How to deal with the relationship between products?
I want to think about the problem from the following dimensions, the first is the idea. Ideas are a double-edged sword. Some people have a lot of ideas, and some people have no ideas. Without ideas, they can’t make good products, but they still can’t make good products with many ideas. Products without ideas are lifeless and ultimately do not develop themselves with the development of the times, and are slowly eliminated by the times. And products with too many ideas lead to the cost of converting ideas into products is much higher than the hard work of product builders, resulting in the collapse of team humanities and team resources. And how to find the best balance among them is the focus of solving the problem. The so-called use of this team to maximize the efficiency of the team will not cause the team to suffer from the problem of strain. My idea is to recognize the essence of the problem. I would divide the problem into strategic problems and tactical problems. The strategic question is what is the highest goal of this product. This goal will not change at least until the market fails to verify it. It is the constitutional model of the United States. As long as there are no major problems, it will remain unchanged for a century. The details of how to achieve this goal are tactical. Tactical problems always revolve around the degree of strategic completion, which avoids the interference of other factors and does not deviate from the main line of the problem. There is no permanent strategy, so tactics are always changing. Tactical changes can be reflected in product version iterations, and all additions to new features and modifications to old features are tactical changes. And how did the tactics change? It must be a compromise to cater to the market. The market proves that you are good, and you are good. The market is always right. It is not feasible for your own obscene ideas to pass the seriousness of the market. Let go of your self-esteem. Only by recognizing yourself can you make a good market and make products that are recognized by the market. Such products are valuable.
After we have an idea, we need to turn the idea into a product. Many times, many people will immediately open the modeling work and start modeling, such as opening AXURE. The advice I offer is not to open AXURE right away, AXURE gives you efficiency, it doesn't tell you that you can make a good product according to the standards it provides. I'll take out a pencil and eraser, and you're right, you've guessed it, and I'm going to hand-paint the first version, which is very different from the later version, but it's definitely a product of your thinking. It is unaffected by the limited thinking that comes with any tool. Try to cultivate your ability to draw ideas on white paper. The final paper collection model may be very simple, so simple that you can't accept it. However, some pages are like this. When they are aggregated together, when some page functions are merged into one When you are on the page, you will find that your thinking is very clear. At this time, compare the hand-painted model with your competitors' products, and you will know your strengths and weaknesses. At this time, make the hand-painted modification. After completing the entire business process, start opening AXURE. At this time, you will encounter the following problems:
1. How to standardize hand-painted non-standard elements in tools?
You first have to figure out, what are the normalized elements. Standardization I understand is the principle that the market currently recognizes, just like uniform weights and measures. It's important that you transform your thinking into market-accepted standards. For users, simple and easy to use is good, simple is what they are familiar with. It's not ashamed to copy other people's innovations without being a pioneer in innovation like IOS. AXURE gives you a limited range of elements, but there are many that are not limited and require you to think about it. How to achieve the best user experience, and the meaning of the tool is to make it easier for you to think about the details. The hand-painted is to go deep into the macro to understand. Different goals, different methods. Thinking together in confusion, the end result is often failure.
2. There is not enough time and progress, what should I do?
All I can say is that you have to pay more. You will have a hard time going before you become proficient.
Through the above efforts, a prototype came out. However, the R&D team will complain after reading it, are you crazy? It's so complicated, why don't you find something for me? Yes, this is team humanities. A product must have a human cost that it should have, and you control the labor cost on the product. The overly complex design requires the R&D team to spend a lot of time and effort and may not be able to complete it, which is the most tragic. This is the most obvious problem a product manager can cause when he doesn't know a little bit of technology. You must understand the challenges faced by the R&D team, maintain the relationship between the various departments of the team, and understand and accommodate each other, in order to truly achieve what I said before: "how to find the best balance among them". No matter how good the model is, it needs someone to implement it for you, someone to operate it for you, with the support of the boss, and it needs to be recognized by the market before a good product emerges. And what is good for you, maximum efficiency is best for you. You won't have Alibaba's human resources, so you don't even think about making the same product as Alibaba. Only by being down-to-earth, accepting reality, and recognizing the essence can you be an excellent product manager. Here, you need to learn to understand and keep learning. In fact, there are many contradictions in this aspect in many decision points of the product, and they are often ignored by the product manager. This is the reason why the product manager is cut by the programmer. In addition to their own learning of technology, they should also strengthen communication with the R&D department. Learn how good product managers solve these problems. In fact, these are not terrible, not realizing the existence of these problems is the most terrible.
Correct strategy, excellent tactics, catering to the background of the times, excellent teamwork, and charismatic leadership. Only successful products can emerge. In fact, as long as you work hard enough, you can grow rapidly and you can get closer to your dream. Don't give up hope, don't give up learning and thinking.