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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招聘产品领导者
｜
69
的文化。升职或招聘的时机显而易见，但还有一个大问题，那就是产品本身的复杂性。
从表面上看，招聘优秀高级产品领导者的时机很明确，但实际上，这完全取决于产品和市
场的复杂程度。如果你的产品非常复杂，那么产品团队所需的人才必须能够应对该产品，
同时还能为该团队带来强大的人际交流技能。适应于高技术复杂度产品的领导者，要么具
备深厚的领域知识，要么具备快速学习的能力。这类人很难找到，可能需要雇用具备软技
能的人，然后再培养技术能力。
从技术角度来看，相对简单的产品对产品领导者的要求更低，好处就是，他们的侧重点可
以从解决复杂的技术问题转向团队开发，再转向销售和营销。在这些情况下，可以将一些
产品领导者的职责分配给其他关键团队成员，例如用户体验、设计或工程部门的负责人。
成熟公司的招聘时机
为创业公司和高增长公司提供的许多指导原则在这里仍然适用，不同之处在于成熟公司需
要一些特定的领导工作，而不仅仅限于一般的产品领导力。正如我们将在下一节中展示的
那样，受雇于大型企业可能更容易，因为要解决的问题域较窄，所需要的技能更有针对
性。企业往往在项目启动和交付期限之间有很长的时间，这意味着有更多的时间来招聘并
找到合适的员工。无论时间是否成为问题，这些新员工总是要应对正在变得难以忍受的痛
点。正如投资者
Jonathan Beare
对新员工所说的：
“鞋小了好过鞋大了。”
目前来看，成熟公司的产品组织拥有多名产品经理和资深领导者，只有在需要解决特定问
题时才应雇用新的管理者和领导者，而不是因为组织结构图或预算中有空缺的职位。例 ...
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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.