产品经理的42个原则-原则26-Align Your Product Strategy With The Company Strate:让你的产品战略与公司战略保持一致!

Your product needs executive sponsorship to succeed. You gain executive sponsorship by showing how your product strategy supports the company strategy.

你的产品需要高层认可才能成功。通过展示你的产品战略如何支持公司战略,你就获得了管理层的支持。

The intrepid product manager who masters this rule will follow three steps:

精通此规则的无畏的产品经理将遵循以下三个步骤:

Understanding the Company Strategy

       理解公司战略

Aligning Product Strategy with Company Strategy

       使产品战略和公司战略保持一致

Telling the Strategy Story and Gaining Executive Support

       讲述战略故事并获得管理层支持

First, you need to understand the company strategy.

首先,你需要了解公司战略。

Sometimes your company’s strategy is easy to find. Some organizations do an excellent job of communicating the mission and strategy to all employees on a regular basis. Ben and Jerry’s comes to mind as a great example of clear communication of company mission and strategy.

有时候你公司的战略很容易发现。有些组织在定期地向所有员工传达使命和战略方面做得很好。Ben和Jerry让我想起了一个关于清晰沟通公司使命和战略的好例子。

But in most companies the strategy is a partial or complete mystery. I’ve worked in many fast-moving organizations where it changed frequently, and/or the executive team didn’t communicate it well. (Names withheld to protect the culpable.) In those cases, I’ve had to engage in some creative sleuthing.

但在大多数公司,这种战略是局部或完全神秘的。我曾在许多快速发展的公司工作过,那里变化的非常频繁,而且/或管理团队并没有对此有很好地沟通。在这种情况下,我不得不进行一些创造性的调查。

Here are a few tips for gaining clarity on your company’s current strategy:

以下是一些让你清晰了解公司当前战略的建议:

Find the “breadcrumb trails.”

找到“面包屑踪迹”。

Hunt down presentations from recent divisional or company meetings, or find recent emails from executive team members; these often include at least a hint about the current company strategy.

从最近的部门会议或公司会议中寻找演示文稿,或者从高管团队成员那里找到最近的电子邮件;这些通常至少包含了一些关于公司当前战略的信息。

I also like taking advantage of informal moments, like hallway conversations, to ask an executive, “What are you working on?” Their answer to the question can yield revealing clues to what’s strategically important now.

我也喜欢利用一些非正式的时刻,比如走廊里的谈话,问一位主管:“你在做什么?”他们对这一问题的回答,可能会揭示出现在在战略上重要的东西。

Share some data, gain some insight.

分享一些数据,获得一些洞悉。

Whenever you have new information on the market, the competition, and your customers, you have the basis for a strategy conversation with an information-hungry executive team member. Executives like quoting market data that supports their plans—even if it’s anecdotal. So find an opportunity to contribute some of your market knowledge, then look for a natural segue in the conversation to ask strategy related questions.

无论何时,只要你有了市场、竞争对手和客户的新信息,你就有了与渴望信息的执行团队成员进行战略对话的基础。高管们喜欢引用支持他们计划的市场数据——即使是道听途说。因此,找一个机会贡献一些你的市场知识,然后在对话中寻找一个自然的过渡,问一些与战略相关的问题。

When all else fails, follow the money.

当一切都失败时,跟着钱走。

Identifying where your company is making money or spending money is the clearest way to locate the real strategy, even if the stated strategy is something completely different. If you have access to your company’s financials, spend some time combing through the detail, or schedule time with the controller, CFO, or an analyst in finance to get some clarity and guidance.

确定你的公司在哪里赚钱或花钱是确定真正的战略的最清晰的方式,即使陈述的战略是完全不同的。如果你有机会了解公司的财务状况,花些时间梳理细节,或者与财务总监、首席财务官或分析师安排时间,以获得一些清晰的事和指导。

Note that “following the money” includes finding the basis for executive team bonuses, which tells you what your senior managers are most likely to care about this year. For example, if an executive has signed up for an aggressive customer acquisition target per the bonus plan, you can bet that her focus will be on winning new customers!

注意,“跟着钱走”包括找到高管团队奖金的基础,这会告诉你,你的高管今年最可能关心的是什么。例如,如果一位高管签署了积极获取客户目标的奖金计划,你可以打赌她的重点将是赢得新客户!

Second, align your product strategy with company strategy.

第二,让你的产品战略和公司战略一致。

Your product strategy must support the company’s ability to deliver on its current strategy; if not, your product will be seen as diverting resources away from the “greater good.” Based on my own experience, this kind of nonalignment can provide exciting opportunities to advocate for changing the whole company’s direction but, in most cases, it’s not a fun—or career enhancing—position to be in. For a great example of nonalignment, do a quick Web search on the Cadillac Catera (remember “the Caddie that Zigs?”) and shudder.

你的产品战略必须具备支持公司执行当前战略的能力;如果不能,你的产品将被转移资源到能获得“更大的好处”的产品上。根据我自己的经验,这种不一致可以提供令人兴奋的机会来倡导改变整个公司的方向,但在大多数情况下,这并不是有趣的,能够让职业提升。关于不一致的一个很好的例子,请快速搜索一下凯迪拉克Catera(编者注:Catera,凯迪拉克首款采用了V6发动机和后驱的入门豪华级车型,它不同于凯迪拉克原有一直使用的北极星V8前驱车型,并且车的尺寸较小,这是因为Catera并不是由美国设计和生产的,而是由欧宝设计,在德国生产,但是目标市场则是美国,是通用汽车家族中吸引非通用车主的第一款车,在市场上的定位是“小凯迪拉克”,但绝不是“低端凯迪拉克”。)。

So, once you are clear about the company strategy, work with your cross-functional team to develop a product strategy that makes sense in the context of the company’s current goals.

因此,一旦你清楚了公司的战略,那么,与你的跨职能团队合作,制定一个在公司当前目标背景下有意义的产品战略。

What’s the best way to clarify and begin documenting a product strategy? Wrap your mind around the market, product, communication, pricing, and channel, then take a quick “essay test.”

阐明和记录产品战略的最好方法是什么?把你的思想集中在市场、产品、沟通、定价和渠道上,然后快速进行“问答形式的测试”。

Third, tell your strategy story and gain executive support.

第三,讲述你的战略故事并获得管理层的支持。

With your product strategy in place, it’s time to schedule a few “testing the waters” conversations with key executives. Take their feedback and make any needed adjustments, then unveil the product strategy to the full executive team and ask for the resources you need to make the product strategy real.

在制定好产品战略后,是时候安排几次与关键高管的“试水”对话了。听取他们的反馈并做出必要的调整,然后向整个执行团队公布产品战略,并要求获得使产品战略成为现实所需的资源。



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