产品经理的42个原则-原则29-A Business Is Not a Democracy:商业无民主而言!

As a product manager, you have a unique role within the company.

作为一个产品经理,你在公司里有一个独特的角色。

No one else within the company has the overall view of the entire business through the lens of your product that you do—not the CEO, not the finance people, not the manufacturing people, not the sales people, and not engineering. People in these job roles view your product through the perspective of their own job responsibilities and professional focuses.

公司里没有其他人通过你的产品的镜头来全面了解整个企业——不是CEO,不是财务人员,不是制造人员,不是销售人员,也不是工程人员。从事这些工作的人从他们自己的工作职责和专业重点的角度来看待你的产品。

As a product manager, your overall view can be a great source of job satisfaction. But you also have a unique responsibility for making decisions and recommendations about your product. As a product manager, you generally have no real authority (unless you manage a product management team), so all you can really do is make recommendations and influence people by the strength of your ideas and work.

作为一名产品经理,你的整体观点是工作满意度的重要来源。但你也有一个独特的职责,就是为你的产品做决策以及把你的产品推荐出去。作为一名产品经理,你通常没有真正的权力(除非你管理的是一个产品管理团队),所以你真正能做的就是通过你的想法和工作来提出建议和影响别人。

If you don’t make the difficult decisions, chances are no one will, and the business will suffer as a result.

如果你不做出艰难的决定,很有可能没有人会做出这样的决定,企业也会因此遭受损失。

People in various job roles will always make decisions that make their jobs as easy as possible or more interesting. It’s human nature. For example, how many of us have not had a salesperson, usually two weeks before the end of the quarter, explain that if we only add this one feature to the product right now, he or she can close a really, really big deal. Sometimes it’s the engineer who prefers to use a new unproven technology rather than the tried and true methods that offer no new personal learning, or add an unneeded feature because it is “cool.” Never mind if these decisions make strategic sense for the product. And never mind the impact on overall schedules, risks, existing commitments, launch plans, or any of those other annoying product management issues.

从事不同工作的人总是会做出让他们的工作尽可能简单或更有趣的决定。这是人的本性。例如,我们当中有多少人没有一个销售人员,通常是在季度末前两周,解释说如果我们现在只在产品中添加这一特征,他或她就能完成一件非常非常了不起的事情。有时候,工程师更喜欢使用一种未经验证的新技术,而不是那些无需个人学习的可靠的方法,或者因为“酷”而添加不必要的特征。“不要介意这些决定是否对产品有战略意义。更不用介意对整体计划、风险、现有承诺、发布计划或其他恼人的产品管理问题的影响。

But customers don’t care about features or technology.

但客户并不关心特征或技术。

They care only about the benefits that they receive from using your product. And they vote with their wallets.

他们只关心他们从使用你的产品中得到的好处。他们用自己的钱包投票。

It’s very common nowadays to make these decisions together with the “development team” or “the sales group.” However, that process will often lead to sub-optimal results, from the viewpoint of the business as a whole. My manager once asked me to figure out why another product in our group, which was not my responsibility, was getting zero traction in the marketplace. Apparently the highest priority for the product manager was getting “approval” from the engineers on that project, because he never questioned anything. Very quickly, I discovered that the entire design of this product was contrary to the needs of the target customers, so they all rejected it. I needed to make the hard recommendation to kill the project and spare my company the cost of further development and the embarrassment of launching a dead-on-arrival product.

如今,与“开发团队”或“销售团队”一起做这些决定是很常见的。然而,从整个企业的角度来看,这个过程常常会导致次优结果。我的经理曾经让我搞清楚为什么我们组的另一款产品(这不是我的职责)在市场上毫无吸引力。显然,对于产品经理来说,最重要的事情是获得工程师对项目的“批准”,因为他从不质疑任何事情。很快,我发现这个产品的整个设计都与目标客户的需求相悖,所以客户们都拒绝了。我需要提出强硬的建议,终止这个项目,让我的公司不用承担进一步开发的成本,也不用承担推出一款“见光死”的产品的尴尬。

If you permit the “team” or the “group” to vote on key product management decisions, or if you make decisions based on your personal need for “approval” or “respect,” you are abdicating your professional responsibilities.

如果你允许“团队”或“小组”对关键的产品管理决策进行投票,或者你基于个人需要“批准”或“尊重”而做出决定,那么你就放弃了你的职业责任。

If you are not comfortable providing leadership and making the key decisions, you should step down as product manager in favor of someone who is willing and capable.

如果你不喜欢领导和做出关键决策,你应该辞去产品经理的职务,选择一个愿意和有能力的人。

Does the responsibility to make decisions and recommendations mean that you can simply issue edicts from on high? Of course not. Product management, at its best, is a synthesis role. You need to work with other members of your team to make trade-offs and compromises. The key is that these decisions must be based on business needs and objective market realities, not on personalities or the desire to “go along.”

做出决定和建议的责任是否意味着你可以简单地从高层发布命令?当然不是。在最好的情况下,产品管理是一个综合角色。您需要与团队的其他成员一起工作,以做出权衡和妥协。关键是,这些决策必须基于商业需要和客观的市场现实,而不是基于个性或“随大流”的愿望。



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