Products

In certain categories of digital things, "product" is an appropriate framework, but not all. Android is not a product. iTunes is not a product. Facebook is not a product. Slack is not a product. Salesforce is not a product. Weibo is not a product. They are information environments for hosting ecosystems. The environment they create changes the way people understand, think, and act around the world. They are the first party, the second party, the third party platform which can build and host their products. The list of stakeholders is long, far beyond the scope of organizations that "manage" these ecosystems.

The concept of product ecosystems represents the value that product interconnections offer to businesses and users. It greatly influences the process of innovation development and communication, and it provides infinite opportunities for new value creation. Product personnel and beginners can achieve substantial growth by adopting the evolution of the ecosystem as a priority for the roadmap.

The ecosystem is designed so that companies can derive the value of their core products by integrating with their own products. More precisely, other products make it possible to use their product interface as a medium to provide the value they have produced and continually improving. Companies that are committed to providing specific solutions to people's needs will accomplish this through your products. These are two important values ​​for you. First, the value of your product will increase without your team's efforts. With more features you have not yet submitted, users can develop, maintain, promote, and continuously improve. Whenever your team decides to commit to creating additional features that are different from the core value of your product, you risk a major risk. However, due to the expected rate of return, we take this risk in the past.

As a product manager, you are always committed to achieving product impact. However, in order to have a big influence, you need to take risks. Are there any best practices that can reduce product risks? How to pursue risks while maintaining team reliability "Errors are not necessary evils, they are not bad at all, they are inevitable consequences of doing new things (so they are considered valuable Failure, then you made a worse mistake: you are driven by the desire to avoid it. "