产品经理的42个原则-原则13:90-360-3!

Early in my career as a product manager, I was asked in an interview, “How long will it take you to make an impact?” I was caught “off script” and don’t feel I adequately answered the question.  It definitely resonated with me to reflect on and to develop a response.  What has come out of that question is a rule that I sum up as: 90-360-3.

在我早期的产品经理职业生涯中,我在一次采访中被问到:“你要花多长时间才能产生影响?”“我当场就卡主了”,我觉得我没有适当地回答这个问题。它确实引起了我的共鸣,反思并发展出一种回应。从这个问题中得到的是一个规则,我把它总结为:90-36-3。

The 90-360-3 framework is designed to gain critical insights, visibility, and measurable objectives.

90-360-3框架的设计目的是获得关键的洞察力、可见性和可度量的目标。

This rule can be used whether it is your first day or your tenth year on the job.  The rule breaks down simply: over ninety days, take a 360-degree view of your company, and develop three top-line measurable objectives.

这条规则可以用在你无论是个新人,还是老手上。这条规则很简单:在90天内,对你的公司进行360度的观察,并开发出三个可衡量的目标。

A “first one-hundred days” is pretty much accepted as a good checkpoint for measuring one’s effectiveness and overall trajectory.  Typical business cycles and critical milestones run quarter to quarter; so, I find the ninety-day rule a good fit.  Ninety days is a good rule of thumb, but the timing can be modified to fit other cycles more in tune with your company’s specific rhythms, e.g., weekly, monthly, or even semi-annually.  I don’t recommend using this process beyond six months, since the intent is to develop a behavior that is agile, perceptive, and effective.  Also, too short of a period can result in knee-jerk responses and unnecessary churn.  Find a rhythm that is effective and sustainable, and make this a habit.

“最初的一百天”几乎被认为是衡量一个人的效率和整体轨迹的好的检查点。典型的商业周期和关键的里程碑是四分之一到四分之一;所以,我觉得90天的规则很适合。90天是一个很好的经验法则,但是时间可以被修改以便更协调的适应其他的周期,从而与你公司的特定节奏相适配,例如,每周,每月,甚至半年。我不建议使用这个过程超过6个月,因为它的目的是开发一种敏捷、敏锐和有效的行为。此外,太短的时间可能导致下意识的反应和不必要的混乱。找到一种有效且可持续的节奏,并使之成为一种习惯。

Central to the role of product manager is assuming the mantle as “general manager” for all aspects of your product.

产品经理角色的核心角色是在产品的各个方面都承担起“总经理”的角色。

Great product managers are always known to be the one person for any question about the product.

伟大的产品经理永远被认为是对产品有任何疑问的人。

Your product is not just about the final instance you deliver to a customer.  It embodies all of the decisions, actions, support, etc., that bring it to fruition.  The process does not follow a narrow path that begins at the whiteboard and ends at the warehouse.  Your role is to ensure a “holistic” product that is beyond the final article a customer holds.  It embodies all the efforts of the project such as: research, feature trade-offs, BOM targets, margin contribution, distribution, support, positioning, packaging, etc.  In the end, your efforts will translate to customers buying your product, becoming a repeat customer, and being an advocate for your product.

您的产品不仅仅是您要交付给客户的最终诉求。它体现了所有的决定、行动、支持等,并使之成为现实。这个过程不会遵循从白板开始并在仓库结束的狭窄路径。您的角色是确保一个“整体性”的产品,而它是要超出客户控制的最终物品的。它体现了项目的所有努力,如:研究、特征权衡、BOM(物料清单)目标、利润贡献、分配、支持、定位、包装等。最后,你的努力将转化为客户购买你的产品,成为回头客,并成为你产品的代言人。

A holistic product can only be accomplished by building up a ritual to reach out to every group within your company.  Navigating the various stages of building a product (e.g., ideation, concept testing, business analysis, requirements, development, etc.) there arise discrete times where the input of certain groups over others becomes more critical. However, it is always important to develop 360 degrees of presence, or to perform a walkabout across all groups in your company, even when you are not soliciting specific groups advice or input.  Why?  At a minimum, it is to

一个整体的产品只能通过建立一种制度来接触你公司内的每一个群体来完成。在构建产品的各个阶段(例如,构思、概念测试、商业分析、需求、开发等等)中,出现了一些离散的时间,其中某些群体的输入变得更加重要。然而,开发360度的参与,或者在你公司的所有团队中进行一次漫步,即使你没有征求具体的团体建议或意见,这也是很重要的。为什么呢?至少,它会

provide visibility into your product,

为你的产品提供可见性

gain any additional or incidental insights from other points of view, and

从其他角度获得额外的或附加的见解,以及

connect other company members to add as champions for your product.

和其他公司的成员连接,并加入到拥护你的产品的大军中

Finally, develop a manageable list of at least three key objectives to drive your activities for the next ninety days.

最后,制定一个可管理的清单,列出至少三个关键目标,以便在接下来的90天内推动你的活动。

These activities should be: attainable, measurable, and impactful.

这些活动应该是:可实现的、可衡量的、以及有影响力的。

When it comes to lists, we can all easily become consumed with creating overwhelming lists.  Keep things sane. Break things down to approachable tasks that will increase your overall success.  Also, compact and focused lists are easier to articulate to management and key stakeholders.

一旦谈到列表,我们很容易就会被创建压倒性的列表所吞没。保持理智。把事情分解成可达到的任务,这会增加你的整体成功。此外,简洁和聚焦的列表更容易向管理层和关键利益相关者清晰的表达。

In the end, to make it more flexible for your needs, the 90-360-3 rule can be rephrased as:

最后,为了使它更灵活地满足您的需要,90-360-3规则可以被重新表述为:

Design a rhythmic timescale right for you and your company.

为你和你的公司设计一个有节奏的时间表。

Build regular and ongoing connections with all the groups in your company.

与公司里的所有团队建立有规律和持续的联系。

Develop a measurable and attainable set of objectives.

制定一套可衡量的、可实现的目标。

With this simple rule you will be able to create great holistic products for your company and customers.

有了这个简单的规则,你就可以为你的公司和客户创造出伟大的整体性的产品。



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