这么多人我很胆怯地相信,赋予产品团队权力的关键只是为了让管理层退回,停止微观方式,并为他们的产品团队提供一些空间来完成工作。

但正如我所在的那样tried to explainmany times, empowered product teams depend not on较少的领导,但是更好的leadership.

但这真的是什么意思?

当我向产品领导者解释功能团队组织in order to move to empowered product teams, they are usually in a state of shock for awhile, as they digest just how far away their current role is from where they need to be, and they start to realize the central role they need to play.

In this article, I’d like to try to share a high-level overview of the product leadership role. As you’ll soon see, to provide you a detailed view wouldtake more than 400 pages

但是,希望有足够的信息来提高你对强大产品领导作用的认识,并让你对做好这项工作有多么困难表示赞赏。

But before we get into it, a couple of caveats:

首先,当我指的是“产品领导”时,我的意思是产品管理,产品设计和工程的领导者。

第二,对于这次讨论,我将区分领导责任和管理责任。大多数领导者既有管理职责,也有领导职责,尽管每种职责的比例因其在公司的级别而异。大多数一级管理者主要是用一点领导力来管理,而高级领导主要是用更少的时间来管理。

正如传奇的首席执行官安迪·格罗夫(Andy Grove)所说,“什么阻碍了出色的工作?只有两种可能。首先是人们不知道如何做好工作。第二是他们知道怎么做,但是他们没有动力。

管理

让我们首先讨论管理职责,主要涉及教练和人员配置。

指导

可能是强大管理层的最常见的因素是指导。它是单身的most important responsibility每个人经理培养他们人民的技能。

这绝对是真的mean micromanaging them. It does mean assessing and understanding their strengths and weaknesses, coming up with a coaching plan, and then spending the quality time necessary to help them improve.

More generally, every member of a product team deserves to have someone who is committed to helping them get better at their craft. This is why, in the vast majority of strong tech product organizations, the engineers report to experienced engineering managers; the designers report to experienced design managers; and the product managers report to proven managers of product management.

The amount of time and effort you need to spend on coaching depends on the number and experience level of your people, but to set your expectations, it’s normal for first-level managers to need to spend on the order of 50% of your work week on coaching. And if I need to explain to you why this is the highest and best use of your time, you may want to reconsider the management path.

Asthe greatest coachBill Campbell说,“辅导不再是专业;如果你不是一个好教练,你就不可能成为一个好经理。“

人员配备

经理人是我们担任人员配备产品团队的人。这意味着采购,招聘,面试,船上,评估,促进以及必要时,替换团队成员。

If you have an HR function at your company, they are there to支持您的经理与这些活动,但它们是in no way代替招聘经理履行这些职责。这对于你的管理者来说至关重要。

由于赋权产品团队在称职的产品经理,产品设计师和工程师上取得了预测,这首先从筹集人员配备和教练的栏中开始。

Yes, taking staffing seriously is hard, and it takes a substantial amount of time and effort, and you’ll likely feel like this is not the product related work you prefer to do. But as Amazon founder and CEO Jeff Bezos says, “Setting the bar high in our approach to hiring has been, and will be, the single most important element of Amazon’s success.”

LEADERSHIP

基本上有两种方法可以领导产品组织。

您可以通过所谓的“命令和控制”,这意味着明确地告诉您的人员您需要他们做的事情,通常通过为它们分配一个特征和项目的路线图来构建。在这一模型中,领导人和利益相关者正在制作大部分有意义的决策,您的产品团队(或更准确地,特征团队)在那里进行这些决定。不可否认,这更容易做到。

替代方案是您可以通过赋予团队权力,而不是指派它们企业或客户问题解决然后让产品团队决定解决这些问题的最佳方式。

但是,如果您选择将关键决策推到产品团队,那么您需要提供这些团队圣rategiccontext他们必须做出良好决定。

这就是为什么,比如说,在Netflix,口头禅是Lead by context, not control.

Some of the strategic context comes from the most senior leaders of the company, such as the purpose of the business (the mission), and the critical business objectives for the year, but the majority of the strategic context comes from the product leadership: the product vision and principles, the team topology, the product strategy and the specific team objectives.

To be very clear, these elements of the strategic context are thespecific responsibility of the product leaders. 产品团队中的个人可能会提出想法或见解,这是强大文化的一个重要标志,但这些最终都是领导责任。

产品愿景和原则

The product vision describes the future we are trying to create, and most important, how the vision提高客户的生命。产品愿景用作共同目标对于产品组织。在时间框架方面,它通常在3到10年之间。

可能有任何数量的跨职能,赋权的产品团队 - 从一个初创公司中的少数人到大量的企业中 - 但他们都需要在同一方向上朝着自己的方向头,并以自己的方式贡献较大的方式问题。

Some companies refer to the product vision as their “North Star”—in the sense that no matter what product team you’re on, and whatever specific problem you’re trying to solve, you always know how your piece contributes to the more meaningful whole.

