产品经理的42个原则-原则30-Agility Is Key to Product Management Success:敏捷性是产品管理成功的关键!

The two overarching elements for ensuring success are being flexible and having organizational agility.

确保成功的两个首要要素是灵活性和组织敏捷性。

Many people in our field admit one thing openly: product management is a tough yet very fulfilling job. As a project manager, you serve many masters and have little authority. This can pose challenges, although there are ways to be successful with very little effort on your part.

我们这个领域的许多人都公开承认一件事:产品管理是一项艰苦但能够实现个人抱负的工作。作为一名项目经理,你服务于许多专家,却没有什么权力。这可能会带来挑战,尽管有一些方法可以让你不费多大力气就能成功。

The two overarching elements for ensuring success are being flexible and having organizational agility. Let’s talk more about these two.

确保成功的两个首要要素是灵活性和组织敏捷性。让我们进一步讨论这两个问题。

So, What Is Flexibility?

灵活性是什么?

I tend to find that those who can change course easily given a specific (or vague) set of parameters can leverage this flexibility for their product’s advantage.

我倾向于认为,那些能够在给定一组特定(或模糊)因素的情况下易于改变方向的人,能够利用这种灵活性为他们的产品提供优势。

However, being flexible doesn’t mean caving in to every demand from your respective constituents. Customers, executives, and team members will always demand more of you as they have their respective agendas to fulfill. Thus, know when to flex and when to be firm.

然而,灵活并不意味着屈服于来自你不同涉众的每个需要。当客户、主管和团队成员有各自的任务要完成时,他们总是会向你提出更多的要求。因此,要知道什么时候该妥协,什么时候该坚定。

How Do I Discern the Difference between Flexing and Firming?

我如何辨别灵活和僵化的区别?

If there is a primary strength in being flexible, it is the ability to proactively listen and adjust. Being a great product manager means listening without formulating a response prior to the conversation ending. It’s echoing back what you’ve heard so that both (or many) of you are on the same page. Only then are you able to better manage the situation and direct the team to a reasonable answer or conclusion.

如果灵活性有一个主要的优点,那就是能够主动倾听和调整。成为一名优秀的产品经理意味着倾听,而不是在谈话结束前形式化的回应。它是对你所听到的内容的回应,所以你们两个(或许多)都应该在同一个频率上。只有这样,你才能更好地管理局面,引导团队得出合理的答案或结论。

Lastly, please note that there is a difference between being flexible and living with ambiguity. The former is about not becoming entrenched in your own beliefs. The latter is about trying to form clarity out of chaos. So, make sure that you understand the difference and that you behave accordingly in the respective situation.

最后,请注意灵活和模棱两可是有区别的。前者是关于不要固守自己的信仰。后者是试图在混乱中形成清晰。所以,确保你明白其中的区别,并在相应的情况下采取相应的行动。

You’ve Walked Me Through Being Flexible; Now Tell Me about Organizational Agility!

你教会了我如何灵活变通;现在给我讲讲组织敏捷性吧!

Many factors come into play when managing organizational agility. Some pretty straightforward items include: company size, company culture, where you fit into the org chart and how you view your role within the organization (separate from the org chart itself).

在管理组织敏捷性时,许多因素会起作用。一些非常简单的因素,包括:公司规模、公司文化、你在组织结构图中的位置以及你如何看待你在组织中的角色(从组织结构图本身分离出来)。

The Basics

基础

You will always have stakeholders making demands of you, and you will most certainly require executive buy-in to move your initiatives forward. However, you also need to know who the other key players in the company are.

你总是会有利益相关者对你提出要求,而且你肯定会需要管理层的支持来推进你的计划。然而,你还需要知道公司里的其他关键人物是谁。

It could be a support engineer. It could also be someone in the finance department. It most certainly is any administrative assistant, for, without them, nothing can really get done. Regardless, any one of these people can either help you succeed or fail.

它可能是一个支持工程师。也可能是财务部门的某人。这更多时候是任何一个部门的行政助理,因为没有他们,什么事都做不成。不管怎样,这些人中的任何一个都可以帮助你成功或失败。

In small to medium organizations, process management can become the biggest challenge. These companies generally are in a new phase of development. It isn’t just about the players anymore; it’s about how you all work together in an efficient manner.

在中小型组织中,流程管理可能成为最大的挑战。这些公司通常处于一个新的发展阶段。不仅仅是参与者;而是关于你们如何以一种有效的方式在一起工作。

As you move into larger organizations, the dependency chain becomes more diverse and your ability to grow a personal/social network of key players is crucial to making progress on your deliverables. Here, cross-divisional or cross-departmental goals don’t always align, so make sure to have friends in the right places (or have friends of friends).

随着你进入更大的组织,依赖链变得更加多样化,你成长为关键参与者的,让自己的个人/社会网络的成长能力对于你的交付成果的进展至关重要。在这里,跨区域或跨部门的目标并不总是一致的,所以确保在正确的地方有朋友(或者有朋友的朋友)。

Going downstream, the final challenge is the startup. Here, there are so few people that ensuring you have strong bonds across all team members is fundamental to success. If the product manager in this type of organization doesn’t have respect, then the outcome is usually pretty dire: no more product manager.

往下游走,最后一个挑战是创业。在这里,只有很少的人,因此要确保所有团队成员之间的紧密联系是成功的基础。如果这种类型的组织中的产品经理没有被尊重,那么结果通常是非常可怕的:不再有产品经理。

Wrapping Up

总结

From the department of redundancy department: being flexible and understanding your organization’s specific requirements are key to being a successful product manager.

来自裁员部门:灵活和理解组织的特定的需求是成为一个成功的产品经理的关键。

Understand that flexibility and organizational agility are evolving capabilities. Make sure to grow them wisely and learn from your experiences. And don’t forget to have fun too!

要明白,灵活性和组织敏捷性是不断发展的能力。确保明智地成长,并从你的经验中学习。别忘了也要玩得开心!



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