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转载 | 如何打造伟大的产品与公司,《Build》读书笔记

原文

随想

冲着里面提到的几个乔布斯故事,这本书就值得一读

摘录

  • Tony 给出的挑选公司的要点:
    1)将现有技术进行创造性的组合创新来打造产品或服务,而不是同质性的竞争,领先市场半步。
    2)这个产品需要解决一个真实的痛点,一个存在于现实生活中影响了很多人的问题,而不是自嗨,或者仅仅是看起来酷炫好玩。
    3)现有技术可以支撑公司的愿景,包括基础设施,平台等,而不能是空中楼阁,沙漠中的绿洲。
    4)领导层不会固执己见,愿意倾听客户的需求,并作出改变。
    5)以一种全新的方式来考虑一个问题,但一旦理解就会很容易让你接受。

  • Tony 还吐槽了一下管理咨询这个职业,说做咨询像是给香蕉拍了一张二维的照片,看起来很逼真,但只是一个很薄的切片,你没有真正把香蕉拿在手里,体会过它的重量,质感,气味,那才是真正动手做一件事情能接收到的信息和知识。
    ——乔布斯在某个大学演讲里,也提到过这个说法

  • 如果能在相对小的公司跟你尊敬的大牛一起工作,在 Tony 看来是成长最快的。

  • Make the Intangible Tangible,做产品需要关注整个用户旅程的体验,而不仅仅是产品那一小块。包括用户如何发现,思考理解,安装,使用,维修,甚至退货整个流程都需要考虑在内。
    ——而不仅仅是局限在自己负责的那个模块(软件产品设计,亦如此)

  • Evolution Versus Disruption Versus Execution,Tony 认为,你的第一代产品应该是颠覆式的创新,以差异化的角度切入到市场中,而不是搞同质竞争。这个颠覆可能体现在产品层面,也可能是在市场,渠道,制造,供应链,商业模式等方面的颠覆(文中举了 Nest 颠覆销售渠道的例子)。

  • 另一个例子是 iPod 的第二代,乔布斯当时推出 iPod 有一个大的愿景是通过 iPod 来拉动 Mac 的销售,因此用户无法在除了 Mac 之外的电脑上连接 iPod,往里面导入歌曲。第一代推出之后乔布斯仍然坚持这一点,但 Tony 用数据向他证明,用户喜欢我们的产品,而无法从 Windows 往 iPod 导入歌曲大大阻碍了他们的销售。争论了很久,乔布斯总算做了让步,把愿景往后放了放,这也让后来 iPod 的销量一飞冲天,不但挽救了 Apple,也让更多的消费者开始购买 Mac。

  • 当年在 General Magic,他们的第一款产品 Magic Link 延期了非常久才发布。Tony 总结了下经验教训就是缺乏日程规划(heartbeats)和限制条件(handcuffs)。真正好的创新是在时间资源等限制条件下有更高效率,更好产出的执行,而不是说没有任何限制,天马行空随便尝试,是否有产出听天由命。

  • Tony 在这一章里主要举了 Apple 的例子,比如他们以 WWDC 等作为外部发布的节点来展开规划;比如为了能更好地自我把控这些时间节点,Apple 开始自己制造芯片,而不是依赖于 Intel 的芯片发布周期。

  • 这一章还讲了个有趣的八卦,描述乔布斯是如何休假的,感兴趣的同学可以一读。

  • 控制会议对员工时间的占用,这是一个非常普遍的问题,而且没有一劳永逸的解决方法,需要持续监控和改进。Tony 就在这里吐槽了下 Google 低效率的每周 TGIF 全员会。

  • 市场推广应该与产品开发在一开始就紧密协作,把内核的产品故事明确好,而不是等产品做出来了再去设计宣传推广。
    ——StoryTelling

  • Tony 认为传统的提成模式的销售激励是有问题的,主要在于:
    1)这种模式会在一家公司里创建两种文化,公司文化(例如维持长期的客户关系与成功)与销售文化,两种文化的驱动下,大家的思考,行为,价值取向都会有所不同。
    2)这种销售模式更重视短期的商业回报,而往往会忽视长期的客户关系维持。Tony 比喻销售会把客户当成 ATM,你肯定不会考虑跟 ATM 维持关系。
    3)这种模式也可能导致公司内部的一些协作问题,如销售之间争抢客户,打单期间过度承诺等。
    ——深以为然

  • 创业初期时一般都是按需购买外部律师的服务,但如果你决定开始招聘专职律师时,应该先招募与你公司业务最内核相关的专业律师,而不是通用律师。例如科技类的公司一般应该招募的是知识产权专业律师。如果是通用律师,可能到具体的 case 上他还是得去找外部专业服务,完全没法起到省钱的效果。

