January 2022
Beginner to intermediate
177 pages
4h 24m
Chinese
Content preview from 产品领导力：杰出产品经理如何打造卓越产品和团队
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6
｜
第
1
章
题并严格控制产品的规模，从而保证产品按时、按预算投入市场。
当产品最终进入市场后，产品经理需要花时间来研究数据并和客户进行面对面的交谈，了
解客户如何使用产品：产品是否解决了需要解决的问题？客户是否理解产品的价值？客户
是否愿意为产品买单？接下来，产品经理需要回归到产品本身并开始新的迭代。
最佳的处理模式不是瀑布式的流程。短周期迭代能带来的好处颇多。在拥有成熟产品线的
较大型公司中，产品经理和领导者很可能并不是一步步地跟进一个产品或一个功能。在任
何时候，他们都需要处理一系列的产品或功能，其中每个产品或功能都处于各自生命周期
的不同阶段，他们必须随时按需要切换策略。
Lola
的产品
副总裁埃伦
•
奇萨（
Ellen Chisa
）强调了这种情境切换：“一个产品经理需要反
复在宏观视角和微观视角间切换。”
优步的首任产品总监米纳
•
拉达克里希南（
Mina Radhakrishnan
）说：“很多人把产品经理
形容为
CEO
或船长
。我并不认同这一点，因为这样的描述听起来似乎是产品经理在做决
策或是在驱动所有力量一起合作。但对我而言，产品经理其实要和所有人一起定义，并告
诉大家‘这是它该运行的方式，这是它该这么运行的原因’。”
“产品管理是把企业中不同立场的职能和角色结合到一起的黏合剂，”谷歌风投的产品合伙
人肯
•
诺顿补充道，“这就像《星际迷航》中的宇宙通信器——它是各个不同团体赖以沟
通的枢纽。如果产品经理无法将这些团队黏合到一起，那他也就无法获得成功。”这一论
述强调了产品经理所面对的最重大挑战——这个工作关乎的不仅仅是之前提到的那些硬技 ...
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O’Reilly covers everything we've got, with content to help us build a world-class technology community, upgrade the capabilities and competencies of our teams, and improve overall team performance as well as their engagement.Julian F.
I wanted to learn C and C++, but it didn't click for me until I picked up an O'Reilly book. When I went on the O’Reilly platform, I was astonished to find all the books there, plus live events and sandboxes so you could play around with the technology.Addison B.
I’ve been on the O’Reilly platform for more than eight years. I use a couple of learning platforms, but I'm on O'Reilly more than anybody else. When you're there, you start learning. I'm never disappointed.Amir M.
I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.