It's hard for big company teams to create successful products

we often refer to Internet products as "light products" (rapid product response), but in the process of many big internet companies today, it is difficult to call our products "light products". Now we are increasingly entangled in complex processes that affect the rapid response of a product or a small demand for a product or operation, to the end that the demand becomes a product or product improvement, less a week and a few months. Sometimes we feel that we are not unable to respond quickly, but are trapped in a process that is too complex. We are not without innovation, sometimes the cost of innovation is too great.

What we can hardly avoid in a large Internet company is the process specification that must be strictly followed, even for the entrepreneurial team: demand gathering-Requirements Discussion-mrd-Review-PRD-UC-UC review-TC review-development-nesting code-test-online and so on, Some of the larger companies are even more complex than this process. I have always wondered, the more complex the process, we can create the better products? I have always been more annoying, entrepreneurial team, also popular WBS such things, do such things not to reflect your professional level, will not do is not necessarily bad. The bigger the Internet companies we have in our entrepreneurial team, the more we are bound by these seemingly more professional, standardized things. Eventually our "Light product" became like a bulky machine.

A few days ago in the industry several friends are discussing the big company such as Sina, its pioneering product "Sina Weibo" but can respond very quickly, everybody is amazed. in our discussion that day, the user feedback to the Sina Weibo team's comments and suggestions, even a few minutes to solve one, such a quick response is not what we call "emergency release", but the Internet entrepreneurial team must have.

we see today on the Internet, the rapid rise of the site products, are taking the "light products" route. I once wrote the "Breaking internet Revolution," a book mentions Facebook, its active user volume of more than 2.5 million, monthly flow of more than 1 billion times, its technical director Dustin is directly with the root authority to change the code, and even no source control measures. The same goes for other Twitter. At the end of 06-07 years, I was in the net during that period of time, the net is always small demand, operation or product can sit directly next to development, stare at the development of code. In fact, today, in the network (Renren) Tens of millions of users of the case, is still so: small demand, operations and products can be directly developed to make changes, without the need for complex demand flow, do not have to do the corresponding product testing. At the time I was in the net of the team, not even the test engineer a position (now should be available), rapid response is so effective. So in this case, it is allowed to try and innovate countless times. Wrong, it doesn't matter, within a few minutes can be corrected. (This rapid response, not only not to site users, security, data caused any big impact, but accelerate innovation of innovative products speed. In addition, today's happy net is also so, which is why Sina's team out of Sina instead can create such a successful site one of the reasons.

Why should the entrepreneurial team take the "light product" route? Sometimes I even feel that the norm is to create a clear responsibility, the process of the norms of things, the Chinese people are difficult to grasp, good use. The innovation team sometimes does not need to consider too much user experience, which means that the process can reduce the occurrence of errors, but in turn affects the speed of error correction. A lot of start-up team early products, core function is not a big problem, and the details of experience, a lot of small bugs, if not a quick response, not only will not let it have a good reputation (fast response to users can be seen as a friendly interaction, users are willing to participate in it, or even for the Word-of-mouth publicity, I write this blog today is a very good case: Sina Weibo, net, net, such as selfless publicity. ), but caused the initial user's rapid loss. The cost of pulling back a lost user is huge. So the best implementation can be: for the core function, should be cautious, go strict flow, the foundation to play well in order to line, but for non-core content, it should be quick to modify the way online.

"Let the user and the website grows Together", is the website development user stickiness key. we see happy net from the beginning to now all the progress of the day put to the home page, then the network (Renren) also learn to imitate, this little detail, seemingly useless, in fact, the product and the product behind the team live to show in front of the user. People-oriented SNS products, especially should be so. Fast should be the vitality of SNS products, successful SNS products can not be tied to the complex process of bondage. Using facts to explain the problem, Facebook, Twitter, the net, net, and so successful SNS products, which is not "light products"? Besides, I've never seen a successful SNS product originated from the process of complex specification.

Finally, as a product operation Amoy River, there is also a hope that our entrepreneurial team can also be in our SNS entrepreneurial process, to maintain a rapid response status. As a mutual encouragement.