Digg

2022年6月30日

Sanjoy辛格是工程的副总裁Talentica软件和帮助50岁以上的早期和成长期的企业构建可伸缩的平台。Digg的创始人凯文·罗斯和风险投资家,曾经说过,“一个团队一致的愿景所至。”这句话是正确的。建立一个成功的产品,你必须浏览不确定性,为此,你需要一个明确的产品愿景。当你有一个开发团队与产品愿景,沟通变得更容易,还有降低依赖关键利益相关者,因为它使团队成员的决策能力。采用这样的团队认为更多关于改善功能,客户互动和交付产品为中心的结果,减少了迭代和生产成本、改进上市时间和有助于实现业务的里程碑。只考虑COVID-19大流行。创业公司遭受由于通信开销,人员流失率高,士气和战斗效率降低的问题。(TechCrunch +在这里如果你需要它!)然而,创业公司与产品团队保持他们的生产力和创新只是他们用来做的启发,因为他们明白“为什么”的建筑产品。一个产品的成功取决于团队的承诺,构建它。 I have built about 30 startup products over the last 16 years and managed product teams as small as three people to as large as 150. Based on this experience, I have created four rules that I always follow to keep my product teams aligned with the product vision. Map individual aspirations with product needs The success of a product depends on the commitment of the team that builds it. In order to achieve milestones, you need talented individuals who are as committed to the product vision as you are, or you might end up with people with skills but no sense of ownership. To prevent that from happening, you should look at the aspirations of each individual and compare it with what the product needs. You have to maintain a fine balance between the two to improve the grade of the team without compromising an inch on the level of commitment. This is what I do during my interactions with developers. I always try to understand what developers want to do and how they see growth. I often get feedback along the lines of: I want to learn the bootstrapping process. I want to learn about new technologies. I want to handle the scaling of a product. I want to become a full-stack engineer. I want exposure to an architectural pattern like Microservices. Keeping track of these aspirations and addressing them makes it easier to build product teams with high morale, high engagement and better alignment with the product vision. At the same time, individuals start cultivating a sense of ownership of the product. Such teams do not get affected by uncertain times and face minimum attrition issues.