【译文】WHAT IS (AND ISN’T) PRODUCT MANAGEMENT—产品管理是(不是)什么

In a well-run organization, each role has a single orientation; they either support [individual] customers or they support the market.

—Peter Drucker, American management consultant, educator, and author.

在一个运行良好的组织中,每个角色都有单一的定位;它们要么支持(个人)客户,要么支持市场。

彼得.德鲁克,美国管理咨询师、教育者、和作者。

It seems most organizations are unclear on roles and responsibilities. Here’s a handy way of thinking about roles philosophically.

似乎大多数组织对角色和职责都不清楚。这里有一种哲学上思考角色的简便方法。

Some company roles, such as sales people and customer support teams, focus on customers one at a time. Marketing, product management, and development engage with a market, in other words, many or all customers at one time.

有些公司的角色,比如销售人员和客户支持团队,一次只关注一个客户。市场营销、产品管理和开发同时涉及到一个市场,换句话说,就是许多或所有的客户。

Visiting a customer with a sales or support objective isn’t product management; that’s selling and support. Interviewing and observing a number of customers to understand their workflows and buying journeys is product management, as we use the information to understand the needs of a market, not just the needs of a single customer.

带有销售或支持的目标拜访客户不是产品管理;这就是销售和支持。通过采访和观察大量的客户来了解他们的工作流程和购买过程是产品管理,因为我们利用这些信息来了解一个市场的需求,而不仅仅是单个客户的需求。

We often break product leadership into two groups: product management (or product strategy, if you prefer) and product marketing. In general, product management focuses on future products and capabilities while product marketing focuses on current offerings. In both cases, their activities are targeted to a market full of customers: defining and delivering the right products by empowering teams with understanding of markets, products, and goals.

我们经常把产品领导能力分成两组:产品管理(或者产品战略,如果你喜欢的话)和产品营销。一般来说,产品管理关注未来的产品和能力,而产品营销关注当前的产品。在这两种情况下,他们的活动都是针对一个充满客户的市场:通过具有对市场、产品和目标的理解的团队来定义和交付正确的产品。

Current offerings are the focus of product operations (if you have this role) as well as sales teams (including sales engineering) and customer support.

当前的产品是产品运营(如果你有这个角色)、销售团队(包括销售工程)和客户支持的重点。

Perhaps the most common problem I see is the understaffing in other departments leads to overwhelming demands on your product management team.Because there are rarely enough sales engineers, product managers support individual sales people with technical information. Because professional services teams want its members to be billable at all times, product managers spend time creating statements of work. Even though these are important activities, they’re not product management.

也许我看到的最常见的问题是其他部门人手不足导致对产品管理团队的需求过大。因为很少有足够的销售工程师,产品经理用技术信息支持单个销售人员。因为专业的服务团队希望它的成员在任何时候都是可以被支持的,所以产品经理花时间创建工作声明。尽管这些是重要的活动,但它们不是产品管理。

For product managers and others in your organization, write down common activities that require significant time. Consider each one briefly and decide if it helps one customer or many, and if it’s about current product or future products. If you have a significant number of activities in the bottom row, discuss the staffing and expertise in sales engineering and professional services. If most activities are on the left side, then discuss who is thinking about future deliverables.

对于产品经理和组织中的其他人,写下需要大量时间的常见活动。简单地考虑每一个问题,然后决定它是帮助一个客户还是许多客户,是关于当前的产品还是未来的产品。如果你在最下面一行有大量的活动,讨论一下销售工程师和专业服务方面的人员配备和专业知识。如果大多数活动在左侧,那么讨论谁在考虑未来的可交付成果。

If leadership is doing the upper-right, then they’re doing product strategy. The one who owns an activity is the one who writes it down and keeps it current. Are these activities owned?

如果领导力在右上方,那么他们在做产品战略。拥有活动的人是记录活动并使其保持最新的人。这些活动是属于自己的吗?

What is (and is not) product management is a common discussion in almost any organization. Instead of looking at a bunch of activities and saying, this is and that isn’t, look at this activity matrix and declare, product management is determining product strategy.

什么是(什么不是)产品管理几乎在任何组织中都是一个常见的讨论话题。产品管理不是看一堆活动然后说,这是,那不是,看这个活动矩阵然后声明,产品管理决定的是产品战略。

The goal of product management is to systematically turn ideas into businesses.

产品管理的目标是系统地将想法转化为商业。

分享到QQ 分享到微信 分享到微博

0 条评论

发表我的观点

取消

  • 昵称 *
  • 邮箱 *
  • 网址