Yu Jun teacher left by bit in June, it said to be currently the main industry is fishing @ Canada, just as the title figure. Before I left, he made a bit called "Talk product manager," sharing system, said his understanding of this post.
Later, Yu Jun teacher and pieces of his disciples, tried to persuade him to put past experience into a book, but Yu has been shirk. Thus, the disciples played a product manager "make things happen" ability to organize his various share became a manuscript as a gift before leaving, lost in his desk, going to say so published, you first review it ...... look at the overall look, a look ...... Yu could not stand, so, this "attempting to rally" has become.
- This piece from the copyright @ Liu Fei, slightly up my brain ......
If you are a product manager, you should already know Yu Jun teacher's book, "Yu Jun products Methodology" in the major pre-sale shop, Yu Jun teacher a very modest signature "Yu Jun wait" to show to his disciples thank.
My book still on the road, two days also read some excerpts:
The second chapter selected Great God Yu Jun wrote a book, take a look at what he said
The fourth chapter election how the product manager to make decisions - "Yu Jun Product Methodology" excerpt
The fifth chapter selected product manager selection and growth - "Yu Jun Product Methodology" excerpt
Large information density, feel the need to add stories, plus interpret it easier to understand, and other books at hand I first read it carefully.
And speak Chapter V content product manager, the basic is based on the "Talk product manager," the share back to the PPT, has been present on the Internet can be found (a few lines above the fifth chapter election there), I chose as the title of one, to talk about my understanding.
There are a prerequisite, the definition of "product manager", I think in this context, should be a partial emerging industries (such as the Internet), mass user (2C), can independently make decisions, that is responsible for the closed-loop business. So, such a person to develop, in addition to talent, but also very dependent on the environment, almost everyone is touched perfect environment, can only be shackled to dance, but you gotta know, what are shackles.
I put the N Yu Jun teacher columns (not strict) sub-classes.
- organizational / cultural / team aspect of the problem -
Short-term interest-oriented
团队精力有限，过于关注短期，难免忽视长期，于是，很容易追求一些不可持续的数字指标，错误的把一些增长手段当做目的，无异于是在“培养癌细胞”。
搞个人崇拜的
老板是一种用户，应该可以被用来权衡，个人崇拜，就少了一个自由度。而与市场和外部用户的互动，对产品经理的成长来说，往往更关键。
内部争斗厉害的
这个，好像对任何岗位的成长都不利……其实这一类都是通杀的。
产品理念、文化价值观不match的
什么是对什么是错，什么重要什么次要，……，如果这些不能和团队达成一致，举步维艰。
论资排辈等级观念强的
多变的环境，年轻人才更有出头机会，老人相对思维固化，会成为创新的阻力。
周边合作者，批判性思维普遍低的
没有批判性思维，不习惯挑战现状，新东西很难出头。
—— 行业/公司/业务特性导致的问题 ——
技术驱动的，行业垄断没有竞争压力的，设计或营销强依赖的产品
这几个放在一起，是因为我们要理解，一个产品成不成，核心驱动力不一定是产品本身，如果作为产品经理，在技术、垄断资源、设计/体验、营销/销售……为核心驱动的环境下，可控资源必然受限，成长必然受限。
成熟稳定业务，工作内容稳定的
稳定的环境，靠经验，就已经知道该做什么了，更多要提升执行效率，而产品经理的成长，是需要创新、变化来喂养的——不知道做什么有价值，试错，看反馈，修正决策模型，如此闭环。
行政干预严重的产品，供应链、牌照、安全、渠道，高度依赖上下游任一关键要素的
这些，都算是神仙一般的不可控因素，只能呵呵。
—— 产品/产品团队本身的问题 ——
老板或直接上司，任一缺乏产品思维的
老大们缺产品思维，沟通就会有巨大的障碍，甚至，认为产品没那么重要，就更麻烦了。
用户少的产品
用户少，对决策的反馈就不稳定，经常无法判断决策到底对不对。在创业团队，经常遇到这个问题。
迭代周期⻓的产品
迭代周期长，意味着完成一次学习闭环的周期长，相对而言，成长就慢一些。比如汽车行业，我之前说过一句话，其整车产品经理的主要矛盾是“有限的职业生涯和过长产品生命周期的矛盾”。
但，话说回来，这种行业，只要行业不下行，也是“越老越吃香”的所在。
产品经理分工过细的
一句话，无法体验到整个闭环，容易成为只有在大机器里才有用的螺丝钉。应届生进到大厂的成熟业务，往往会碰到这个问题。
Over，不知道你中了几条？
至于这个PPT全本，都是关键词，有点难懂，不如直接去看俞军老师在知乎自己发的详细解读吧，点击原文即可。
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苏杰（iamsujie），前阿里产品经理，写过《人人都是产品经理》等三本书，现在做创业者服务，良仓孵化器创始合伙人，也是产品创新独立顾问。