更一般地说,产品愿景是让我们在一个月之后每天上班,年复一年的每个月都能让我们灵感和兴奋。

It is worth noting that the product vision is typically the single most powerful recruiting tool for strong product people.

产品原则通过与您的组织认为需要生产的产品的性质来补充产品愿景。原则反映了组织的价值观和伦理,以及一些战略决定,帮助团队在面临艰难的权衡时做出正确的决定。

创建引人注目的产品视觉比战略背景的其他元素不同。产品愿景比科学更艺术。这是目的是说服。It is meant to be emotional. You are talking about how you will improve the lives of your customers.

你不需要太多的细节,以至于你的团队认为它是规定性的,但是你也需要足够的细必威安卓手机版下载节,这样人们才能真正理解你想要完成的任务。

因此,虽然创造一个好的产品愿景并不容易,但值得付出努力,因为一个好的产品愿景是不断给予的礼物。我们所做的很多事情都源于产品愿景——架构、团队拓扑、产品战略,当然还有未来几年的产品。

Team Topology

The team topology refers to how we break up the work among different product teams to best enable them to do great work. This includes the structure and scope of teams, and their relationship to one another.

我们与拓扑的目标是最大化赋权。我们通过追求松散耦合但高度对齐的团队来这样做。

提出一个有效的团队拓扑是产品领导者最困难但最重要的职责之一,尤其是在规模上。这需要产品负责人和技术负责人之间的密切合作和协商。您所做的决策会影响团队之间的关系和依赖关系,以及每个团队将实际拥有什么。

完成后,您的产品团队具有高度的自主权,并且他们对他们的工作感到真正的所有权感,以及如何为更大的整体做出贡献。团队可以解决困难问题,快速移动并看到结果。

Product Strategy

The product strategy describes how we plan to accomplish the product vision, while meeting the needs of the business as we go. The strategy derives fromfocus, then leverages洞察, converts these insights intoaction,最后managesthe work through to completion.

更一般地说,产品策略帮助我们从我们拥有的任何数量的产品团队中获得最大的价值。

The output of the product strategy is a set of business or customer problems to solve (team objectives) that the leaders will then need to assign to specific product teams.

产品战略是强大的产品领导者脱颖而出的地方。他们决定什么是重点,什么不是重点,有时这些决定并不总是受到其他领导人的欢迎。他们生活和呼吸的数据和洞察的产品,并不断寻求杠杆点,权力的产品战略。一个强大的产品战略可以帮助一个小的组织胜过大得多的竞争对手。

不幸的是,要实现强大的产品战略,没有捷径可走。它需要实时和努力来收集和吸收您需要的数据和见解。

Team Objectives

In order to execute on the product strategy, the leaders need to ensure that each product team has one or two clear objectives they have been assigned (typically quarterly), which spell out the problems they are being asked to solve.

这些目标直接从产品策略中获得 - 这是洞察力变成了行动的地方。

这也是授权成为现实的地方,而不仅仅是一个时髦词。

The team is given a small number of significant problems to solve – the team objectives. The team then considers the problems and proposes clear measures of success (the key results), which they then discuss with their leaders. The leaders may need to iterate with their teams and others to try and get as much coverage as possible of the broader organization’s objectives.

The litmus test for empowerment is that the product team is able to decide the best way to solve the problems they have been assigned (their team objectives).

它需要强有力的领导者,以自信和安全,以真正赋予他们为他们工作的人,并抵消,让团队为他们的成功带来信誉。

持续传福音

领导者的最后一个关键角色是向产品组织和整个公司更广泛地传达战略背景——产品愿景、原则、拓扑结构和产品战略。

This requires an ongoing crusade of evangelizing—in recruiting, onboarding, weekly 1:1 coaching, all-hands meetings, team lunches, board meetings, customer briefings, and everything in between.

The larger the organization, the more essential it is to be relentless at evangelism, and it’s important for the leaders to understand that evangelism is something that is never “done.” It needs to be constant.

用上下文引导,而不是控制

正如你所希望看到的,在一个强大的产品公司里,一个产品领导者的工作是建立在一个强大的产品团队之上的,这与在一个功能团队组织中的角色是非常不同的,而且也是非常困难的。

如果您从未在强大的产品公司工作过,则可以从产品教练中受益。如果您想深入了解这些领导主题,这就是我的SVPG合作伙伴克里斯琼斯和我写了这本新书的原因:必威体育 betway下载EMPOWERED: Ordinary People, Extraordinary Products

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