1. The role of your speech mechanism on "non-strong" product managers

The role of your speech mechanism on "non-strong" product managers:
> Collective wisdom, more intelligent than a strong person
> From the role of the product manager, the cohesion/Organization of the product manager should play a greater role than the decision-making/implementation of the product manager.
> The Birth of a product line often comes from an idea from the company's top management, or a discovery from the editorial department/marketing department, or the idea of imitating or wanting to surpass
> It is often impossible to complete all the work from "fullness" to "Implementation" and "completion ".
> Team building and workflow chain construction are the guarantees for project implementation, and product managers are the favorable connections of chain nodes.
> Everything is difficult at the beginning, and full product planning is half the success. The efficiency of subsequent System Design and code implementation often depends on the planning maturity.
> A sound "Speak your own words" mechanism can ensure "brainstorming". At the same time, the product manager's position can focus on all the wisdom
> There is an image metaphor. The product manager is the Banzhu of the Forum. In the sculpture system, He is the manager of order discussion posts.
> The product manager naturally has the responsibility to determine the "order" version.
> If the owner signs the code that can be implemented, the system design and code implementation can be carried out.
> "You can speak with me" is an important tool before project implementation process management.
> [Note] There are many communication methods for the discussed documents, such as plain text, images, Format documents (Word), Visio diagrams, and communication tools such as MSN and mail.
> [In short] Message-based management tools can be used for effective organization and coordination.
Your responsibilities:
> If all employees in the company are working at full capacity and do not have good opportunities and time for communication, you can say whatever you like.
> As a company, the message transmission mechanism is like a neural system. Its feedback speed is a decisive indicator.
> Most companies and executives are well-placed and shoulder-heavy people, which are often related to the decision-making part of the company and cannot communicate well with each other.
> Symptom: "collective decision-making" cannot be achieved, "strong people and strong balance", and "weak team building"
> There are two solutions to solve this problem:
A. Set up a dedicated "R & D" department. The "Speak your own words" mechanism is in the department. relevant senior managers with management functions can participate in and ask questions.
B. reduce the burden on the senior management layer, give opportunities and space for message circulation, and make it clear that this action is not "forbidden"
> To support the latter scheme, we also need to support the balanced development of capabilities within the respective departments. This definitely avoids the absence of "strong people" and greatly reduces the business level.
> The positioning of "strong people" in the company may be a specific problem faced by many companies. The solution to this problem is determined by the leadership art of the CEO.
> For the function definition of "strong people", we should be responsible for internal departmental training and convey the good work methods and good ideas/as the company's wealth accumulation.
[Note]: "strong people", also known as "transformers", refer to high people with extraordinary qualities and omnipotent abilities. For a small company, leaving it determines the company's "Life and Death ".