Function management, the most important thing is to find an indicator to measure value.

Recently, a colleague came to discuss my experience in functional management.

To be honest, I dare not talk about experience. I have not achieved any achievements, and blind suggestions will have the opposite effect. However, our communication is still very rewarding. Because we have discovered a lot of common cognition, and these cognition are still recognized in a small scope.

First, positioning the value of the function. There is no doubt that the function itself is positioned. However, what reflects the value of a function is not just to do a good job of the function. To put it simple, do it well. If you do not do well, you need to draw a board. This is what many people think is very embarrassing for their functions. For example, many people in the IT department say they have been beaten. This is the truth. So I think the key to the problem is whether it is proactive or passive defense. If it is just a blind defense, of course it is not good to do it, it is just a flat hand.

How can we find value? I think the first thing to do is to know about customers' difficulties, difficulties, and pain points. What are the difficulties and concerns of the department you are serving? You must understand.

It must be noted that the understanding of this matter is definitely not a simple investigation. A lot of people have said, yes, I have done all this, but the customer is still not satisfied with what I did last! The reason is that you have not caught the key issue at all. What you have investigated may be what the customer gives you, not what the customer actually faces. I think we need to make a few efforts to understand the real problems of our customers:

1. Let customers trust you. Either trust your people or trust your capabilities. Yes

2. Understand the customer's business. The so-called layman looks at the excitement and provides a guard. This is the truth. It is only research, and it is likely to make such a mistake.

3. Focus on customer development. Difficulties often occur during the customer's development. It is also a dynamic development. It is important to maintain relationships with customers at all times.

Second, find a way to measure value. Many people will say that since the value point is found, let's start. However, countless failed experiences tell us that if we cannot measure our value at the end of the day, it is very difficult for us to have a sense of accomplishment. In the past, we often summarized this problem as: Can't say. Now I have a deeper understanding. Can you tell me that it can be designed and designed. Once we have figured out how we can measure our value, we can naturally say it. Even if your eloquence is not good, you only need to compare the data, and the results will prove easily. And it is easy to convince everyone. This can also be done.

Finding a measurement method is a difficult process. Some common and easy-to-measure methods have long been taken into consideration. Naturally, it cannot! I have no operation guide, but I have a very good idea:

1. In-depth business. Use Cases to describe your value. You can investigate many real cases.

2. Learning theory. Use theory to describe your value. Many theories will support data.

Third, implement value with your heart. It's time to make things happen. In the end, people must work hard to recognize what can be done. Sometimes a project with great value may not be recognized by the customer because of its bureaucracy. Sometimes it is a small thing, but because the people who do it are very careful, the customer is very satisfied. This is the difference! Any job can be done well, not just by planning. Each of us must work hard to achieve the effect. This is an idea that our company's pragmatic corporate culture already covers.

Of course, these are my own ideas. I don't know if you have any better comments to contribute. Let's study them together.