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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章
创业公司的产品领导者
如果说成功的产品领导者在产品领域很稀有，那么成功的创业公司产品领导者就更为稀缺
了。创业环境的严峻挑战往往会被低估。产品领导者应该是其市场领域中熟练的从业者，
有能力建立和领导团队从零开始直至完成各项里程碑任务。大多数人的选择是要么从头开
始构建团队，要么直接加入建立好的团队。只有极少数人能同时胜任两种情况。最聪明的
领导者清楚他们能做什么，并且会持续在这个领域付出。同时出现在两个阵营看起来很吸
引人，但试图面面俱到不会产生有影响力的结果。
虽然本书把这部分宽泛地划分成了公司成长的三个阶段，但需要指出，公司在每个阶段
都会经历不同的成长。每个组织都像是一片雪花，它们是独一无二的。创业公司会经历
非常迅速的变化，以至于我们对创业公司的定义或许都不足以涵盖这种突然扩张中的每
一次迭代。
在创业公司的早期阶段，事情总是混乱的。就算存在战略计划，往往也会被忽视，因为人
们关注于追求战术胜利。曾就职于
Kleiner
Perkins Caufield
＆
Byers
的
John Maeda
说：“在
一家大公司里，需要去建立一种关注产品的更好的文化。但在创业公司中，这很容易，因
为没有什么老规矩会阻止你从好的用户体验开始。”这些早期阶段的团队由少数创业者组
成，他们对模糊性有很高的容忍度。他们花时间来测试新想法并吵着要用户反馈。如果还
没有用户，他们可能会先交付产品而后提出问题。正如谚语所说，“请求宽恕，而不是许
可”。这个阶段，速度就是一切，因为“跑道”很短。启动资金可能只能维持数月，最多
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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.
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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.