March 2017
Beginner to intermediate
148 pages
1h 52m
Chinese
Content preview from 设计领导力
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73
第 5 章
规划未来
5.1
引言
设计师，尤其是数字设计师，往往使用最前沿的技术做创造性工作。这可能既令人
兴奋，又令人沮丧。掌握哪些技术会在市场需求中幸存下来，而哪些只是稍纵即逝
的潮流，这可能是一个设计师每天都要思考的问题。正如我问
10
岁的儿子未来想要
做什么样的职业时，他却回答：“我怎么知道？我要做的事现在还没发明出来呢。”
我们生活在瞬息万变的时代，即使是不太遥远的未来也显得暧昧不明。知道如何规
划不明确的未来，可能是设计领导者最具挑战性的战略任务。外力不是领导者需要
关心的唯一因素，整家公司也在指望领导者点明前进的道路。
鉴于未来的不确定性，对许多设计领导者来说，规划似乎是个艰巨的任务。
Grommet
公司的首席执行官朱尔斯
•
皮耶里是经验丰富的设计师和领导者，他对规
划的观点是，“在如今的行业里，不像，‘哦，这是我的规划周’或‘这是计划会议’
那么简单，我必须退回到每年年初，写那封所谓的首席执行官信函。我会反思去年
的首要收获和来年的首要目标。这可能是唯一我会以这种方式思考的时候。但在一
年余下的时间里，则要将外界与企业联系起来。正如一名投资者曾对我说的，‘朱
尔斯，你的任务是到外面去，吸收外界信息。你必须那样做。没有其他人能那样做。’
这实际上是种解放，因为他说这话的时候是在艰难运营期，这让我有机会做一些之
前不会做的事。设计领导者可能会觉得，没有足够的时间来做这些，但这是职责所
在。”将视野从日常运营中升华，专注于外界，这是对领导的要求。俗话说得好，
企业运营是领导者的工作——而不是企业的工作。 ...
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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.