体要大于各部分之和。

Lea worked with Adobe’s then CTO, Kevin Lynch, to put together some very compelling prototypes showing the power of this new foundation, and used this to rally both executives and product teams.

Lea与Adobe的CTO凯文·林奇合作,制作了一些非常有说服力的原型,展示了这个新基础的力量,并以此来召集高管和产品团队。

Lea then began a sustained and exhausting campaign to continuously communicate with leaders and stakeholders across the entire company. To Lea, there was no such thing as over-communication. A continuous stream of prototypes helped keep people excited about what this new future would bring.

然后,Lea开始了一场持续的、令人筋疲力尽的活动,不断地与整个公司的领导和利益相关者进行沟通。对Lea来说,没有过度沟通这回事。源源不断的原型帮助人们对这个新的未来感到兴奋。

Due to the success of the Creative Cloud – Adobe generated more than $1B in recurring revenue faster than anyone else has – Adobe discontinued new releases of the desktop–based Creative Suite to focus all of their innovation on the new foundation, and today more than 6 million creative professionals subscribe to, and depend on the Creative Cloud. Today, thanks in large part to this transition, Adobe has more than tripled the market cap it had before the transition – the company today is worth roughly $50 billion.

由于Creative Cloud的成功——Adobe产生超过1亿美元的经常性收入比其他人更快——Adobe停止了基于桌面的creativesuitesuite的新版本,将他们所有的创新都集中在新的基金会上,今天有超过600万的创意专业人士订阅和依赖Creative Cloud。如今,在很大程度上得益于这一转型,Adobe的市值比转型前增加了两倍多——该公司目前的市值约为500亿美元。

It is easy to see how big companies with lots of revenue at risk would hesitate to make the changes they need to not only survive, but thrive.Lea tackled these concerns and more head on with a clear and compelling vision and strategy, and clear and continuous communication to the many stakeholders.

很容易看出,那些面临巨大收入风险的大公司会多么犹豫,不愿做出改变,不仅要生存下去,还要茁壮成长。Lea负责解决这些问题,并以清晰、引人注目的愿景和策略,与众多利益相关者进行清晰、持续的沟通。

This is one of the most impressive, nearly super-human, examples I know of a product leader driving massive and meaningful change in a large and established company.

这是我所知道的最令人印象深刻、近乎超人的例子之一,一个产品领导者在一个大而有影响力的公司里推动了巨大而有意义的变革。

There’s no question in my mind that Adobe would not be where it is today without someone like Lea working tirelessly to push this change through.

毫无疑问,如果没有像Lea这样孜孜不倦地推动这一变革的人,Adobe将不会达到今天的水平。

Lea has moved from Adobe to leading product for a rapidly rising star in our space, a company and product line many of you know and love, InVision.

Lea已经离开Adobe,在一家快速成长的成为明星的企业中领导产品,这家公司就是你知道和喜爱的InVision



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