  • 这个标签实在太丑了,非常影响产品的美观。Tony 跟律师沟通咨询,希望可以在包装,说明书,App 等各种地方放上类似的提示,而避免在产品上放这么一个诡异的标签。但法律就是法律,没有任何余地。但他们的律师 Chip 也充分发挥了“设计师思维”,想出了一个巧妙的方案:他们把这个标签做得特别大,特别丑陋,紧贴在产品旁边,让人一看就想撕掉。然后他们也确保这个标签非常容易撕掉,且不会留下任何痕迹,甚至还有专门的测试环节来测试撕掉这个标签的方便程度。
    ——很有创造力,哈哈哈

  • Google 公司自身的战略也反复变动,一开始是 Google Nest,两方都花了很多时间做集成,但 15 年成立 Alphabet,又把 Nest 独立出来,然后 Nest 的整个办公室开销,以及 IT,法务,财务,HR 等日常运营也要向 Google 付钱了。Nest 的开销更大,但 Alphabet 希望 Nest 更快往盈利方向发展,后来甚至又想出售 Nest,这也直接导致了 Tony 的离开。但结果 Alphabet 最后并没有卖,反而又把 Nest 并入了 Google,回到了最初的样子……Tony 对此的评论是,有时候大公司的高管做决策就像是幼儿园过家家。
    ——精准吐槽

  • Tony 把 CEO 分成了三种类型:
    1)保姆式 CEO:确保公司在当前的状态正常运作,且业绩可预期。需要向董事会和投资者负责,不太愿意承担风险。大多数的上市公司 CEO 都是这种类型。
    2)家长式 CEO:不断推动公司成长进化,愿意为远大的目标承担一定风险。典型的例子包括 Elon Musk,Jeff Bezos,Satya Nadella,Pat Gelsinger 等。
    3)不胜任的 CEO:缺乏经验,或者在公司成长到一定规模后能力不足,难以胜任的 CEO。

  • 书中讲了个故事是乔布斯比较自负,当年在做 iPhone 时,Tony 想引荐 Andy Rubin(安卓之父,当年也在 General Magic 工作过)给他,结果乔布斯觉得完全不需要,Apple 自己做的就是最好的。后来的故事大家也都知道了,Google 收购了 安卓,也成了目前唯一能与 iOS 抗衡的一个阵营。所以不要认为伟大的想法只能来自于你或者你的公司,需要更多的倾听,学习,保持开放心态。
    ——震惊

  • 文中给出了几种典型的董事会成员角色:
    1)“Seed crystals”,可以连接优质人脉资源加入董事会的人。
    2)设定议程,组织会议的 chairperson。
    3)合适的投资人,最好是了解行业,关心你的客户和业务,能给出很好的外部视角建议的那些。
    4)执行者,对公司日常的执行细节事务了解比较清楚的人。
    5)领域专家,尤其是那些没法加入你的公司的,但却非常需要这类专业知识能力的人。比如 Apple 当年开始做零售业务时就在董事会引入了 GAP 的 CEO。

  • Google 在收购 Nest 时保证会有足够的资源投入来支持 Nest,Tony 认为 Google 高层说这些话的时候是真诚的,但两方的文化差异导致对于支持这件事的认知理解完全不一样。在 Google,几乎没人可以强制要求员工做事的方式,他们只能给出一个大致的框架,然后经常同步进度。而在 Apple,乔布斯如果说支持某个项目,那么他会保证每天每周大家做的事情都在正确的道路上,确保执行推进。
    ——有趣

  • Tony 专门花了一章来抨击科技公司各种“福利”的设置,这里分成两类:

    • 真正的福利:例如 401(k),健康保险,ESP,带薪病假产假等。
    • Perks(特殊待遇):免费零食,剪发,按摩,礼物,办公室里的滑滑梯等。

Tony 认为后者虽然能带来一些新奇有趣的体验,但过度的特殊待遇很容易造成负面效应,让员工把很多注意力放在了这些细枝末节的东西上,而不是工作本身能给他们带来的成长和满足感。

  • 谷歌成功的内核还是在于他们找到了能够把用户信息出售给广告主这种利润率超高的商业模式,并持续保持了竞争壁垒,而不是那些在办公室里搭个滑滑梯,营造出的宽松有趣工作环境的所谓“谷歌文化”。其他公司想要效仿学习时一定要注意这点,不要舍本逐末。
    ——直击要害

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