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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34
｜
第
3
章
特定领域
细粒度的
关注领域
较广泛的
关注领域
当下 近期 未来
中度的
灵活性
高层次
广阔的领域
高灵活性
规范与
设计
较低的
灵活性
图 3-1：路线图的概念由 ProdPad 的 CEO、联合创始人扬娜
•
巴斯托提供
将路线图组合在一起，最终就是在不断增加的时间段中规划你的活动。正如美国首席数据
科学家
D.J.
帕蒂尔所说
：“梦想以年计，计划以月计，评估以周计，发布每日一次。”从广
泛思考开始，然后把工作量缩减到最短的时间范围内。这个想法隐含的意思是：路线图是
动态的，需要不断更新。和产品领导者可以使用的所有工具一样，路线图的好坏取决于包
含在其中的信息以及受到的关注。如果不能清楚且频繁地传达路线图，其效用就会降低。
产品是一种团队运动
正如我们所指出的那样，许多人将产品领导者定义为产品的
CEO
，这从根本上误解了产品
领导者的角色，更糟糕的是，这会导致产品领导者为失败买单。
更恰当的比喻是把产品领导者比作运动队的队长、管弦乐队的指挥或带班的大学教授。与
队长、指挥或教授一样，产品领导者只有通过带领整个团队朝着共同的目标努力才能成功。
如前所述，几乎在每个公司中，产品经理对工程师、设计师、营销人员或产品团队的任何
其他成员都没有直接的权力。这种组织结构可能看起来很糟糕，但它可以迫使产品领导者
发挥真正的领导作用，而不是仅仅通过权力来管理和指挥团队。
产品领导者的工作不是管理或指导，而是通过明确阐述共同目标来领导他们的团队。产品
领导者应该给团队提供工作所需的背景信息，如客户遇到的问题与挫折、公司所处的竞争 ...
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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.