You said that I have the role of "non-strong" product manager:
> Collective wisdom, greater than a "strong person"
> From the role of the product manager, its connection / organization is much greater than its decision-making / implementation
> The birth of a product line is often from a point of the company's high-rise, or it may come from a foundation / market department, or want to imitate or want to surpass
> It is often unable to complete the "full" to "implement" "completed".
> Team construction, and the construction of the entire chain of workflows are the guarantee of project implementation, and the product manager is the advantageous connection of the chain node.
> Everything is difficult, realize a plump product plan, is half of success, and the efficiency of subsequent system design and code implementation depends on the maturity of planning.
> Good "You said me" mechanism, you can guarantee "brainstorm", at the same time, the post of the product manager, from all the wisdom can be concentrated in a point
> There is a metaphor of the image, the product manager is the bamboo of the forum, in the "Sculpture" system, he is the manager of the order discussion.
> The product manager naturally also has: Determine the "order" version of the duties
> In the case where it is considered to be implemented, the responsible person is signed, and the system design and code implementation can be expanded.
> "You said me" is an important tool before the process of project implementation.
> [Note] There are many ways to discuss the documentation, and there are many kinds of pure text, pictures, format documents (Word), Visio, AC tools, MSN, Mail, etc.
> [In short] "You don't say me" can use "message" management tool to achieve effective organization and coordination.
The question of the responsibility of your words:
> The company is inside if each employee is done with full load, there is no good mutual communication opportunity, you speaks with virtuality
> As the company's operation, the message delivery mechanism, such as the nervous system, its feedback speed is a decisive indicator.
> Most companies, senior high-management layers are in place, and people shoulder and shoulder, often related to the company's decision-making, unable to communicate very well
> Phenomenon: Unable to do "collective decision", "strong people", "team building weak"
> Solve this issue has 2 programs:
A. Establish a special "R & D" department, "you say me" mechanism in the department, the relevant management functions can participate and ask
b, reduce the burden of the heroic layer, give the chances and space of the news, and clarify this move is not "defeating"
> For the latter solution, it is also required to support the ability to balanced within the respective departments, absolutely avoiding the "strong person" does not participate, the business level has fallen sharply.
> "Strong People" may be a specific problem facing a lot of companies in the company, and the solution is determined by the CEO's leadership art.
> For the functional definition of "Strong People", it should be responsible for training within the department, and convey its good working methods and good ideas / as the company's wealth accumulation.
[Note]: "Strong People", also known as "Transformers" refers to high people with extraordinary qualities, and it is often one. For small companies, they have left the company's "life and death".
